Brands
Real estate developer Puravakara appoints Deepak Rastogi as group CFO
MUMBAI: It’s strengthening its foundation. Real estate developer Puravankara has appointed Deepak Rastogi as the group chief financial officer (CFO), with effect from 15 January 2025
Rastogi brings over three decades of extensive experience in finance, strategy, and transformation
across diverse industries and international markets. He has held leadership positions, including
president & group CFO at Deepak Fertilisers & Petrochemicals and president & group CFO at
Tata Autocomp Systems. His expertise encompasses driving profit and loss, growth strategies,
mergers and acquisitions, digitisation, and enterprise risk management.
He has been exposed to working with markets like China, Asean , Australia, Korea, Japan, Middle East, Sweden and the US to lead and develop diverse teams and hands on experience in debt raising. managing investors relations, investors road shows, enterprise risk Management, SAP implementation and business integration.
Rastogi is a chartered accountant with an MBA from S P Jain Institute of Research & Management.
He has a distinguished history of leading financial strategies and implementing transformative initiatives
that drive efficiency and profitability. His insights and skills will help drive the company’s expansion and
growth plans.
Neeraj Gautam, who has been serving as the president – finance at Puravankara, has been
elevated to the post of deputy chief fnancial officer.
“We are excited to have Deepak on board to strengthen our operating efficiencies and financial
controls in line with our future plans,” said Puravankara managing director Ashish Puravankara. ”His vast experience and strategic acumen will be instrumental as we pursue expansion opportunities. We are confident his leadership will contribute significantly to our ongoing success.”
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.
