Armed with a degree in business administration from the University of Western Ontario, Canada, and later qualifying as a Chartered Financial Analyst, Salloni Ghodawat joined the FMCG arm of the consumer business founded by her family as its second-generation leader. More than a decade later, she is steering the company as CEO through a phase of rapid brand expansion, digital transformation, and changing consumer preferences.
Founded in 2003, Ghodawat Consumer Limited (GCL) has steadily grown into a major player in the consumer goods sector with brands like Star, focused on staples and everyday essentials, TBH in the healthy snacking segment, and Coolberg, India’s leading non-alcoholic beer brand.
Learning the business from the ground up
Despite her academic credentials, Salloni believes her real education began on the factory floor. Twelve years ago, she joined GCL at its snacks manufacturing unit and gradually moved through every major function, from HR and Finance to Supply Chain and Sales.
“That journey is the core of my leadership today,” she tells The Global Indian. The company operates in highly competitive FMCG categories, but its focus has always been on creating brands consumers actively seek out rather than products that simply compete on price or shelf space. “Coolberg created a completely new category in India, TBH is changing the healthy snacking conversation, and Star has built trust in households,” she says. According to her, a strong consumer-first mindset combined with digital transformation has helped the company stay ahead of changing trends.
Balancing legacy with modern ambition
As a second-generation business leader, Salloni says balancing tradition with forward-thinking has become central to the way she leads. While she remains deeply connected to the values the business was built on — long-term relationships, innovation, and purpose — she has also focused on building a globally ambitious and modern organisation.
“There’s no conflict between being progressive and staying grounded in our heritage,” she says. “That balance is our biggest strength.”
A large part of GCL’s strategy today revolves around understanding the changing aspirations of Indian consumers, particularly in tier-2 and tier-3 markets. According to her, consumers are no longer buying products only for utility. Increasingly, they are choosing brands that reflect how they see themselves and how they want to be perceived.
“We pay close attention not only to purchasing behaviour but also to what consumers want to be seen choosing,” she says, adding that understanding these aspirations often offers deeper insights than market reports.
Building brands through innovation
That consumer insight has shaped GCL’s innovation journey over the years. The company’s transition from a B2B commodity business into a consumer-focused, brand-led organisation required a complete overhaul in thinking. From acquiring brands like Coolberg and TBH to revitalising Star for modern consumers, GCL has focused on building products around emerging behaviour and preferences.
Its digital transformation, she explains, is not limited to technology adoption but is embedded across operations, from demand forecasting to real-time sales intelligence. “Every aspect of our business, from product and branding to distribution, is now driven by data and consumer needs, not just instinct,” she says.
The company was also quick to recognise the growing shift toward health-conscious and value-driven consumption. Through TBH, GCL entered quick commerce platforms with products aimed at consumers seeking healthier and more convenient snack options.
“We want to make genuinely good products accessible to everyone,” she says, adding that quality and authenticity remain central to every brand in the portfolio.
Leadership learnings
Over the years, one of her biggest leadership learnings has been that culture drives transformation even more than strategy. “You can have the best strategy on paper, but without the right culture, transformation doesn’t happen,” she says. She believes adaptability, innovation, and patience are critical in FMCG, especially when building brands that rely on long-term consumer trust rather than short-term wins.
For young entrepreneurs hoping to build Indian-origin consumer brands with global relevance, her advice is simple: start from the ground up and don’t hesitate to challenge what already appears successful. “Competitors can replicate pricing or distribution, but they can’t easily copy emotional connection,” she says.
As a woman leading a major consumer business, Salloni says authenticity has remained one of her strongest anchors. The values she grew up with — integrity, humility, and hard work — continue to shape her leadership approach.
“I never have to second-guess my principles,” she says. “That clarity gives you resilience.”
The road ahead
Looking ahead, her vision for GCL is ambitious. The FMCG arm of the Sanjay Ghodawat Group is targeting ₹5,000 crore in revenue by 2030 while strengthening its position as a globally relevant, brand-led business. Investments in quick commerce, global expansion, digital transformation, and consumer engagement remain key priorities.
“Indian FMCG brands are uniquely positioned for global success,” she says. “At GCL, we want to build that future while staying deeply connected to our values and consumers.”
- Follow Salloni Ghodawat on LinkedIn