Brands
Nestlé India names Prateek Tripathi head of IS/IT and business excellence
Analytics veteran brings over two decades of data and governance expertise
GURUGRAM: Nestlé India has appointed Prateek Tripathi as head of IS/IT and Nestlé Business Excellence, effective 1 April, 2026, subject to approvals, the company said in a regulatory filing.
Tripathi will succeed Krishna Guha Roy, who will step down from the role on 31 March, 2026 to take up a larger leadership position within the global Nestlé group.
The company disclosed the development in a filing to stock exchanges under Regulation 30 of the Securities and Exchange Board of India’s Listing Obligations and Disclosure Requirements.
Tripathi, 45, joined Nestlé in 2019 and currently serves as data governance lead for the Asia, Oceania and Africa zone since February 2025. In this role, he has helped strengthen analytics and data integration capabilities across the South Asia region.
Before joining Nestlé, Tripathi held leadership roles at General Electric, Citibank, Parle Agro and Nielsen, bringing more than 21 years of experience in analytics, data governance and business transformation.
At Nestlé, he began as data analytics manager and played a key role in shaping the company’s data governance framework, driving compliance with internal policies while identifying optimisation opportunities across markets in the Asia-Oceania-Africa zone.
Tripathi holds a bachelor’s degree in mathematics, computer science and statistics from Osmania University and a postgraduate diploma in business management from Goa Institute of Management.
The company said his experience in analytics, governance and digital integration positions him to lead Nestlé India’s IT and business excellence function as the firm scales its technology and data-led initiatives.
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
