Innovist
Quickshots
Team experience
Second-time founder, ex The Man Company, joined by co-founders with deep functional expertise across brand, R&D, formulations and manufacturing
Vertically integrated
Full-stack operations in house from R&D and formulations through to manufacturing, rare in a category built on third-party manufacturing, and it allows for quick innovation
Product efficacy
Consumer tailwinds for science-based products focused on efficacy, as awareness improves
Premiumisation thesis
The desire to upgrade is strong in India; Innovist offers aspiration with efficacy, letting it charge almost 4x incumbent brands
Part I : Entry Stage & Investment Thesis
Backing a resilient team in a highly competitive and ever-changing category
Sauce wrote the very first institutional cheque, ₹2.5 Cr in July 2019 at an entry valuation of ₹25 Cr, backing a thesis that customisation of personal care products was the way forward; we had seen similar experiments in North America that convinced us. The founding team of Innovist is led by Rohit Chawla, who previously co-founded The Man Company, a successful men’s grooming start-up later sold to a strategic. Co-founder Sifat Khurana, an ex-Art Director at Ogilvy and a graduate of NIFT, and Vimal Bhola, who has a background in R&D at HUL and Johnson & Johnson, gave Rohit very complementary skill sets.
18 months in, Bare Anatomy looked like a failure. Revenue did not grow for months straight, customised haircare was turning out to be a supply chain nightmare, and on top of that Covid struck.
When Manu met the founders, it wasn’t the BPC market that excited him. It was the passion, intelligence, foresight and the strength of the team. In the context of a market that looked to be rapidly evolving, we chose to double down on the team, backing them when Covid made the future look uncertain.
Our bet was on Rohit and his vision. He and his co-founders had all the skillsets to make it big. They began with failure in the personalised shampoo play but like all great founders he learned and figured his way to success. Early-stage investing has taught us that the founder matters most. Much more than business model, market or early numbers.
Sauce stuck with the team through pivots, experiments and failed fundraises. The company evolved from customised haircare to a science-led house of brands in BPC, with every step in house. It struggled to raise at pre-Series A, through Covid and again at Series A; Sauce participated in all of them, and unfortunately couldn’t partner more. Other investors, internal and external, failed to support the company in its time of need.
That’s when, with the strong pivot, a resolve came over the company and the team: that they would build a business so robust they would never need to raise again. That statement stands true to this date. It is probably one of the only companies that needed to burn just ₹40 Cr to scale to ₹1,200Cr ARR with positive PAT, with everything built in house. This company exudes one thing above all: it isn’t over till you decide.
What Sauce brought to the table
- Participation and support in every fundraise round
- Sounding board on Rohit’s house of brands thesis, which few investors backed then and is the norm today
- Aligning with founders on being digital-only from day zero, despite external advice
- Research and advising on new brand hypotheses
- Redesigned information and reporting systems
- Facilitating scope and discovery of the new manufacturing facility
The Spotlight
L’Oréal Acquires Controlling Stake
at a ₹4,000Cr Valuation
Part II : The Fundraising Journey
Eight rounds, one pivot, every share held
Eight rounds, five of them small seed bridges, one failed fundraise and one pivot. Sauce held every share throughout and kept buying more, becoming the largest external shareholder.
Sauce participated in every single funding round from Seed to Series B, a testament to the high-conviction, long-term partnership model. While other investors, existing and new, failed to support, Sauce stayed the course, found an alternate backer and continued backing the team. We have even tried our best to get as much as we could through secondaries.
Seed RoundJul 2019 | ₹2.5 Cr
The Impact
Return on the first cheque. Largest external shareholder, held from a ₹25 Cr valuation of the company and not a single share sold yet
ARR, with two sub-brands independently at ₹400-500Cr ARR each
Highly capital efficient, with the ability to control their own destiny