Varun Chaudhary: The Super Disruptor Driving Wai Wai’s Global Ambition

Q1: Let’s begin with the title on the cover—Super Disruptor. How do you personally define disruption in the FMCG world today, and do you see yourself as one?

A: After I stepped into the role of CEO at CG Foods, we didn’t just aim to grow—we aimed to double our India business and simultaneously plant our flag in Europe.

We’re actively acquiring a European food company—not just to expand geographically, but to bring their diverse product range into our ecosystem. At the same time, we’re expanding our international footprint through new partnerships, including a recent JV with Bikaji.

That’s what disruption means to me—not being loud, but being bold. Not just reacting to the market, but redesigning how we participate in it.

Q2: When you took over the reins of CG Foods, what was the first ‘non-traditional’ move you made that signaled a shift in strategy?

A: We moved deeper, not wider. The instinct for most consumer brands is to target large markets, such as metropolitan areas, immediately. But we made a conscious pivot—doubling down on the East and Northeast, where Wai Wai had cultural roots.

We also reshaped our org structure—focusing on grassroots activation, data-led R&D, and e-commerce-first marketing. Instead of mass advertising, we supported community-driven campaigns that reflected local pride. That shift—from national ambition to regional obsession—was non-traditional, and in hindsight, game-changing.

Q3: You’re targeting ₹1,200 crore in revenue for FY25-26. What’s fueling this scale-up—and how are you ensuring it doesn’t come at the cost of agility or authenticity?

A: The ₹1,200 crore target isn’t a vanity number. It’s backed by strategic building blocks—our pan-India manufacturing, growing e-commerce partnerships, and a well-diversified SKU pipeline.

But scale will never come at the cost of soul. We’ve designed systems that balance speed and substance. We decentralize product decisions, monitor data weekly, and empower our teams to adjust in real-time. Growth is essential, yes—but growth with character is non-negotiable.

Q4: Purpose-driven leadership seems to be a recurring theme in your journey. How do you blend business growth with social responsibility in your day-to-day decisions?

A: It’s not a blend—it’s one and the same. At CG Foods, every hiring choice, supply chain decision, and pricing model is made with impact in mind.

Whether it’s supporting farmers, creating jobs in remote regions, or conserving cultural heritage in Rajasthan through our Udyamsthan initiative by CG Foundation—which we’ll be sharing more about in the weeks ahead—we believe in building value without creating social debt.

Q5: Looking ahead, what’s the next frontier for you as a leader—and for CG Foods as a brand? Are we going to see more ‘Wai Wais’ from your kitchen of ideas?

A: We’re just getting started. Wai Wai was step one. The next phase is about becoming India’s most loved youth-driven food brand portfolio—with a diverse mix of snacks, and beyond.

As for me, I want to continue building quietly, authentically, and globally. If people can taste our values in every bite we serve, then I’ve done my job well. Because in the end, legacy isn't just what you inherit. It’s what you leave behind—on the shelf, and in the hearts of your consumers