On 2023-03-08, I argued conditionally that if India had a much larger middle-class market by 2030, there would be too few large Indian independent consumer-facing brands which do 1000cr plus in sales by 2030. I named restaurant chains, cosmetics, Ayurveda products, jewellery, clothing, and coffee as examples. This was my observation, not an independently established finding; I gave no supporting evidence or brand count.
I define a durable good as something that lasts more than 3 years, and see a huge opportunity for homegrown Indian brands to draw global interest, especially as a previously globalising world gets more protectionist.
My favourite durable-goods opportunities are ranked: 1 Furniture; 2 Jewellery and watches; 3 Carpets, lighting, fixtures; 4 Luggage.
I pushed back on the idea that Indians cannot build premium brands that work abroad. I pointed to Subko’s flagship store in Dubai Alserkal, Superyou selling in Dubai, 11.11 selling in New York and being worn by Brad Pitt in a movie without payment, and Nappa Dori’s location on the parallel street to Subko in Alserkal. I have nothing to do with Nappa Dori, but said I was proud. I hope @jointhefoundery will create a few brands like these: premium, artisan, cool Indian brands for the world.
I’m recording the post’s ambition for the brands Foundery attempts to create: they should have the potential to sell globally. This describes potential, not a claim that the brands have already succeeded or are selling worldwide.
I describe Foundery as a small attempt to build an ecosystem for consumer brands in India, taking inspiration from how often people in China talk about an “ecosystem.”
On 2023-08-04, I described my current sense of patriotism as choosing Indian-owned and operated brands over foreign alternatives, even when the foreign counterpart is slightly better. I invited people to suggest undiscovered Indian brands and said I was looking to fund, partner with, and help small Indian brands scale.
My sense of patriotism today is choosing Indian brands (owned and operated) over foreign ones, even if the counterpart is "slightly" better.
I was 100 per cent uninterested in paid promotions, and said any brand I shared would be out of genuine love, not payment.
A reply to my post said its author was looking to find, fund, partner with, and help small consumer brands grow via Gruhas Collective, and gave connect@gruhascollective.com as the contact. This was the replier’s statement, not mine.
A reply to my post said its author was looking to find, fund, partner with, and help these small consumer brands grow via our Gruhas Collective vehicle, and gave connect@gruhascollective.com as the contact. This was the replier’s statement, not mine.
On 2024-07-08, I said patriotism meant dreaming of young Indian products and entrepreneurs succeeding inside and outside India, rather than assuming foreign franchises are better across clothes, jewellery, food, auto, content, shoes, and other categories. I said I would choose great products with terrible marketing every time, because I hoped sales could be solved more easily than product quality. I also said this was one reason “we made this investment”: every ancillary player in the space had said Ather’s product was the best, but that Ather did not know how to sell and was “conservative, measured, etc...” The capture does not identify the investment, investor, ancillary players, or evidence behind those assessments.
On 2024-07-08, I described my current patriotism as a dream of young Indian products and entrepreneurs killing it inside and outside India. I rejected the assumption that foreign franchises are better across clothes, jewellery, food, auto, content, shoes, and other categories. I said I would pick great products with terrible marketing every time, because I hoped sales could be solved more easily than product quality. I also said this was one reason “we made this investment.” Every ancillary player in the space said “the product is the best, but they don't know how to sell, conservative, measured, etc...” about Ather. The capture does not identify the investment, investor, or ancillary players.
On 2025-01-17, I said there may be room to build a really large Indian brand that sells worldwide, and that I was personally hooked on makhana. This expresses a possibility and a personal interest, not a declared plan or a description of a specific brand. The captured replies also contain links whose destinations are unknown.
On 2025-01-17, I captured a reply to @nikhilkamathcio containing https://t.co/fGB4iJohBe. The quoted post’s possibility of building a large Indian brand selling globally and its interest in Makhana belong to @nikhilkamathcio; my captured reply does not state an opinion about them.
On 2025-01-17, I said there may be room to build a really large Indian brand that sells to the world, and added, “Personally, I'm hooked on Makhana.” This expresses a possibility and personal interest, not a declared business plan or a specific brand.
On 2024-04-09, I suggested that the future may be to take Indian brands global rather than franchise global brands in India. I argued that the Indian narrative is becoming appealing globally, with mystique, royalty, history, artisanry, handmade work, and the exotic as things to sell. The branding contrast was between garments made in India but given Western-sounding names such as John, Peter, and Louis and marketed with Western models, versus Indian brands such as tom, Subko, Hatti Kaapi, and 11.11 sold in New York under their own names and represented by Indian artisans who spent hours on each product individually. This was a possible direction, not a reported plan or outcome, and connects with my broader case for india brand export strategy.
I suggested that the future may be to take Indian brands global rather than franchise global brands in India, because I see the Indian narrative and artisan-made products becoming appealing globally. This is a possible direction, not a reported plan or outcome.
I’m recording a captured post about Foundery’s attempt to build an ecosystem for Indian consumer brands. It frames the ambition as creating brands with global potential and building the rails for that ecosystem over time, rather than judging success only by the results or valuations of individual batches.
I’m preserving The Foundery’s framing that building an ecosystem for Indian consumer brands is a small attempt, with China’s repeated emphasis on “ecosystem” as a point of comparison. The effort is meant to create rails that can support Indian brands with global potential; the post says to judge it by that ecosystem-building over time, not by how many brands in a batch succeed or the valuations they reach.
The post sets a 10 years horizon for building the rails and ecosystem. This is a stated ambition, not a reported result.
The post refers to 20 brands per batch and says success should not be judged by how many of them succeed or what valuations they achieve.
The stated longer-term effort is to attempt to create 200 Indian brands with the potential to sell globally; this is an ambition, not an outcome.
I see Foundery’s priority as building the rails and the ‘ecosystem’ over batch success counts or valuations. The aim is to attempt to create 200 Indian brands with the potential to sell globally over 10 years.
A captured post argues that Korea exported culture and that the world then bought Korean products or culture; the quoted text is incomplete. The capture does not establish who authored the post, so I cannot treat the view as my own.
The post points to Bollywood, music, food, fashion, yoga, and Ayurveda as an Indian cultural moat that few countries can replicate. It suggests deliberately exporting India rather than focusing only on exporting products, and predicts that consumer brands will follow.
I suggested deliberately exporting India, not only products, drawing on Bollywood, music, food, fashion, yoga, and Ayurveda as a cultural moat that few countries can replicate; I predicted consumer brands will follow.
I argued that India’s Bollywood, music, food, fashion, yoga, and Ayurveda form a cultural moat few countries can replicate, and proposed deliberately exporting India so consumer brands would follow.
The capture contains two entries at 2026-09-29 06:18 UTC, including a reply and a standalone repetition, but does not establish whether the standalone text is original or who authored either entry. The reply context includes https://t.co/yxRVPinJ8x; its destination is unknown.
I pushed back on the idea that Indians cannot build premium brands that work abroad. I pointed to Subko’s flagship store in Dubai Alserkal, Superyou selling in Dubai, 11.11 selling in New York and being worn by Brad Pitt in a movie without payment, and Nappa Dori’s location on the parallel street to Subko in Alserkal. I have nothing to do with Nappa Dori, but said I was proud. I hope @jointhefoundery will create a few brands like these, taking premium, artisan, cool Indian brands to the world.
I captured a post replying to @nikhilkamathcio that argued solving for taste may matter as everything becomes democratized. The quoted post says Carl and the team are building Nothing as more than a hardware company: a statement bringing design, community, and vision together to create a global brand with India at its heart. The capture does not establish that I authored or independently endorsed those claims; the text also appeared as a standalone copy with no identified author.
A captured post presents durable goods—defined there as lasting more than 3 years—as an opportunity for homegrown Indian brands to draw global interest, especially as a previously globalising world gets more protectionist. It ranks furniture first, jewellery and watches second, carpets, lighting, fixtures third, and luggage fourth. The captured reply to @nikhilkamathcio contains only a link; the repeated standalone text’s author is not identified, so I cannot establish who authored the opportunity claim or why the sectors were ranked this way.
The captured post defines a durable good as something that lasts more than 3 years.
The captured post ranks its four favourite sectoral opportunities as 1 Furniture; 2 Jewellery and watches; 3 Carpets, lighting, fixtures; 4 Luggage.
A captured post dated 2025-01-17 says, “Maybe room here to build a really large brand, an Indian brand that sells to the world.” It also says, “Personally, I'm hooked on Makhana.” The capture does not identify the linked opportunity or describe a brand, its products, or plans for selling internationally; the possibility is not a declared plan.
In a post about Nothing, I said Carl and the team’s work went beyond hardware, bringing design, community, and vision together to build a global brand with India at its heart; I also noted that solving for taste may matter as everything is democratized.
On 2023-03-08, I argued conditionally that if India had a much larger middle-class market by 2030, there were too few large, independent Indian consumer-facing brands with sales above 1000cr. I named restaurant chains, cosmetics, Ayurveda products, jewellery, clothing, and coffee as examples. This was my claim, not an independently established finding; the post gave no supporting evidence or definition of “too few,” “large,” or “independent.”
On 2023-03-08, I asked people to comment with interesting Indian brands that had “spectacular quality” and might be “undiscovered and investable.” I framed the need conditionally: if India had a much bigger middle-class market by 2030, there were too few large independent Indian consumer-facing brands with sales above 1000cr. I named restaurant chains, cosmetics, Ayurveda products, jewellery, clothing, and coffee as sectors, but did not name or endorse any brands or specify screening criteria beyond quality, being undiscovered, and being investable.