Build a Business That Outlasts You.
I bring my experience as an entrepreneur, business advisor and mentor to help founders turn ideas into businesses, navigate challenges and build for long-term growth.
The brands built, advised, and led.
- Founder & CEO
- Founder
- Co-founder & MD
- Founder
- Founder
- Founder
Work that moved the numbers.
AgriTechFrom 700 Followers to a $2M ARR Business
InsurTechTurning Organic Search Into a Major Growth Channel
HealthcarePowering the growth of a ₹100 Cr dermatology brand
Powering the digital launch behind 5,000 EV bookings in 4 days
D2CBuilding a D2C brand from zero to ₹2.5 Cr ARR
Transforming the digital experience of a Fortune 500 conglomerate
Want results like these in your business?
Book a consultation →A record measured in outcomes.
Seventeen plus years across global agencies, enterprise growth teams and my own ventures. These are the numbers I'm proudest of.
Across media and performance marketing for brands, agencies and my own ventures.
Companies advisedNumbers like these start with one conversation. Yours can too.
Book a consultation →
I Mentor From Experience. Not Just Theory.
I’ve spent 16+ years working with leading brands and building businesses of my own. I know what it takes to turn ideas into action, make tough decisions and build for the long term. Today, I bring those lessons to founders building businesses of their own.
Learn MoreFrom a corporate desk to building my own.
If you’re somewhere on this road right now, I’ve probably been there too.
- Where I startedCorporate life
Accenture, then years inside global agencies like Mindshare and IPG Mediabrands.
- Learning growthEnterprise teams
Growth and marketing roles at Zeta Global and Fareportal.
- The leapNoboru World
I left the security of a salary and started my own company.
- Building moreMy Ventures
From Lushful to Auxman, Pinkfly, Sapiens and Fundamentals, I continued turning new ideas into business ventures.
- TodayHelping founders
Sharing what worked, and what didn't, with people making the same leap.
If this road sounds familiar, read the long version.
My story →Life beyond the boardroom.
Most of my best decisions weren’t made in meetings. They came on quiet mornings, long drives and slow weekends.
One advisor who sees the whole business.
consultant
If you need discounts to sell, you don't have a marketing problem. You have a positioning problem.
47% of small business owners say finding customers is their biggest challenge.
I spent years on the agency side managing over ₹1,200 Cr in budgets. I know how media plans are built, how agencies report success, and which metrics look good without meaning anything. Then I started spending my own money on marketing, and saw every one of those reports differently.Anjan
- If customers can't see why you're different, increasing your ad spend won't solve the problem.
- Strong marketing starts with clear positioning, the right audience and a message that gives people a reason to choose you.
- After 16+ years in marketing and working across ₹1,200 Cr+ in media budgets, I know the difference between spending more and marketing better.
When revenue is stuck, the answer is usually inside the business, not outside it.
Stuck at the same turnover? I took Lushful from zero to ₹2.5 Cr a year, mostly from existing customers.
Every business I've built has hit a ceiling. Each time, my instinct was to find new customers. Each time, the real growth came from something already there: a price we hadn't raised, customers we'd stopped looking after, an offer we hadn't packaged properly.Anjan
- New channels and markets are exciting, expensive and slow. The fastest revenue sits in your existing customers.
- We study who already buys from you, why they stay and why they leave.
- Then we pick one or two levers that can move revenue in two quarters, and drop everything else.
People don't leave companies that are clear. They leave companies that are confusing.
Half your team could be job hunting right now. Would you even know?
I've built teams in a tech company, a food brand and a compliance business. Different industries, very different people. The teams that stayed weren't the ones with the best perks. They were the ones where everyone knew what mattered, who decided what, and that salary would land on time.Anjan
- Perks and offsites matter less than clarity, fairness and salary landing on time.
- Every person gets a clear goal, and payroll and compliance get done right. I run a compliance business.
- We hire for the stage you're in, not the stage you hope to be in.
The most dangerous number in a growing business is profit.
Profitable on paper, short on salary day? That’s how 4 in 10 businesses quietly close.
I've had months running my own company where the P&L looked good and I was still working out how to pay salaries. That's not a mistake you read about. It's one you feel. And it taught me that growth without cash planning can kill a perfectly good business.Anjan
- A good CA keeps you compliant. Compliance looks backwards; a founder has to look forward.
- You get the view I use for my own companies: cash in, cash out, week by week, three months ahead.
- We work out the real margin on every product and client, so growth never surprises your bank balance.
Most businesses don't have a technology problem. They have a clarity problem with a technology budget.
7 out of 10 founders I meet are running on the wrong tech stack, and paying for it every month.
I've seen it from both sides. At Noboru, we build software for businesses. As a founder, I've bought software. The projects that failed were never short of code. They were short of a clear answer to one question: what exactly should this do for the business?Anjan
- “Digitise” is not a goal. A ₹20 lakh app on an unclear process only speeds up the confusion.
- First we map how an order, a lead or a rupee actually moves through your business. Then we build, buy or skip.
- I run a tech company, so I know what things should cost and how long they should take. You'll know when a vendor is overselling you.
The founder is usually the bottleneck, and usually the last person to see it.
If every decision waits for you, your team stops thinking. Only 23% of Indian employees truly care about their work.
For years every decision at my company came through me. I thought I was being careful. I was actually the reason things were slow. Running three businesses at once forced me to change, because there simply wasn't enough of me.Anjan
- “Delegate” fails without systems. You can't hand over what was never written down.
- We decide which calls only a founder should make, and write down the process for everything else.
- A weekly rhythm surfaces problems before they become fires. It's how I run three companies at once.
In a physical business, the real competition happens after the customer clicks “buy”.
Bestsellers out of stock, slow movers filling the godown. That’s where 18% of businesses start losing.
My marketing career taught me how to create demand. Lushful taught me the harder lesson: what happens when you can't fulfil it. Working with farmers and perishable produce, you learn quickly that margin is made or lost in the supply chain, and no campaign can fix a late or wrong delivery.Anjan
- Growth advice treats supply as someone else's problem. Every late delivery turns a new customer into a lost one.
- We look from the warehouse out, not the ad account in: what each order really costs to deliver.
- We find where a single failure would stop everything, and fix that before we turn up growth.
Being busy is not the same as being profitable, and growth often hides the difference.
A 1% price increase can lift profit by 8%. Still giving discounts?
Across agency life and my own companies, I've seen businesses double revenue and end up with the same profit, sometimes less. Usually it's not one big leak. It's twenty small ones nobody looked at because the top line kept growing.Anjan
- Margin problems are rarely in the cost line. They hide in pricing, client mix and discounts that became your real price.
- We read profit by product, client and channel, the way I review my own businesses.
- Saying no to the wrong revenue is usually the fastest way to grow profit.
Watch the method.
From Accenture to Serial Entrepreneur
Anjan Prasad shares his entrepreneurial journey, lessons from building businesses, and transitioning from corporate leadership to entrepreneurship.
₹5/kg vs ₹150/kg: Farm to Consumer Business Model
Learn how direct-to-consumer business models create value, improve profitability, and transform traditional industries.
The same method, written down.
Playbooks & field notes →Playbooks & field notes.
How profitable businesses are actually built, written to be used, not skimmed.
How Do I Decide What My Product Should Cost? The Pricing Rules I Follow
I share five practical pricing rules I follow to help founders price their products confidently, protect margins, and communicate value to customers.
10 min read →
From Idea to First Customer: How I Would Launch a Startup Today
Four fundamentals that decide whether a business lasts, long before the logo matters.
10 min read →Ready to build your next chapter?
Bring a proven operating playbook into your business, or get clarity on your next decision.