Singh brings a diverse leadership background spanning marketing strategy, brand development, growth initiatives, and consumer-focused businesses.

Prior to joining ITC Hotels, Singh served as Vice President – Head of Marketing & Growth at Haldiram Snacks Food Pvt. Ltd., where he led marketing and growth initiatives for the company’s portfolio. Before that, he was associated with ITC Limited as Head of Marketing & Growth – ITC Food Tech, gaining experience in building and scaling food-focused businesses. His career also includes marketing and brand leadership roles at Happilo, Blackberrys Menswear, Cheil Worldwide, and Spencer’s Retail.

With experience spanning food brands, hospitality, retail, and advertising, Singh brings a cross-category perspective to his new role.

The post Rajiv Singh Joins ITC Hotels Limited as Head of Food and Beverage Marketing appeared first on Business of Food.

Kothari brings more than 25 years of experience across banking, corporate finance, fundraising, treasury, business transformation, and financial strategy. During his leadership journey at Parag Milk Foods, he has been closely involved in finance, business planning, governance, capital allocation, and growth initiatives, contributing to the company’s broader business and financial strategy.

Prior to taking on the CFO role, Kothari served as Finance Specialist at Sadhana Nitro Chem Limited, where he worked across capital raising, investor relations, and financial controls. Earlier, he spent more than 16 years with Citi, progressing through several senior roles spanning corporate banking, relationship management, SME acquisitions, regional sales, and operations. He began his career with Citigroup Global Services, gaining early experience in the financial services sector.

With his extensive experience across financial management and banking, Kothari brings a combination of strategic finance expertise and operational understanding to his new role.

The post Parag Milk Foods Elevates Rakesh Kothari as CFO appeared first on Business of Food.

Malbari has been with GCPL since 2023 and was working as the company’s Global Chief Financial Officer. He had also served as President of Godrej Africa and GCPL International. He brings around three decades of experience across the FMCG and automotive sectors, including previous roles at Hindustan Unilever and Tata Motors.

Sitapati has stepped down from his position after leading GCPL for around five years. His exit comes as a surprise because the company had earlier this year renewed his appointment as MD and CEO for another five-year term, extending up to October 2031.

The leadership change comes at a time when GCPL is dealing with pressure on margins and rising input costs. Analysts believe Malbari’s finance and business experience could help the company improve execution, strengthen margins and focus on shareholder returns.

Under Sitapati, GCPL had streamlined its product portfolio and expanded its manufacturing footprint. The company is now looking to maintain its growth momentum under Malbari while strengthening its core FMCG businesses and expanding newer categories.

GCPL has also appointed Vishal Kedia as interim Chief Financial Officer following Malbari’s move to the CEO role.

The post Godrej Consumer Products Appoints Aasif Malbari as MD & CEO as Sudhir Sitapati Moves On appeared first on Business of Food.

Subramanyam joins Mondelez India with over two decades of experience across leading consumer goods organisations. He joins from Kellanova (Now Mars Snacking), where he worked as Head of Marketing, South Asia and was a member of the AMEA Commercial Leadership Team. Over the course of his career, he has held leadership positions at Kellanova, Pidilite Industries, Britannia Industries, and VIP Industries.

Commenting on the appointment, Samir Jain, President – Mondelēz India, said, “We are delighted to welcome Vinay to Mondelēz International. He brings a strong track record of building brands, driving category growth, leading innovation and developing high-performing teams across some of the industry’s most respected consumer companies. As we scale our India business further, Vinay’s leadership and consumer-centric approach will be instrumental in accelerating our next phase of growth.” 

He added, “I would like to congratulate Nitin on his new role in Southeast Asia as General Manager, Indonesia. Nitin has made a lasting impact on our India business through his strategic leadership, brand building initiatives, and relentless focus on innovation and execution. His contributions have reinforced Mondelez India’s position as one of the country’s leading snacking companies. We wish him continued success in this exciting new chapter in the region.”

At Kellanova, Subramanyam was responsible for scaling category growth, leading strategic business initiatives, and overseeing brand and marketing efforts across South Asia. He has also led marketing for organisations such as Pidilite Industries and Britannia Industries.

The post Vinay Subramanyam Joins Mondelēz International as Vice President – Marketing in India  appeared first on Business of Food.

Sahani brings diverse experience across corporate strategy, consulting, retail, FMCG, and business transformation. Her career spans strategic leadership and business management roles, giving her expertise in areas including growth strategy, consumer businesses, P&L management, innovation, and organisational transformation.

Before joining Marico, Sahani was associated with Boston Consulting Group (BCG) as a Consultant and Reliance Retail, where she held several roles including Chief of Staff, Chief Manager, Senior Manager, and Manager. Her experience at Reliance Retail provided exposure to large-scale retail operations and business strategy, while her consulting stint at BCG further strengthened her capabilities in strategic problem-solving and business transformation.

Earlier in her career, Sahani worked with Unilever as a Management Trainee, where she gained experience across brand strategy, P&L management, innovation, consumer insights, sales, and customer marketing. She also served as a Summer Intern with Tata Administrative Services, contributing to digital transformation strategy at Tata Steel. She began her professional journey as a Senior Engineer at Bajaj Auto, working across vehicle control strategies, mechatronic modelling, engine calibration, diagnostics, and technical training.

The post Marico Elevates Sumedha Sahani to Head – Strategy appeared first on Business of Food.

With close to two decades of experience spanning sales, trade marketing, key accounts and commercial strategy across leading FMCG organisations, Gaur brings a strong understanding of both traditional and organised retail channels. His elevation comes at a time when modern retail and digital commerce are becoming increasingly important touchpoints for consumer brands looking to deepen reach, improve visibility and accelerate category growth.

Gaur has been associated with Ferrero since 2022 and has held key responsibilities within the organisation, including Area Lead – Modern Trade & Traditional Trade APAC and Head of Trade Marketing, Ferrero India. During his tenure, he has worked across trade channels and markets, contributing to the company’s commercial and go-to-market priorities.

Before joining Ferrero, Gaur built his career across several prominent consumer goods companies, holding senior commercial and sales leadership positions at Zydus Wellness, The Kraft Heinz Company, Cargill and Reckitt Benckiser. His experience across categories and distribution formats has equipped him with expertise in customer development, trade strategy, channel management and business growth.

The appointment also reflects the growing strategic importance of organised trade for consumer brands in India, as shoppers increasingly move between physical retail, marketplaces and digital-first commerce platforms. His mandate will encompass customer strategy, joint business planning and execution across key modern retail and digital commerce channels, bringing together Ferrero’s brand ambitions with evolving shopper behaviour and retailer priorities.

For Gaur, the elevation marks the next chapter of a journey that has spanned markets, channels and some of the world’s best-known consumer businesses. Now, with Ferrero India’s organised trade mandate under his leadership, the focus shifts from building presence to building momentum – strengthening partnerships, unlocking category opportunities and ensuring the company’s brands stay closely aligned with where and how India shops.

The post Ferrero India Elevates Shashank Gaur as Head of Organised Trade appeared first on Business of Food.

He announced his departure through a LinkedIn post. Before joining Haldiram’s, Singh served as Head of Marketing & Growth – ITC Food Tech at ITC for nearly four years.

Earlier, he was Head of Brand Marketing & Strategic Alliances at Happilo International from March 2021 to May 2022. He also worked at Blackberrys Menswear, where he joined as Brand Manager and was later promoted to Manager – Retail Marketing. Singh was also associated with Cheil Worldwide and Spencer’s Retail.

The post Rajiv Singh Moves On from Haldiram’s as Vice President – Head of Marketing & Growth appeared first on Business of Food.

Parakh brings extensive experience across strategy, investments, mergers and acquisitions (M&A), corporate development, and private equity. Over the course of his career, he has built a strong track record in advising businesses on strategic growth, investment opportunities, corporate restructuring, and value creation across multiple industries.

Prior to joining Britannia Industries, Parakh was associated with Tata Sons Limited, Edelweiss Financial Services Limited, MAPE Advisory Group, SPJIMR (SP Jain Institute of Management & Research), Samara Capital, K P & Associates, Grant Thornton International Ltd, and PwC. His diverse professional background spans consulting, investment banking, private equity, and corporate strategy, equipping him with deep expertise in business transformation and growth planning. In addition to his corporate career, he serves as a Visiting Faculty and Guest Lecturer at leading academic institutions, including JBIMS, IIM Lucknow, IIM Indore, NMIMS, TAPMI, and the Startup Leadership Program.

The post Britannia Industries Appoints Siddharth Parakh as Head of Strategy and Business Development appeared first on Business of Food.

Bagla brings extensive leadership experience across FMCG sales, e-commerce, go-to-market (GTM) strategy, and business development. Over the course of his career, he has built a strong track record in sales leadership, regional business management, customer development, and commercial strategy, helping drive business growth across multiple consumer categories.

Prior to taking on this role, Bagla served as General Manager – Regional Head – East at Ferrero. During his tenure with the company, he also held key leadership positions, including Associate General Manager – Regional Head – East and Head of Sales Capability, where he played an instrumental role in strengthening regional operations, enhancing sales capabilities, and driving commercial performance. Before joining Ferrero, he held leadership roles at Reliance Consumer Products Limited, Marico Limited, GSK Consumer Healthcare India, and Pidilite Industries Limited, gaining extensive experience across sales, channel development, and business strategy.

The post Ferrero Elevates Mohiit Bagla as Head of E-Commerce appeared first on Business of Food.

When Nandita Sinha takes charge as CEO of Swiggy Instamart today, the most revealing number on her desk may not be its Rs 7,907 crore Q1 FY27 Gross Order Value.

It could be four million.

That is approximately how many unprofitable users Swiggy says it deliberately weaned away from Instamart over the past three quarters while rebuilding the economics of its quick-commerce business. Yet its retained consumer base has become stickier: one-month retention among transacting users increased to 61% from 55% in Q1 FY26.

For somebody whose career has moved through Hindustan Unilever and Britannia before Flipkart and Myntra, that is an interesting business to inherit. Sinha isn’t arriving at a grocery-delivery start-up searching for consumers. She takes charge of a large digital retail network processing 114.5 million orders in the June quarter, serving 13.5 million average monthly transacting users and operating 1,171 dark stores across 131 cities. Instamart’s active dark-store estate now covers 4.92 million sq. ft.

Her appointment, effective August 3 following Amitesh Kumar Jha’s resignation, was announced on July 28. Swiggy said Sinha would lead Instamart’s next phase of growth, building on assortment strategy while improving profitability, customer focus and operational efficiency. Sinha brings more than two decades of experience across consumer and digital businesses, including leadership roles at Hindustan Unilever, Britannia, Flipkart and, most recently, Myntra.

For Business of Food, however, the particularly interesting part of her appointment is the combination of those two worlds: FMCG and digital retail. Instamart is increasingly requiring both.

The Day-One Scorecard

Swiggy’s Q1 FY27 results, announced just four days before Sinha assumes charge, provide an unusually precise baseline against which her tenure can eventually be assessed.

INSTAMART: WHAT NANDITA SINHA INHERITS ON AUGUST 3

Source: Swiggy Q1 FY27 Shareholder Letter. GOV and NOV are different measures; Swiggy defines NOV as GOV less discounts.

These numbers tell a more interesting story than growth alone. Instamart’s GOV increased 39.8% year-on-year, but contribution margin improved by 440 basis points YoY to -0.2%, with the business actually achieving contribution breakeven during May. Adjusted EBITDA loss narrowed sequentially by Rs 80 crore to Rs 778 crore. More than 45% of the store network is now contribution-margin positive, up from 30% in the preceding quarter; 25% of stores operated at contribution margins of 3–5%, while five of Instamart’s seven largest cities turned contribution positive.

Those improvements were achieved before Sinha arrived and belong to Jha and the existing Instamart team. They also give the incoming CEO a clear starting line.

Food & Grocery Is Moving From Availability to Curation

Perhaps the most relevant development for Sinha is taking place inside the Instamart assortment.

Quick commerce was originally built around a straightforward consumer promise: if milk, vegetables, bread or another household essential was needed immediately, make it available nearby and deliver it quickly. Swiggy now believes the competitive value of simply offering more products is diminishing.

In its Q1 shareholder letter, management says speed has become table stakes, aggressive pricing is unsustainable, and competing assortments are increasingly similar. Its response is to treat assortment as a curation game rather than a volume game.

That thinking has already produced an initiative called “Switch to Better”. Instamart has partnered with more than 400 brands to create or curate alternatives across daily-use categories and completed the first phase across 50 key product categories. Swiggy says these products already contribute more than 15% of sales within the relevant categories.

Food is explicitly part of this strategy. Instamart is working with brand partners on high-protein staples, while its proprietary clean-food brand Noice is being expanded. Swiggy says consumers who have bought “Switch” SKUs show 30% higher retention than benchmark cohorts.

That is where Sinha’s earlier FMCG experience becomes particularly relevant.

At HUL and Britannia, the questions are about consumers, categories, brands, price points, packs and repeat purchase. At Flipkart and Myntra, the questions expand into digital discovery, personalisation, search, assortment, inventory and customer lifetime value.

Instamart increasingly sits at the intersection.

114.5 Million Orders—and Every Dark Store Has Limited Space

The food-and-grocery challenge becomes clearer when viewed from inside the dark store.

Instamart averaged 1,089 orders per dark store per day in Q1 FY27. Its 1,171 stores occupy 4.92 million sq. ft., yet management says overall store utilisation is only around 40%. That leaves considerable capacity within the existing network.

Swiggy is consequently not responding simply by opening stores everywhere. It expects to add around 75 stores during Q2, largely where high-growth neighbourhoods require additional capacity, while simultaneously trying to densify and improve utilisation of the existing network.

For food retail, that matters because every square foot has an opportunity cost. More milk may generate frequency; fresh produce adds a daily need-state but introduces perishability; packaged foods provide breadth; premium foods can increase basket value; an emerging health product may improve differentiation. Each SKU must ultimately justify the space it occupies.

Sinha’s challenge therefore includes something much more sophisticated than enlarging assortment: determining what should be available to whom, and where.

The Basket Is Already Changing

Instamart’s own data shows that this transition has begun.

Net average order value increased 12.1% YoY from Rs 453 to Rs 508 in Q1 FY27, which Swiggy attributes to sustained non-grocery selection and larger-basket buying behaviour. The conventional AOV based on GOV was Rs 691.

The distinction between those two numbers is worth understanding. Swiggy has begun emphasising Net Order Value, which deducts discounts from GOV, partly because discounts on non-grocery categories tend to be considerably higher than grocery. Management argues that NOV therefore provides a better representation of what consumers actually spend as the assortment expands beyond grocery.

That disclosure itself tells us something about how Instamart is changing. A business once easily understood through grocery orders and GOV now needs more nuanced metrics because the merchandise mix has become broader.

Food and grocery nevertheless retain a special role. They generate recurring consumption. The task for Instamart is increasingly to use those frequent interactions to build larger and more valuable baskets without depending on uneconomic subsidies to keep consumers returning.

Its improved retention after shedding four million unprofitable users suggests that Swiggy believes it is beginning to do precisely that.

The Rs 30-per-Order Problem Sinha Inherits

There is one more number that puts Sinha’s assignment in perspective.

Instamart may have reached contribution breakeven in May, but it remains some distance from EBITDA profitability. Swiggy estimates that the business needs to add roughly another Rs 30 per order in economics to reach overall adjusted EBITDA breakeven at the scale it currently envisages.

Management has even broken down where it expects that improvement to come from: approximately Rs 10 per order from higher-margin and more favourable product mix, another Rs 10 from advertising, Rs 5 from densification and warehouse/store automation, and Rs 5 from operating leverage through greater store utilisation and semi-variable costs. A future inventory-led operating model could potentially add another Rs 4–Rs 5 per order. These are management estimates rather than achieved benefits, but they make the commercial assignment unusually transparent.

For a food-and-grocery business, the first Rs 10 is particularly interesting.

It means what Instamart sells matters increasingly as much as how efficiently it delivers it.

Better product mix, proprietary food products, premiumisation, brand partnerships and carefully curated daily-use categories can therefore become part of the profitability equation. Advertising creates another connection with FMCG companies: the platform isn’t merely distributing their products but monetising digital shelf visibility and consumer discovery.

Swiggy’s medium-term ambition is formidable: more than Rs 1 lakh crore of annual NOV at a 4–5% adjusted EBITDA margin. Before that, it estimates overall adjusted EBITDA breakeven at roughly Rs 60,000 crore of annualised NOV and 25–30 crore orders per quarter, compared with 11.45 crore orders in Q1 FY27.

A Different Assignment Begins Today

None of this makes Sinha’s Myntra experience a ready-made formula for Instamart. Fashion and food retail operate with fundamentally different purchase frequencies, inventory characteristics, margins and fulfilment requirements.

But the capabilities are converging.

Instamart now has to understand consumers beyond the emergency purchase. It needs to curate rather than merely accumulate assortment; create discovery rather than simply provide availability; improve repeat behaviour without buying loyalty through discounts; give brands reasons to launch and advertise on the platform; make better use of 4.92 million sq. ft. of fulfilment infrastructure; and turn more than 114 million quarterly transactions into sustainable economics.

Food and grocery sit squarely inside that challenge.

Nandita Sinha takes charge today with Rs 7,907 crore of quarterly GOV, 13.5 million monthly transacting users, 1,171 dark stores and contribution margin close to neutral. But she also inherits a business that has already decided what it doesn’t want its next phase to look like: indiscriminate customer acquisition, unsustainable pricing and assortment expansion simply for the sake of offering more.

The next phase will be about better consumers, better baskets, better assortment and better economics.

For somebody whose career has moved from consumer brands to digital retail, Instamart may be one of the few businesses in India where all those experiences now meet on the same shelf.

The post Nandita Sinha Takes Charge of Instamart: The Food & Grocery Business on Her Day-One Desk appeared first on Business of Food.