In her new role, Hemani will oversee marketing and communications across Bastian Hospitality’s brands. The appointment marks an expansion of her earlier responsibilities within the company’s coffee business to a broader, portfolio-wide mandate.

Her expanded role comes as hospitality groups increasingly operate across multiple concepts and consumer segments, making integrated marketing strategies important for building consistent brand positioning and supporting growth across businesses.

The appointment was announced by Hemani in a LinkedIn post.

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The ceremony was graced by Amb. Jawed Ashraf, IFS (Retd.), Chairman, India Trade Promotion Organisation, as Chief Guest, and brought together leading figures from the culinary and hospitality industry. The awards comprised six Top Chef Awards recognising professional achievement, leadership and contributions to the culinary field, alongside Master Chef competition categories that tested participants’ technical skills, creativity and adherence to professional standards.

Among the top honours, the Lifetime Achievement Award was presented to Chef Ajay Kumar Sood, while Chef Vivek Saggar received the Golden Hat Chef Award and Chef Sanjay Babu Dasari was honoured with the Silver Hat Chef Award. The Academic Chef of the Year Award went to Chef Pawan Ailawadi, the Pastry Chef of the Year Award to Chef Jaideep Singh Rana, the Shri Anil Bhandari Memorial – Chef of the Year Award to Chef Vaibhav Soni, and the Lady Chef of the Year Award to Chef Richa Johri.

Commenting on the awards, Chef Davinder Kumar, President, Indian Culinary Forum, said, “The Annual Chef Awards are an opportunity to recognise the dedication, skill and professionalism that chefs bring to their work every day. The competitions allow participants to test their abilities, learn from their peers and demonstrate the standards they uphold in professional kitchens. By recognising established professionals alongside emerging talent, we aim to encourage continuous learning and strengthen the culinary profession. Our philosophy remains ‘from chefs, by chefs and for chefs’.”

Chef Vivek Saggar, General Secretary, Indian Culinary Forum, added, “Culinary excellence requires more than creativity; it calls for technical precision, discipline, continuous learning and a commitment to professional standards. The Master Chef competitions put these qualities into practice, while the Top Chef Awards recognise experience, leadership and contributions to the industry. We hope the achievements celebrated at this year’s awards inspire young chefs to keep developing their skills and contribute to the future of India’s culinary sector.”

The Master Chef competitions brought together chefs from across the country across categories spanning Indian and international cuisines, Indian sweets, kebabs, international confectionery, baking, butchery, vegetable carving and student chef competitions. Held at Banarsidas Chandiwala Institute of Hotel Management and Catering Technology on 21–23 October and the Institute of Bakery and Culinary Arts on 26 October, the competitions were judged by a panel of professional chefs led by Chef Rajeev Janveja, Chief of Jury. Participants were assessed on personal and workstation hygiene, food wastage, mise-en-place, visual appeal, culinary skills, and the taste and texture of their dishes and accompaniments. Eligible Master Chef category winners received cash prizes of ₹20,000.

The Master Chef competitions recognised winners across various culinary disciplines, including:

·       Master Chef International Confectionery: Mohd. Saquib Hussain, The Westin Gurugram

·       Master Chef Oriental Cuisine: Chef Dilraj, Radisson Blu Plaza

·       Master Chef North Indian Cuisine: Chef Mohd. Rabbi Khan, The Ashok

·       Master Chef South/East/West Indian Cuisine: Chef Maqrub Alam, The Ashok

·       Master Chef Indian Sweets: Chef Ravindra Raut, The Westin Gurugram

·       Master Chef Kebabs: Darshan Rawat, India Habitat Centre

·       Master Chef International Cuisine: Chef Deepak Bisht, Le Méridien

·       Master Chef Baker: Chef Sajid, Lemon Tree Aerocity

·       Master Chef Butcher: Chef Vikas Kumar, Radisson Gurugram Udyog Vihar

·       Student Chef of the Year – Male: Chef Suhail Khan, BCIHMCT

·       Student Chef of the Year – Female: Chef Nandini Gupta, BCIHMCT

The awards were presented in the presence of the ICF Awards Presidium, comprising Chef Ritu Dalmia, Sonali Mitra, Vikrant Batra, Chef Sanjeev Ghatak, Chef Ajay Chopra and Smriti Nambiar.

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The transition, as recommended by the Nomination and Remuneration Committee, follows the resignation of Mohit Malhotra from his role as Global Chief Executive Officer and Whole-time Director, effective November 13, 2026, to pursue personal interests.

With his elevation to the Board, Bhalla will continue to lead the growth agenda for the India business, representing the company and steering the strategic direction in its primary market.

PD Narang, who currently works as a Whole-time Director, will continue in his role as Group Director – Corporate Affairs, providing strategic guidance across the Dabur Group’s businesses including retaining oversight of the International Business.

Announcing the transition, Mohit Burman, Chairman of the Board, said, “On behalf of the Board, I would like to thank Mr Malhotra for his over three decades of service to Dabur and his contribution to the organisation. We wish him the very best as he pursues his personal interests. Mr Bhalla’s elevation to the Board reflects our confidence in his leadership and the central role of the India business in Dabur’s growth. We are confident that Dabur’s  businesses, including the International Business, will continue to benefit from Mr. Narang’s strategic guidance, drawing on his four decades of experience with the Group. This planned transition clarifies leadership responsibilities and accountability while ensuring continuity as the Company advances its priorities and prepares for its next phase of growth.”

Bhalla joined Dabur in early 2026, bringing more than 25 years of experience in building brands, scaling businesses and driving sustainable growth across diverse geographies and business environments. He spent over 16 years at Unilever in management roles across India and international markets, followed by global leadership positions at The Hershey Company and METRO Cash & Carry India. He holds a B.Com. (Hons.) degree from Delhi University (1997) and an MBA from MDI Gurugram (2000).

Narang has been associated with Dabur from 1983 and brings over four decades of experience in corporate finance, strategic planning, capital markets, M&A and governance. A qualified professional with degrees and credentials including B.Com., FCA, FCS and AICWA, he has played a significant role in Dabur’s professionalisation, international expansion and major acquisitions.

The post Dabur Elevates Herjit S Bhalla as Whole-Time Director appeared first on Business of Food.

Prateek Sharma, Director – Business Development and Head, Coffee Island India, Vita Nova Group, announced the launch in a LinkedIn post, stating that the store is located at Aswan Plaza on 20th Main Road, Koramangala 8th Block.

With the Beyond concept, the European coffee brand aims to offer an experience that extends beyond specialty coffee, focusing on sustainability, mindfulness and community engagement.

Coffee Island, which describes itself as Europe’s No. 1 specialty coffee brand, currently operates approximately 9–10 cafés across India. The Bengaluru opening adds a new market to its domestic network while introducing its Beyond format to the city.

The store is located at No. 580, Aswan Plaza, Ground Floor, Satyakrupa, 20th Main Road, Koramangala 8th Block, Bengaluru.

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The appointment was approved by the company’s board at its meeting on November 2, 2026, following a recommendation from the Nomination and Remuneration Committee. Jawa’s tenure will extend until December 31, 2031, subject to shareholder approval. Marico will seek consent through a postal ballot, with details of the voting process and schedule to be announced separately.

Jawa brings more than 38 years of corporate leadership experience across consumer businesses in India, Southeast Asia and North Asia. His expertise spans business transformation, international expansion, brand building, digitalisation and premiumisation.

He joined HUL as Whole-time Director and President, Unilever South Asia, in April 2023 and was appointed Managing Director and CEO in June 2023. He held the role until July 2025 and also served on Unilever’s global executive leadership team, the Unilever Leadership Executive.

Before his India assignment, Jawa served as Chief of Transformation at Unilever in London, where he led an end-to-end transformation programme. He also served as Executive Vice President, North Asia, and Chairman of Unilever China, where he helped transform the business into Unilever’s third-largest global market through digitalisation, premiumisation, and portfolio development.

Earlier, as Chairman and CEO of Unilever Philippines, he oversaw the business’s emergence as one of the company’s top 10 markets globally. Jawa has also held several industry and institutional positions. In India, he was an Executive Member of the CII National Council and FICCI Executive Council, besides serving on the Executive Committee of Vikaasa, the UN SDG Accelerator in India.

His previous engagements include serving as founding secretary of Food Industry Asia in Singapore, Co-Chair of Grow Asia Philippines, a World Economic Forum initiative promoting inclusive agricultural business models, and a member of the Consumer Goods Forum China Board.

In its regulatory filing, Marico stated that Jawa is not related to any of its existing directors and is not disqualified from holding the position under any SEBI order or other regulatory authority. He currently holds no directorships, memberships, or chairpersonships of board committees in other companies.

The post Marico Appoints Rohit Jawa as Independent Director for Five-Year Term appeared first on Business of Food.

The transaction stands out given iD Fresh’s tightly held shareholding structure and the limited availability of equity in the private market. This block represents a material portion of approx 3% of the company’s equity, which is meaningfully available in the private secondary market.

Upsurge India originated and led the transaction, negotiating the commercial terms alongside co-leads TG Fund and WW Ventures and securing Blue Ashva Capital’s entire shareholding block despite strong competing interest from other institutional buyers. Investor demand materially exceeded the available allocation. BlueCheck Advisors acted as the transaction advisors.

Founded in Bengaluru in 2005, iD Fresh Food has built a differentiated business around fresh, preservative-free and ready-to-cook Indian food products. Starting with idli and dosa batter, the company has expanded into Indian breads, chutneys and select value-added dairy products, leveraging its manufacturing capabilities and refrigerated distribution network.

The company’s financial performance further underlines its scale and growth potential. iD Fresh’s topline increased from approximately Rs 558 crore in FY24 to Rs 681 crore in FY25, before reaching about Rs 870+ crore in FY26. This represents year-on-year growth north of 25% in FY26, with the company continuing to grow at an estimated 25-30% annually, according to transaction inputs. Its expansion into adjacent categories demonstrates how an established brand, combined with a strong cold-chain and distribution network, can create opportunities beyond its original product category.

Commenting on the transaction, Satyam Goyal, Head of Equities at Upsurge India, said, “iD Fresh has done something quite remarkable; they’ve taken a deeply familiar part of Indian food culture and built a serious, scaled consumer business around it. The brand is what everyone sees; what interests us as investors is what sits behind it: manufacturing prowess, cold-chain infrastructure and distribution with consistency that is genuinely difficult to replicate at scale. We believe that gives the business a long runway, well beyond the categories it started with. Of course, identifying a good business is only one part of investing. You also need to find the right opportunity, develop conviction in the thesis, and have the ability to execute sought-after transactions, on favourable terms, in the private market. This transaction brings those elements together, and reflects the approach we’re building at Upsurge India.”

Satya Bansal, Founder & CEO of Blue Ashva Capital, said, “Our investment in iD Fresh was driven by its innovative approach to preservative-free fresh food, particularly its semi-fermented batter technology, and its scalable direct-to-retail distribution network. Our journey with iD Fresh, from investment to exit, reflects our ability to identify differentiated businesses and deliver realised outcomes for investors. As we continue to generate liquidity from our first-vintage fund, this exit underscores our commitment to disciplined portfolio management and long-term value creation. We welcome the incoming shareholders and remain confident in iD Fresh’s next phase of growth, while continuing to focus on deep-tech and strategic technologies.”

iD Fresh attracted significant institutional investment earlier in 2026, when Apax acquired a significant minority position in the company in a transaction widely reported at an implied valuation of approximately Rs 4,400 crore and a transaction size of approximately Rs 1,500 crore. The valuation of the present secondary transaction remains confidential.

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Dining out is increasingly becoming an occasion in itself, creating room for hospitality businesses to move beyond conventional restaurant formats and develop destinations built around food, design and socialising. From specialised dining concepts to expansive food-and-beverage spaces, the sector is opening up opportunities for operators to differentiate themselves through distinct experiences and diversified portfolios.

Monarch Liberty Hospitality has adopted this approach as it expands its footprint across the hospitality sector. In June 2026, the group launched Sorena, an 11,000 sq. ft. duplex dining and bar concept spread across the 11th and 12th floors in Bandra. The opening takes its portfolio to six properties in approximately four years and represents its most significant single-property commitment since its founding.

Sumit Govind Sharma, Founder and Director, Monarch Liberty Hospitality, recalls that the company’s first venture was Eve Powai, which received a positive response. Its success gave the team the confidence to pursue hospitality as a business. 

“We have always emphasised guest experience. The experience a guest takes away from any of his restaurants is extremely important to us,” he points out.

Why Distinct Restaurant Concepts

Differentiation remains central to the group’s approach to restaurant development, with each concept built around a distinct cuisine, identity and dining proposition. By catering to varied consumer preferences through its portfolio, Monarch Liberty Hospitality aims to strengthen its presence in Mumbai’s competitive dining market.

The group initially partnered with experienced operating partners to understand the hospitality business and strengthen its operational expertise.

As a result, today, Monarch has four restaurants – EVE, TAT, Que Sera Sera and now Sorena. EVE is a global cuisine restaurant serving Indian, Chinese, Thai, Continental and Japanese food. With three outlets across Powai, Worli and Santa Cruz, EVE is the group’s most successful brand, prompting it to expand the concept more extensively than its other offerings. The Santa Cruz outlet opened last year.

The group’s other concepts cater to more specific culinary preferences. Que Sera Sera, which operates with a different operating partner, focuses primarily on European cuisine, with an emphasis on Italian food.

TAT, meanwhile, reflects Sharma’s personal connection with Indian regional cuisine, particularly seafood. The concept celebrates the coastal food traditions of India’s nine coastal states, covering the coastline from Maharashtra to West Bengal, alongside select Sri Lankan dishes.

He points out that traditional Indian food continues to hold a strong place in consumers’ dining preferences, even as international cuisines gain popularity. “No matter how often we eat pizzas, pastas, burgers and other international dishes, we eventually return to the traditional food we have grown up eating. It is our comfort food,” he says, adding that dal chawal remains his personal comfort food.

Sorena introduces a distinct culinary proposition by bringing together influences from five cities: Mumbai, Istanbul, Sicily, New York and Tokyo. Its positioning, “Five cities, one place”, reflects the concept’s approach to combining diverse culinary influences within a single dining destination.

A Large-Format Bet

Monarch Liberty Hospitality has made its largest single-property investment to date with Sorena, with an 11,000 sq. ft. area in Bandra, Mumbai. Spread across the 11th and 12th floors on Linking Road, the property accommodates more than 250 guests.

Sharma shares that the decision follows four years of studying Mumbai’s dining market and consumer behaviour. The group also draws on insights from food delivery platforms such as Zomato and Swiggy to understand evolving customer preferences and identify opportunities for new formats.

“Sorena is, honestly, our most ambitious project to date,” he says, highlighting the scale of the investment and the group’s approach to identifying the right location and format.

He explains that the group sees an opportunity for a large-format establishment that combines a comprehensive dining experience with a strong bar offering, rather than focusing exclusively on food. Despite the high rental costs associated with prime locations in Mumbai, the group believes the concept has the potential to attract consumers seeking both dining and social experiences.

The Evolving Consumer

Mumbai’s dining landscape is evolving as consumers become more adventurous with food, seek authentic international cuisines and draw inspiration from social media. Restaurants are also facing growing expectations around ambience, service and marketing, making the overall dining experience increasingly important to long-term success.

Sharma identifies two key factors shaping consumer behaviour: increased international travel and the influence of social media, particularly Instagram. Well-travelled consumers are increasingly familiar with global cuisines and are more willing to explore specialised offerings. Unlike earlier trends, when international dishes were often adapted to Indian tastes, diners are now showing greater interest in authentic culinary experiences.

“Today, consumers are much more willing to explore authentic and specialised offerings,” he says, pointing to the emergence of standalone restaurants serving cuisines such as Mexican and Korean food.

He adds that international travel exposes consumers to different culinary traditions, creating expectations for similar experiences when they return to India. Social media further accelerates this trend, with restaurant discoveries, dishes and dining experiences inspiring consumers to visit new establishments.

Beyond culinary exploration, consumers increasingly expect restaurants to deliver a comprehensive experience. He identifies four essential pillars of a sustainable food and beverage business: food, ambience, service and marketing.

Food remains the foundation of the restaurant experience, regardless of the establishment’s design or visual appeal. An attractive setting may draw first-time visitors and generate social media attention, the quality of the food ultimately determines whether customers return.

“No matter how beautiful a restaurant is, if the food is not good, customers might visit once or twice to experience it and share it on Instagram. However, they will not return regularly,” he explains.

Ambience is the second pillar, as diners increasingly expect quality food in an appealing environment. Service is equally important, with internationally travelled consumers bringing higher expectations of hospitality and customer engagement to their dining experiences. Marketing becomes the fourth pillar, noting its importance in attracting customers and building awareness in an increasingly competitive market.

Monarch’s Revenue Ambitions

Monarch Liberty Hospitality attributes its reported revenue growth of 40-45% over the past four years to its focus on guest experience, employee empowerment and customer loyalty. As the group expands its portfolio with Sorena, it is looking to strengthen revenue contributions from existing restaurants while building new growth opportunities.

Sharma highlights the importance of empowering employees across roles to make decisions that improve the dining experience, including resolving customer complaints at the restaurant level.

“We give every member of our team the freedom to make decisions that improve the guest experience,” he explains, noting that even frontline employees can take the initiative to replace a dish if a customer is dissatisfied. He adds that positive dining experiences encourage repeat visits and recommendations to friends and family, making word-of-mouth advocacy an important contributor to business growth. The feedback from guests at Eve and Sorena reinforces the group’s emphasis on delivering memorable experiences.

Sorena is expected to contribute approximately 30% of the group’s revenue in its first year of operations. Spanning 11,000 sq. ft. across two floors and accommodating more than 250 guests, the property offers the scale to support the group’s revenue ambitions.

Sharma explains that the concept differentiates itself from other food-focused restaurants at Mansion One by placing a strong emphasis on beverages alongside its food offering. The group aims for an approximately equal revenue contribution from food and drinks.

“We are hoping that approximately 50% of our revenue will come from food and the remaining 50% from drinks,” he says, outlining the property’s commercial strategy. The group also plans to position Sorena as a high-energy bar in the late evening, allowing guests to transition from dining to socialising in the same venue. The vision is to build a destination where customers can enjoy dinner, stay for drinks and spend time with friends until around 11:30 pm.

Monarch Liberty Hospitality is targeting revenue of approximately Rs 100 crore in the current fiscal year, with its six existing restaurants continuing to serve as key contributors.

Sorena is expected to provide an additional growth driver, while the group is also evaluating the possibility of opening one or two more restaurants in Mumbai. The group already has a strong presence in Mumbai and believes further openings could strengthen its position in the city’s dining market. The combined contribution of its existing portfolio, Sorena and potential new properties is expected to support the group’s ₹100-crore revenue ambition.

Tier 2 Expansion on Radar

Monarch Liberty Hospitality is prioritising Mumbai for the current financial year while evaluating expansion opportunities in Tier 2 cities in the next financial year. The group sees potential in markets where consumers have spending power but may have limited access to the diverse dining concepts available in larger metropolitan cities.

The group is also exploring opportunities in cities such as Jaipur, Surat and Chandigarh, where differentiated restaurant concepts could address an underserved demand for premium dining experiences.

He notes that established restaurant players and intense competition make expansion into metropolitan markets such as Bengaluru, Gurugram, Hyderabad and Delhi a different proposition. In contrast, Tier 2 cities offer opportunities to introduce concepts that consumers may not currently have access to in their local markets.

“People in these markets have significant spending power, but the range of dining experiences available to them may be more limited,” he explains, highlighting the potential to take the group’s existing concepts beyond Mumbai.

He believes EVE, the group’s global cuisine restaurant, could perform well in markets such as Surat and Jaipur. “I am confident that if we offer consumers these experiences, there will be a strong response,” he says.

Focus For Next

Over the next six months, the group’s primary focus remains on establishing Sorena, its latest and most ambitious venture, while driving customer engagement through festive offerings and seasonal dining experiences across its restaurants.

Sharma says the upcoming festive season presents an opportunity to introduce special menus, activities and pop-ups that encourage repeat visits. At TAT, the group celebrates festivals from different parts of the country. Following its Onam and Durga Puja celebrations, the restaurant is preparing for Diwali.

“We organise special activities and introduce new menus and pop-ups to keep customers engaged,” Sharma notes, explaining how seasonal programming helps create fresh reasons for customers to revisit the restaurants.

Diwali remains a key focus across its portfolio, followed by Christmas and New Year celebrations. Monarch is also considering Valentine’s Day experiences at EVE, Que Sera Sera and Sorena, targeting younger consumers, including Gen Z, who increasingly seek occasion-led dining experiences.

Sharma emphasises that these initiatives are designed to go beyond the food offering by creating distinctive experiences around important cultural and social occasions. By refreshing menus and introducing limited-period activations, Monarch Liberty Hospitality aims to strengthen customer engagement and encourage repeat visits while continuing to build Sorena.

The post Monarch Liberty Hospitality’s Growth Blueprint: Sorena, Guest Experience and the Tier 2 Bet appeared first on Business of Food.

Tanridagli brings over 20 years of experience across Unilever and Kraft Foods/Mondelez. Most recently, he served as General Manager of Unilever Ice Cream, overseeing markets across the Middle East, North Africa, Central Asia and Russia.

His experience in the ice cream category and international consumer markets is expected to support KWIL as it builds its independent business strategy and strengthens its position in India’s ice cream market.

The leadership appointment marks a new phase for KWIL as it focuses on brand execution, business growth and its operations as a standalone listed company.

The post Kwality Wall’s India Appoints Tahir Toloy Tanridagli as MD & CEO appeared first on Business of Food.

The Proposed Combination envisages the merger of Sapphire Foods India Limited (Sapphire) with and into Devyani International Limited (Devyani) and certain related transactions.

Devyani, inter alia, operates KFC and Pizza Hut franchise outlets across India. Devyani is also the exclusive franchisee of Costa Coffee, New York Fries, and Sanook Kitchen in India. In addition, Devyani also owns and operates homegrown brands.

Sapphire also operates KFC and Pizza Hut franchise outlets in India.

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With 21 additional sites already signed/under fit-out, MB Chicken will pursue a growth roadmap, targeting more than 220 outlets over the next four to five years and Rs 550 crore in revenue by 2030. The strategy will combine a wider geographic presence in India with a focus on sustainable growth, operational consistency, and customer experience.

As the brand accelerates its expansion roadmap, it has garnered interest from several prominent high-net-worth individuals (HNIs), family offices and institutional investors exploring potential growth-capital partnerships. This growing investor interest underscores the brand’s emerging position in the sector and the confidence in its scalability and future potential.

The five upcoming outlets will be located at Whiteland Sector 70, Gurugram, and Broadway Plaza Banga, Punjab, in November 2026, followed by Pacific Mall, Dwarka, New Delhi; Inayat Plaza, Patiala, Punjab; and Boulevard Walk-Greater Noida West, in December 2026. The new outlets will also introduce MB Café in phases, featuring coffee and breakfast offerings to expand the brand’s appeal across different day parts.

Commenting on the expansion, Anmol Mahajan, CEO and Promoter, MB Chicken India, said, “India loves chicken, but it has had very few choices in fried chicken. Mary Brown’s has been Canada’s favourite since 1969 because everything is made fresh, from scratch. We want MB Chicken to be India’s go-to fried chicken brand, in malls, on high streets and on every highway. As we expand, our focus will remain on delivering a consistent customer experience and building sustainable growth across our existing and new markets.”

Dylan Powells, Vice President – International Development, said, “Having shown a strong presence in Canada, we see India as a key market for our international expansion and one of our biggest growth opportunities outside our home market. The country’s evolving consumer landscape, growing market potential and increasing demand present significant opportunities for us to strengthen our presence, expand our footprint and build long-term growth. India will therefore remain a key focus as we advance our international development plans.”

Having established its initial presence in Punjab, MB Chicken India will expand across Delhi-NCR, Punjab, Haryana, the North-East and South India. The brand will also explore opportunities at airports and other high-footfall locations to reach a wider consumer base.

As it expands its network, MB Chicken India will not prioritise business performance over outlet count alone. Its growth strategy will emphasise same-store sales growth (SSSG), Unit economics, operational consistency, food quality and customer experience, while strengthening the performance of existing outlets.

The post Mary Brown’s Chicken to Double India Network to 10 Outlets by December; Targets 220+ Outlets by 2030 appeared first on Business of Food.