"How we got stocked in SEPHORA" - Akash Mehta of Fable & Mane

Strategy & Tragedy: CEO Stories with Steph Melodia is the best business podcast for curious entrepreneurs featured in the UK's Top 20 charts for business shows.

Hosted by Stephanie Melodia, Strategy & Tragedy features candid interviews with entrepreneurs who have scaled - and failed - their businesses - sharing their lessons in entrepreneurship along the way. From Nick Telson-Sillett who achieved financial freedom after selling DesignMyNight (on The Wildest Exit Day in History™) to Emmie Faust, the founder of Female Founders Rise, who opened up about her breakdown on the road to discovering her mission in supporting female founders.

This is one of the best podcasts to listen to if you're looking for educational and inspirational content on Spotify, Apple, Google, Amazon, YouTube or watch the clips on Instagram, LinkedIn, TikTok, or YouTube Shorts

In this episode, Stephanie Melodia interviews Akash Mehta, the Forbes 30U30 CEO of Fable and Mane, an Ayurvedic inspired hair brand which he cofounded with his sister, Niki, making it the first Indian beauty brand cofounded by siblings. Akash harks from beauty and fashion household names including Burberry, Estee Lauder, Dior before launching his own business with Fable and Mane in 2019. It now starts in the likes of Sephora, Selfridges, and Cult Beauty. Akash is also a wildlife conservationist and ambassador for Jane Goodall. Passionate about wildlife and on a mission to save the animals.

Watch on YouTube via the link below or keep reading for the transcript:

SM: Let's turn back the clocks first of all and go back to your upbringing because you've mentioned you've had quite a privileged upbringing, and that has shaped your world views in a really interesting way when it comes to certain people with privilege. Tell us what you mean by that, and let's go from there.

AM: Yeah. I mean, so I'm very fortunate to have had a lot of travels growing up, thanks to my parents. And I think I remember being, like, from, like, just traveling to India a lot growing up, but also visiting a lot of different continents. And I think seeing culture from a young age and, I guess, the ways of people's lives in different kind of circumstances made me understand, like, okay, happiness is not necessarily tethered to wealth, but tethered to just something a bit more deeper rooted.

Because I was seeing at home sometimes, like, my cousins, my family, this and that, they weren't happy, but they had, quote unquote, on paper, all of, like, you know, what you could imagine you would want from a monetary perspective. But then I saw happiness truly transcending from people maybe in remote villages of India. So I think I did a bit of research from a very young age because I was very data driven. And I was like, hey. There must be something more to this.

And I realized there are studies done, like, by Harvard and stuff where it's like, it's not about how much money you have. It's how you make the money and how you feel about how you got there, but number two, what you do with it. And, actually, most people find happiness giving it back, giving it giving it away. Mhmm. So I think that kinda shaped my my mindset from a very young age about, hey.

If I wanna be an set from a very young age about, hey. If I wanna be an entrepreneur, if I want to do something, it has to be at the core of impact and a bit more from the heart. That's amazing. Sure. So, mature beyond your wise beyond your years was the phrase I was looking for there.

Would you mind clarifying for anyone that doesn't know your full story and your background Yeah. What you're referring to with the privilege piece and the wealth? Like, what's that about? I mean, I think it's so subjective. Right?

But, like, it just means, like, I wasn't born in a lot of money, but, like, you know, I definitely saw my dad, growing, his businesses over time. So just to paint you a picture, my dad was born, in Uganda. My mom was born in India, and they met in London. Unfortunately, for my dad, it wasn't exactly the easiest route to get to London because, or to England because it was during the EDA meantime, nineteen seventy two, seventy three, they got exiled out of Uganda. So he came as a refugee to England, in Portsmouth specifically, you know, from having a house that's 15, 16 years old to moving with their three siblings in one little bedroom, and, you know, they had to start from scratch, because a lot of things were seized, by Uganda at that time.

So literally that £50 in your pocket kind of story. My dad built his business over time, so he's he's in the fragrance industry, and he started selling sleeping at Calais in the Dover Port overnight, having his car as his, like, store and buying fragrances and selling it in Wembley Market. You know? So really, like, ground rooted started his businesses. And now, you know, it's doing really well.

So I think growing up, I kinda saw the growth, of how he was doing and how he was building his businesses. I was surrounded by, you know, definitely comfort and, I'm not saying we were, like, super wealthy where we were on private jets and nothing like that. But I was comfortable, and I lived it. I didn't have to worry about, you know, many things that some people have to worry about. So I was very fortunate from that perspective.

So I think that's what I mean is, like, I'm very, open about the fact that, I don't have, like you know, and I don't need to have a sad story of, hey. This is what I did to become an entrepreneur. Like, I was very lucky and grateful for that. However, I feel, very honored that the biggest luck and maybe opportunity I had was the ability to go to India a lot growing up because that is, I think, where my life I owe my life to and my privilege to is that experience, you know? Okay.

And of course, makes sense, sat here today With Fable and Main. Yeah. With Fable and Main, obviously, Ayurvedic, Indian beauty brands. So, of course, so much to dive into. We're gonna unpack a lot of that.

Let me just rewind for a second. So interesting with your your roots, your dad. There's this concept I've kind of my eyes have been opened to very much through this podcast of entrepreneurship coming either out of a place of privilege or necessity. Yeah. And there does seem to be a bit of the spectrum here, and the story of your dad is definitely one out of necessity.

Yeah. So you really painted a clear picture of how he'd sleep overnight in Calais and, like, snooze his car in storage for for fragrances. How far did he build it up? Obviously, he's a self made entrepreneur. How does success how far did that go?

Now, like, you know, he's got hundreds of hundreds of employees. He's got offices around the world. He does basically celebrity fragrances and licensed fragrances. So he created, like, fragrances from, like, the Ariana Grande, Jennifer Lopez. No way.

Two, like, licenses like Playboy. Wow. So, I'm not saying it's, like, the biggest fragrance in the world by any means, but it's you know, from where it started, it's it's really impressive. But I think most importantly, like, his mindset of how he did it, because he's always been someone who has said, like, never change who you are. Like, he's lost so many deal and opportunities, but always he I was like, dad, why did you lose that?

Like, what happened? And he's like, I'm not going to, you know, mock anyone over. I'm gonna be me. And always people used to come back and say, I wish I went with you. Like, you know?

So having, like, I guess, a sense of authenticity and truth, I think, was his way of entrepreneurship. And he also funded his old business self funded. He didn't have any investors even to the state. Yeah. So I think I was very inspired by his way of entrepreneurship because I think I never wanted to necessarily be an entrepreneur.

And, again, usually, entrepreneur comes from a necessity or potentially, like, you just wanna make a lot of wealth. For me, I always wanted to live my life in charity or conservation because I think that's where I found the most happiness. I then realized very quickly growing up, like, okay. I need money to do charity, because I was working with a lot of organizations, like UNICEF and PETA and different dogs trust. And I felt like a a bit of a checkbook sometimes, and I wanted to get to a point where if I build my own foundation of trust, how do we avoid fundraising all the time and actually just have the proximity of business and giving back bigger?

Mhmm. So then I don't have to necessarily spend a lot of time making people feel like a checkbook, but more just listen and learn and see what we do. Mhmm. So then I said, okay. We then need to create businesses because but then when I create those businesses, how can we have an impact on the planet?

How can we have an exit strategy that gives significant percentage to the fund? And that's what, like, I think led me to create Fable plus Main and decide to go on the journey of entrepreneurship was that end result of the fund, not necessarily the brand. Amazing. No. I totally get it.

Well, let's we'll dive into that. Absolutely. But I guess just to underscore that for the listeners is is essentially kind of you it sounds like you were so observant growing up, and you were exposed to all these different cultures, and you were very kind of just eyes wide open. Yeah. Listening.

I was very quiet and just, like, listening. Observing. Yeah. Yeah. Exactly.

And arriving at these very wise conclusions, you know, I said earlier, you're wise beyond your years because I've interviewed these serial entrepreneurs who are now in their fifties, sixties, and only now they realize they've made all this wealth, they've sold various companies, they set up a fund for, you know, maybe ego reasons. Yeah. And it's only now in kinda later life they're realizing how fulfilling the philanthropy is. Yeah. Granted, of course, they're now in a position that they're empowered to do so.

Yeah. But you realize that much sooner than they did. So kudos to you, Akash. So getting back to before we dive into kind of using your business as a vehicle for impact, Before we just before we get into that, let's skip ahead from that early childhood, your observation. Let's go to uni now.

Yeah. Because I know there's another story you have to share there too. I'm kinda teasing the Fayetteville and Maine story. Yeah. I love it.

You failed second year. Yes. What happened there, and what was the big lesson that came out of that? So, like, growing up, I was a workaholic, studyholic, whatever you wanna call it. I loved, I think I think part of it was definitely, I did care a lot about what was in the piece of paper, like the CV, and I, you know, wanted the the best universities, and I think I spent a lot of my time kind of working towards that.

It wasn't from most people would say, oh, it's is it because of your parents or Indian household? I was like, no. It really wasn't that. Like, my parents are super chilled. And I have an older sister that wasn't necessarily, like, that in tune with, like, the academic part of, like, I want to get these grades.

So I think, like, I didn't feel the stress of it. I think it was just my DNA was that. So I spent, like, most of my afterschools and tuition and, like, working on weekends all to get to the result of, like, okay. Let's get to a good university. I get to my university.

I do engineering. Really proud of what I did. And then I realized, hang on. I would spend my whole life thinking about what's on a piece of paper, what people are thinking. Not actually do I want to do this, do I enjoy this.

And I ultimately didn't really love engineering, and I think it caught up with me in my second year where then I realized the work I was putting in wasn't matching up to what I needed to do to get the results. And because I didn't have the passion, it was a lot, lot harder. So I was slightly you know, wasn't very in a great mental spate mental health space, and I did kind of feel a bit jaded and trapped. And, the failing at that time, while it was, I guess, emotionally, like, the worst thing to happen at that time, it was the best thing to happen now with retrospect of thinking, like, that was my opportunity. And and thank god I actually used that to come out with a conclusion which was the right thing to do where I took the year out.

I worked in, like, Burberry in marketing, and I loved it. And I said, oh, let me try marketing as my career now. I went back, finished my degree, but I had the realization from the failing, like, now just do what you enjoy in life, and you will have success. Don't worry about a piece of paper. Don't want people to think.

And, that was the mindset I needed to cultivate. And maybe without failing, I wouldn't have had that. Yeah. So I think from that age, like, 20 or 19 or whatever when it was, I I think it taught me if you choose to see it, failing or, you know, maybe, something not in your plans or, like, a a different path can actually be the best thing in high in hindsight. You don't know.

It's unclear. It's unsettling, and it's also not guaranteed. But why not change your mindset to believe it and don't underestimate the power of belief. Right? Okay.

Super interesting. So I know that there's, like it's kinda two schools of thoughts around, like, follow your passion. Yep. And, like, I know that a lot of people are like, that's terrible advice. Like, you know, it's kind of like, well, is that gonna lead you to becoming this, like, starving artist?

Of course, that isn't the case here. And again, why is beyond your years to have that realization that, that living your life for other people, these other expectations is just not the way to go. Yeah. Can you unpack a little bit more kinda how that strategy has, like, worked out for you? Yeah.

So I think I feel, like, let's use some data by exam and engineer. And, like, I do think it's important to be a bit more realistic on that as well. Yeah. Like like, I think the the the consensus of follow your passions was true, and everyone should do that. Now the reality is you have multiple passions.

I think then you have to unpack. And I'll give a lived example. Like, at that time, I knew engineering wasn't for me. Hey. I wasn't very good at it.

I wasn't passionate. So that for obviously, it was like, hey. Let's not consider this. Then I thought about, okay. I do want to have a secure job.

I want to have good salary. I want to have growth in that, and I want to love what I do. Now that can be quite hard to do for. Mhmm. So I kind of unpacked what are all my passions.

And I had singing at that time. I was, like, busking on the streets and working on studios. I was doing art. I was doing the humanitarian, like, on charity angle with working with these, you know, I was a UNICEF global guardian. I had opportunities there.

And then I had this marketing, like, potential, like, thing where I was, like, pretty good at that, but and I did social media a bit. And I then analyzed kind of all of them, and I said, look. Music, I'm not actually that good of a singer. So that's, like, more of a passion, less of the ability. Let's be realistic.

It's a longer road and a harder route. Art, frankly, this is very crude, but there's not a lot of growth and opportunity unless you're self made and have that lucky break. So that's a lot tougher. Mhmm. And then I thought about, like, humanitarian.

So I just said, I can still do that, but maybe not as a full time thing right now because I need to get myself stable with a job. And then, like, maybe that makes a bit more payment than traditionally happens with a lot of the that sector, sadly. And then the fourth was marketing, and I was like, no. I'm pretty good at this. And I could see myself being really good at this.

Did you have any exposure to marketing before that first role at February? I think it was just my own social media. I think at that time but, you know, mind you, this is, like, twenty twelve, thirteen. I had, like, already got some following to my music. So I think having, like, already, like, couple of like, I think, like, forty, fifty k followers, and I was invited by brands to things, I was like, there's no one with a following working in brands.

And I didn't wanna be a content creator full time at that time, so I thought why not use that knowledge and pitch myself as, like, a social media manager for a brand? So I remember when I first got my job at Estee Lauder, I was actually the youngest manager at 21 there, which is super cool and, social media manager. But, the cool thing with that was is they saw the value of, like, oh, this guy does have a social media following. That could be an interesting value. It was so new at that time, but they were like they had to go to, like, the head office to be like, we have someone with a following.

Like, what are the rules to be able to put in the contract? They can't post by other brands, or they can post best, but then that looks like bribery. And I was like, this is very new. Now you go to most companies, there might be someone who's got, like, a TikTok following or, you know, it's very common now. Yeah.

Yeah. Yeah. At that time, it wasn't. So I think I I kind of found an opportunity there just to grow a bit quicker in these companies because you'd be surprised, like, when you have that kind of following and and through that, the knowledge and the testing, because I would test all of everything on my account. Right?

I would know what stories did, what reaches were. Mhmm. I would even know what would fake following be, real following, how to figure it all out because I had the eye for it. Yeah. So as a brand level, I had an interesting point of view in meetings.

So then I would be called to, like, big meetings. And at that time, a lot of the CEOs and stuff were focusing on, oh, this is like a new thing, influencer marketing, social media marketing, affiliate marketing. We need to start investing a lot more money into this. So I think it was also a bit of luck. Like, I was at the right time with my passion that catalyzed my growth and opportunity.

Like, if I maybe was passionate or was really good at, let's say, commercial, like, commercial, I might not be as senior as I was because there's a lot more saturation in that space. And, obviously, the more experience and time you spend in it, the better you are. So I think sometimes I also seize that opportunity of that moment and that white space that you're like, maybe that could be what I could do. So it's a very, like, nuanced approach of, like, following your passion isn't just simple as black and white. Yeah.

That makes sense. A lot of research, a lot of kind of, is it the right time to follow it right now as well? And who do you turn to to help with that decision making? Myself. And, honestly, the best thing I did, and I think I encourage everyone to do that, is, I do it on the flight.

You could do it on, like, car journey or whatever. Is whenever you have a moment where you can potentially go really on airplane mode, what I do is I write down all the permutations, all the permutations of your next steps you have in your head or you can cultivate through just putting a pen and paper down. Like, okay, in three months' time or six months' time, don't make it too long, but let's say three, six months' time, I will be quitting my job or I will be promoting my job or I will be in the same role in my job. Put all those things down. Once you feel like you've done all of them options for now that you can foresee and plan, close the book and then, like, come back to it in, like, in, let's say, twenty minutes.

And then open it out to yourself and and read out the options and then just close like, I kinda write off one of them. Mhmm. And then keep the others, and then, again, come back in twenty minutes. And then eventually be left with the last one that gives you the most joy, maybe puts a smile on your face and feels like the right one, and then that's the one I chose. So that's still a very instinctive process.

Instinctive process. Which is interesting given you're so kinda data driven that we're still, you know I mean, there's still some, like, like, like, written thing, but it is I mean, data for me. I'm a very spiritual entrepreneur. Like, I feel like you need the numbers, you need the data, but at the same time, you need the heart, the soul, the mind. It's just your point on that engineering degree.

Yeah. You wouldn't have got through it if you just do not have that intrinsic motivation. Like, as much as there's all these career opportunities and you stand to make this much money and whatever, it's just like if you're just not that into it, it's just gonna be sometimes harder. Sometimes those roles are hard for people because I love puzzles. I love data.

I love numbers. But, like, engineering is, like, so much, like, solve it. Solve it. But I'm always like, but what is the reason why? How do we feel?

It wasn't any of that. It just felt very, like, robotic. And I feel like I lost a bit of, like, that personality Yeah. Which I wanted to always have in my career. Yeah.

And it's interesting. I love how you described how you discovered the marketing route as a career because, you know, the reason for my my question there as well was we don't know what we don't know, and I do passionately believe that there is so much undue pressure on young people to make these decisions in education that are gonna lay the foundation for their career without ever having had the real world experience, the exposure, like Hundred percent. I, for one, didn't know what marketing was. I don't think I'd even heard of the term. Yeah.

And then I went on to set up my own marketing business, you know. So that's where I was curious about, you know, what were you exposed to at that time. And I guess with social media, that very much Helped at the moment. Gave you that access. You're like, okay.

This is this is my experience. Think, like, we have to, like, certain, like, maybe STAIR medicine. Like, certain things, yes, you need the degree to then do the the the maybe the job in the future because it's a lot more connected. But I think it shows you, like, even if you do medicine, you can still do what the hell you went after. Like, don't worry too much.

Just utilize the if you go to university or not, it also doesn't really change your potential course in life. Yeah. Like, I think it's not something I think you use whatever you're given to your advantage. Yeah. So you have to see the benefits of role.

Like, I could look a management degree for four years and be like, that was a complete waste of time. I wish I started earlier. Potentially, there's truth in that. I choose to look at it as, thank god I did it. The failure taught me how to deal with failures in my business today.

The learnings that I got from team bonding group exercises and, like, also data analytics and all that stuff taught me something today. Yeah. Absolutely. You can see that from it. So I would never change it.

Yeah. Absolutely. A %. Alright. So let's approach Fable and Main.

Yeah. So we've gone from kind of a bit of the upbringing, uni. You then entered your corporate career Yeah. Through marketing, worked at these household brand names, which I mentioned in your intro. So first of all, kind of the the genesis for Fable and Main, what was the insight that you gained from working at these big brand names that led to Fable and Main's creation?

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It really helps to support this show, and I'm really grateful for you listening. Let's get back into it. What was the insight that you gained from working at these big brand names that led to Faye Blomane's creation? I think, like, you know, I'm so grateful for all my experiences there. It wasn't, like, the smoothest road, but at the same time, like, you learn so much about, company structures, the company politics.

You learn about, I guess, like, these I was fortunate to work in heritage brands. You learn about legacy. You learn about, obviously, all the divisions. I was a very curious, person there. So I was always, like, at lunchtime, I was, like, messaging anyone, like, legal to, visual merchandise.

And I was like, hey. I know some things about, influencers. Like, do you wanna meet for a coffee? And I can show you what I know, and I would love in exchange for you to tell me what you know about your role. And it was just my way of being, like, I'm prepping for maybe something in the future.

Mhmm. Even if not, like, why not just learn? Like, I'm in these companies. I don't wanna just be doing social media forever. And sometimes they don't allow you to grow out of your role, so why not just, like, learn from others?

Yeah. That's for free. And that was, like, the best thing I did because I think during my time there, I did feel like what a I guess what a CEO would do now. Like, I felt very, like, my learning experience was all over the company just because I chose to use that as my advantage. Wasn't easy.

Like, it took three years, sometimes a year and a half to, like, get one meeting with someone, but I didn't stop. And I was like, I really wanted to just, like, like, catch up with you and learn what you do. No strings attached. And eventually, yeah, everyone was so kind and taught me so much that that experience, I think, made me a better entrepreneur because I didn't come in just with marketing knowledge of influencer marketing. I came in with, oh, that's how that person did that.

That's really interesting, Akash. I think that's the first time I've kinda heard of exposing yourself to so many different departments in that larger corporate environment. I've always been of the belief that, you know, the benefits of starting a a small business, you're, like, roll up your sleeves, you get exposed to all these different facets, but you being so proactive and reaching out to those different departments and doing that kind of knowledge swap is is, an an interesting take I haven't heard before. Yeah. So what was your rationale?

Like, you gained that experience. You have, clearly, you have this always learning mindset. You're hungry for knowledge. What was your rationale to go into quite a competitive market? Like, quite a highly saturated field?

So, well, on two prong. One in studying, like, engineering, I think it taught me, like, everything's competitive. But every year, like, in university, you can get, like, someone who just breaks the mold. And I think I was inspired by my cousin at Google. She's never coded before in, like, her life.

She joined Google starting to code, but was in a team that was predominantly coders. And she became, after three years of self teaching herself, one of the best coders in Google, but, like, there are people who've been doing it for thirty, forty years and were not as good as her. And that taught me, like, hey. Like, you can break the mold, and all you gotta do is just try. And I think that's what I learned from that time.

So when going into the beauty industry in the corporate world, I was like, you know what? Like, I might be a small fish nest in a lot of companies or an LVMH, but I will maybe find a way to shine. And I think I did that in both. And so that way to shine, what's the competitive edge that you that you thought you'd have at the start? What was, like, the hypothesis?

Four things. Naivety and lever leveraging that. Like, oh, I didn't know that CEO is so important. I just went up to him and said hi. Like, cool.

I'm sorry. You know? Or I didn't know everyone, is very sensitive about, like, that politics of that, so I asked for forgiveness and with a smile. Right? So I think that naivety was, like, my advantage.

Number two and I think that's important because you don't know what you don't know. Like, all because someone says this is how it's done. Doesn't mean people are willing to people might change. So have faith in that. Number two, I think it was just my personality.

I think you should leverage your own traits. Some people are very, like, maybe this type or this type. Like, some people like, my sister, for example, like, if you did something she didn't like, she'll tell you. I am someone who was like, I'm a people pleaser. I'm like, oh, like, I'll figure it out.

It's on me. I should do better. You know? And I genuinely believe it. Like, it's not them.

I can control my own actions. So I think I was quite potentially likable because I would go to everyone with a smile and good vibes and be like, hey. Like, like, oh, so sorry if I upset you. Like, what can I do? You know?

Yeah. So I think I was not afraid to, like, build relationships with everyone and not put my ego aside and be like, that person is super rude to me when I'm saying hi, but let's try again. Yeah. Amazing. So I think that mindset was quite good to have in these kind of companies because it can be tough.

And I think the third thing was the bigger picture vision. Like, I knew I didn't wanna stay in this these companies forever. Like, I didn't do this to, like, stay there for twenty years. I wanted to always jump and trampoline to the next and keep on sponging and learning. Didn't mean I would jump to my own business, but I just want to learn.

Go to the next challenge of being So for me, I owed it to myself to just absorb. And by doing that, you have to find a way to shine because if you don't shine, people won't take you Yeah. Seriously. So the root of finding the way to shine is having, for me, those kind of, I guess, drivers, but the actual mechanism to actually get it is finding yourself valuable so other people see that value in you. And I think that was then when I started to realize after a couple of months, how do I make my CEO want to have a weekly meeting with me, which he would never do after he did.

Right? I then worked out of office hours to, like, present ideas of how we can grow. I saw gaps in other people's divisions. I said, hey, I've done this presentation. You present it.

Here's the work. You take credit, but I think you should look at this. And they were like, this is interesting. Oh, thanks. I made sure I did it in the way where they would see the value, but they would also say thank you.

And I did it in my little niche. I'm not saying I saved, like, a lot of people's, like, problems. Like, I did it only from the lens of, like, influencer marketing, social media, affiliate marketing, because that's all I really knew. But that was still a lot at that time. Yeah.

So yeah. Okay. So how was the genesis of the actual business? So why Yeah. Why this Why Fable and Main?

Why did you think what was your hypothesis starting out that this would be a success, or how would you mitigate the risk going into such a position? Think, like, the the the beauty, I think, of Fable and Main was it started not as a business, but I guess, a natural evolution of, like, experiences me and my sister had that year. So in 2017, '18 more 2018, both my grandmas passed away. So in that moment and that was, like, our grandparents our granddads passed away very young, but, like, so that was, like, quite a big moment for us because I was very close to my grandma's. One lived in India, One lived in London, with us.

But the one from India, my nanny, she used to come every summer for six, seven months, sleep in my room, in my bed. So, like, it was like that was, like, my my my rock. So I think having that moment kind of made me miss a little bit, like, how I lost touch to my traditions, my roots, my grandma when I was in my corporate career because I was just busy busy with your traveling. And I realized, like, my biggest memory of my grandma was for us, it was beauty rituals because that's a very Indian thing, and it comes from the world of Ayurveda, which is a 4,000, five thousand year old science. And the biggest Ayurveda ritual at home was hair oiling.

You have the hair oil here, and it's something that, like, you would do as a loving, bonding ritual, but also great for your hair. But while my mom my my nanny would massage the the oil, she would read us stories. So this name Fable and Main came from story in hand. It was, like, so there. At the same time, you know, I had this one hat that was, like, I want to honor my grandma.

And I think maybe it started me and Nikki, like, kinda just thinking about it and then thinking about, like, that's a nice, like, homage or maybe something you would say at the funeral. You know, it started, like, these kind of moments. And then, like, we were at the same time, both my sister were in the beauty industry. We're both, like, beauty fanatics, and we used to go to Sephora in The US all the time. And we would see this rise of these, like, kind of culture driven, country driven brands, like, Sol De Janeiro, Brazil, Tatcha, Japan.

And we were like, there's no India. There's no India. There's never been India. Like, why? Why?

Why? So I think that and then also, like, why isn't there a prewash hair oil for massaging into your roots and, like, growing your hair? And then why isn't there an Indian brand? We kind of were like, okay. We have this concept.

We have this, like, logo, this brand that we decided to make. Let's just try and see if Sephora is interested. So we just linked and messaged Sephora, and they were like they actually replied. It was basically a merchant. So you wanna basically figure out, like, there's so many routes to get anything.

Like, I think don't worry too much about the route. The route, you'll find a way, and I'll explain some of the ways. But the most important is, like, what is the actual vehicle? Because if the vehicle is not interesting, the route is regard is is never gonna work because you're not gonna drive. So I always said, like, I was so proud of our vehicle, which was the story and the why of Abel and Maine.

Okay. We spent months on that, not worrying about Sephora, not worrying about the business plan, not worrying about the p and l. It was all about Fable and Main, the story. Why is this needing to exist? What let's even workshop it because we had, like, hundred different names we could do.

We had all these ideas, How to synthesize this into a digestible thing? Yeah. You know? Once we kind of finalized that, the vehicle was so, I think, perfect in our head doing right. And compelling.

Yeah. We were like, now let's try the route. And lo and behold, people could feel that vehicle, and then when we sent it to this, buyer on on LinkedIn so, you know, you find a buyer or, in your category, so let's say hair, and you just type in, like, Sephora hair buyer, and then someone three names come up, and you just DM three of them. Or you get someone to connect you or you go to these conferences or trade shows and you meet them when they come on stage. Like, there's so many routes you can do.

Even go to the office and just knock. But once you feel confident the vehicle's at, then the route then becomes regardless because then they're like, great. Now we've got the product and the idea. Let's talk. Yeah.

Okay. There's a lot in there. Message Yeah. A Sephora buyer Yeah. And they're like And don't forget, like, everyone does that.

Like Cool. This sounds amazing. They get a lot of these everywhere. Yeah. Absolutely.

Okay. What point is the business at? Do you just do you have any product? No. So at this point, it was just a PDF of six pages Okay.

And no product, no concept, no oil. No. There's an the concept was there, so but no, sample. Yeah. And Did the buyers not need So they they they they were like, when can you come to San Francisco to visit us and, you know, we would love to see some samples.

Then we were like, cool. We have a sort of a a reason that this could work. And then also when you start talking to some labs and stuff, they're like if you start telling them Sephora is interested a lot go a lot you can get a lot out. You know, they're like, oh, we're working the samples for free. We're like, great.

So it was quite good to have that as, like, a, I guess, our, like, carrot at that time. So all the stakeholders we were working with, it got a lot quicker. And then we went to see them with a sample of the oil. They loved it. They loved the scent, all that kind of stuff.

Sorry. Can I just jump in here for a sec? Sorry to interrupt. So how okay. Did the Sephora buyer Yeah.

Not need more confidence given that, like, you weren't currently retailing? You're literally just going with like, did they not need to see some traction? So okay. What did they buy into? Time, it was the concept.

Yeah. I think they really loved the logo, the why, the the the reason, and the rationale. And I think they also you know, you have to imagine maybe they were thinking about something like this, and they finally, like, we've been thinking about an Ayurvedic Indian brand, and now we've got one in our doorstep. They were also very much at the time, and it's different today. So let's be honest.

Like, this was a lot easier in 2018 than 2025 Right. Because there's so many more brands in the market, and they probably get, like when I started, like, I was the first and probably only Ayurvedic brand pitched in the whole of that year. Wow. Now they tell me they get hundred Ayurvedic brands pitching, a week. Wow.

So, like, you know, times have changed. And maybe now, they'll be a bit more, like, demanding on, hey. Before we even have time to see you or have a coffee with you, like, I need x y zed. So Yeah. But at that time, Sephora was a lot more in the kitchen with brands and taking bets on brands.

So they were, like, really saying, like, hey. Like, as long as you give us something, like, you give us exclusivity, you give us this, we'll give you the time back. And I love the way of working then because it was just so it was like a family. Like, it was so like, they were like, hey. You need shampoos and conditioners, and we need this.

And they basically were, like, our cofounders in the beginning, which I think was such a powerful way. Wow. Now I get it. Businesses have changed. Times are different.

Like, they will still potentially do that if they really see the value and they really want to build you. They will still do that. Mhmm. But it's much more likely that they would want a lot more done. I wouldn't necessarily say that they need to have existing sales.

Like, in a way, there's two there's a two pronged approach. Like, that is good for a bigger brand, and they've kind of been know that you can guarantee some revenue, and they put you in the right place. But they also like to bet on, like, something that's new, something that's fashion, something that they could own as their exclusive launch. Yeah. So there is an opportunity for brands to launch day one in Sephora, and I think that could be very interesting.

And do you know what? You make such an excellent point there, Akash. The retailers I listed off in the intro there, Selfridges as well as Sephora and Cult Beauty, they're definitely well known for I don't wanna say kinda taking that bet on those new brands Yeah. But they definitely are very pro these kind of the fresh the fresh blood. I've had The indie brands, exclusive brands.

Exactly. They want that. And and I think they need it because this is a very competitive market. So how do you have differentiation in the crowded market between an Amazon, a TikTok shop, a DTC, a website, Sephora, Ulta, all these retailers. Like, if I was a retailer, I would want exclusive brands, then people say, oh, I can only get it there.

Yeah. Because if they're investing a lot in you and giving you space, like and if you don't have the initial investment capacity like, the big giants have Yeah. Where then they can pay for the space, they need to have something in return that gives them a bit more interest to to to cover those costs at their expense. Right? Okay.

Amazing. So I'm just sticking with this 2018. So I feel like Yeah. Yeah. You LinkedIn messaging the Sephora buyers, like, blown my mind.

Would it be fair to say there was an element of luck on your side there as well? I do. Okay. I I would say luck is always in everything in life. Like, you can't do anything without a bit of luck.

I think in divine timing is also critically important, and I also think, again, having your your why. Once you have those three things, the world is your oyster. What else can we just extrapolate from that success? So given okay. Different time, less competitive.

Yeah. But I'm what we can take away from that besides the luck factor is, one, you spend a lot of time working on the core value proposition, the story, the mission, the narrative, and what you described as the vehicle. So you kind of you did a lot of that work to strengthen your case even before that outreach. The outreach was then a direct method of communication. Okay.

You had kind of the the luck playing, you know, playing towards you in the kind of the right timing with that. Was there anything else in terms of I'm just I'm gonna get very kinda detailed and specific, and I don't know if you remember, but, like, was there anything about, like, that outreach, like, how you messaged it or the approach you took or anything else that works for you back then? It's a good question. I mean, okay. So this is by the way, I say this is I there's a lot of a joint effort with me and my sister.

Something she did, something I did. So it was a bit of, like, a blur of, like Sure. What exactly, like, if I say I, I'm assuming it's me and she So the we. So the we. It was basically a mix of giving them something, like, concrete in their in their and it's a risk because, you know, they might use it and take it, they might, you know, share it with someone, but we had to give them something to have that tantalizing curiosity.

Because if I just said, hey, I've got a concept for an Indian brand. Can I talk to you? Yeah. It's meaningless. It might have not it might have worked, but it's a lot less likely that they would have responded.

If I said, hey, I've got a concept, of an Ayurvedic brand that we envision for Sephora Mhmm. And I've attached a quick deck, but I've got a bigger deck to show you with more information. Would love to have five minutes to chat. Mhmm. You are kind of giving them something.

Mhmm. You're still allowing them to decide, but you're also curating it to the target. So what we did do is we made the deck very Sephora friendly. We even had, like, I think, a visual merchandising graphic of, like, a Sephora with our logo and, like, our brand so they could even see it. Yeah.

Like, literally visualize it. It was very much design heavy. It wasn't, like, sample heavy, but we were like, how do we, in a in a eye catching way, get them to see the vision Yeah. That we have so clearly seen? And we were pretty tunnel vision.

We weren't messaging anyone else but Sephora. So my brain was like, we we didn't because sometimes people do is, like, okay. I wanna make a deck for Harry Selfridges, this, this. Yeah. Then people subconsciously will feel it.

So I think go at your beginning. Give yourself if you have that dream retailer, you have that dream investor or whatever it is, this can be extrapolated into so many different ways. Target that and give that its time, and don't rush it. Like, it might take you a couple of weeks for them to reply. It might take you a couple of weeks for them to get a meeting.

It's okay. But then the counterargument is you're putting all your eggs in one basket. So You're putting your eggs in one basket, but if the basket is big enough, like, that's worth putting your eggs in at the beginning. Later, you can start having more baskets. Ultimately speaking, you're always gonna put your eggs in one basket at the beginning of usually creating a brand because of your bandwidth and because of your budget and your time.

So a good point. So, ultimately, I think it's I don't look at it as putting eggs in one basket. I look at it as, like, I'm more focused. Yeah. Eyes on the price.

Time of vision. Okay. You know? Alright. So getting it off the ground.

Yeah. So you get this response from the Sephora buyer. I'd love to ask financially, if you don't mind, did you require an external, like, seed funding? And then, of course, working with your sister, I wanna talk about that too. So how do we actually get this up to you?

We you know, again, like, that's helpful with my numbers side. Like, I was pretty good at the p and l side of things, but I also had a lot of help from, like, some engineering friends who still work with me today. Like, they help me and my my my dad obviously knows a lot of stuff in the business side. So we did an a number analogy. And the good thing with the Sephora and working with them for about a year, like, in the kitchen where you kinda work on this project, you get a good understanding of what the forecasts are.

Like, there are some retailers that are not as good at forecasting, so they'll be like, hey. We'll launch and we'll see how it goes. And then you go through this whole process, and then you you day one, you're like, you've only ordered 10 products. Like, what the hell? Or you've ordered so much more than planned it.

And that's traditionally the plug and play retailers where it's like, I have a store, I buy you for this, will you sell it for me? When you go to a retailer like a Sephora or an Ulta or these bigger, kind of more brand building retailers, they will a little bit, like, help you a lot more. They'll say, hey. For the first six months or year, we're planning to buy this much. We'll obviously go higher if it goes well, but you'll get that minimum.

Okay. So that forecast is so critical at a beginning point because then d two c, you don't even know. And can I just sorry? Just this forecast, is this, like, the very first order? So that's how they over time.

So this is so so staying from zero to one Yeah. Getting it off the ground. We've gone from taking some samples over to San Fran. How do you know how much to order and where do you get the money from? Forecast for the year tells you how much you have to roughly plan and budget.

Now, obviously, the first PO will come. That might be you can estimate, and they probably will tell you how much that first purchase order will be. That could be, like, hundred units to 10,000 units to whatever. That knows how much money you'll get in your bank. But at the beginning stage, you can't rely on the purchase order or the sell through sales of the year because you need to product fund it before.

Yeah. So it's not about that at the beginning. It's just about understanding expectations. Once you know the expectations, you then have a bargaining chip with your manufacturers to be like, hey. I'm assuming I'm gonna create this much.

I want to produce that much with you, but I wanna do it over 10 productions or 10 payments because I don't have the money. If you have the money and you think you'll sell it out, you can probably get economies of scale and less stress and cheaper just to be like, oh, I'll make a hundred thousand today. Now that all depends on how you fund it. So you need to then do the math on your part and be like, what route do I want? There's no right or wrong.

So I think for us, we were like, I'd rather fund it in drips and drabs. I'd rather figure out how I can self fund it with loans from the family, without going to dilute the investors because I really think we can make this really big. And I think I I think I don't necessarily need an investor at this time. I just need some funding. And either it was a bank or either it was, like, family fund loans.

How did your dad feel funding your business given his background? He was, like, at first nervous, and we did it in the right way where I was, like, look. It's not gonna be so much day one. Like, we will it would come in trenches, and the business would fund itself and would keep on, like, putting it back in. So the long term commitment will be diluted over the business growth.

Yeah. So, you know, we're talking, like, at the beginning of a beauty brand, like, a couple of hundred thousand dollars you need, not, like, cup not millions. And sometimes you see brands launched today with millions at day one, and it's like, you don't need that much straight away. Yeah. But you don't need but you need more than, like, at least hundred k because you gotta consider your staff, your website, your first productions, your marketing costs, your non working there's so many costs in there, insurance and trademarks.

So, hundred k gets eaten up very quickly. So I think we had to find a number that he was comfortable with. He also wants to see results to see if it works. But I think just knowing Sephora, knowing, you know, we were we were committed to launch there, and he's in the beauty industry. Yeah.

Exactly. He's never actually had a brand at Sephora, and he's always dreamt of it. Right. I think he just felt very confident that this would be a success. He must have been so excited to see these two kids following the footsteps.

And, you know, again, it goes back to the privilege. I'm so lucky to have that opportunity, to most people spend a lot of time fundraising at the beginning, and it can be quite time consuming and distracting. Yeah. We could go straight to, like, okay. We've got this commitment now.

Let's just build. Yeah. But I like the fact that I I think that, you know, you can use family money in two ways. Like, okay. I've got a letter to spend, or, hey.

This is, like, really family money. I gotta be very careful. So I think I did a bit of both. Like, I was like, we gotta spend it, but let's every penny matter. Yeah.

So I I think I was very, like, methodical with, like, how we spend it, what we invest in, do we see the results if it works, we cut. So agile building Yeah. That makes sense. Was the beauty of it. Interesting.

So you don't have any external investors. You've never done fundraise. Okay. Congratulations. Five years in to pay back your dad.

Not yet. On the way? Because we've asked for a bit more. But, but that's all in the in the intent of growing the business. So I've actually had to put in more money recently just because we want to grow even more now, which I think is the right thing to do in this market.

And also, we're still in a very niche space of Ayurveda. Like, as much as I we have great distribution and great brand awareness, the sales are not as where, you know, where it could be if I was and I'll be very crude. If I was a typical brand you see, like, now it's all about, like, lip balms and, like, you know, sensorial scents and, like, all these, like, sticky, like, yummy and gourmand. We're not that. Like, I'm not a hair oil that's really, like, yeah.

I think we look beautiful, don't get me wrong, but we're not like that typical hair oil that people buy on Sephora. We're like, we have Shikakai, Bhringraj, Ashwagandha, Amla. The average consumer is like, what what is that? Right. So it does take time for our kind of brand, but I have the patience.

And because I don't have investors too that would maybe want an exit quickly or whatever, I have time to, like, say this is a legacy brand. Yeah. I'm not that kind of founder that's gonna create a brand with my sister, and we're gonna just sell it in two, three years, like a lot of brands do. Great. You can do that.

Yeah. I feel like we're building something bigger, which is also a cultural movement. It's a shift of, like, kind of ingredient story. Like, it's a lot more deeper rooted that I think takes time. Yeah.

Absolutely. So on the subject of growth Yeah. What have been some of the practical lessons that you've learned getting your own start up, your own beauty brand off the ground as opposed to working at Estee Lauder, do all these other big brands? What what's worked for you? Obviously, I'm sure you've leveraged your influencer marketing.

I think I think, like, the biggest successes for us have been social media growth and, like, things like TikTok and influencers there. I think we are very much a TikTok driven brand. I think now when you're seeing the changes and instabilities in platforms, you start, like, to see where else you are, and we've now seen the growth in community. So we have, like, done, like, community events weekly, and we have a tiger tribe, like my jumper, and Love it. That's been a really I think, like, the Glossier effect.

Right? Building your tribe. I think that's been a big success. And I think the third is just the quality of the formulas, like the actual ingredients and then the efficacy Mhmm. Has actually been a surprise where people can see it.

We knew it was because it's expensive to make me work with the best labs, and we obviously think Ayurveda is just, like, some of the best ingredients in the world. But I will say, like, I'm so glad people see the quality. Until you get those results. And be like, oh, I can't really change this oil because I'm seeing my results in it. Amazing.

So I think that's really, I think, heartwarming in this very, like, consumerism Yeah. World today where we kinda, like, try things because we're like, oh, this is cool. Yeah. Exactly. We don't we're not loyal to things as we used to be.

It's actually a high quality product Yeah. That does its job. Yeah. And I think, emotionally connected is important and sustainably is gonna but I think people ultimately still repeat buying if it's working. And so with your growth ambitions now looking ahead, are you gonna be trying any other marketing channels?

I know you've just announced, like, this amazing ambassador that you've teamed up with Yeah. Like, where else Yeah. So, like, I think, like, you know, going back to our roots has always been our thing, and we're just continuing to do that. So, like, working closely with India from not only our, like, ambassador with Karina, but also with just generally focusing on, like, more ways to storytell different heritages and cultures in the South Asian world, not just India, to more stories to tell through our marketing, through our campaigns, through our products. We will continue to, like, innovate in hair care and, like, develop things that are a bit different because that's what I think, our land gives us is, like, a lot of, I guess, innovation.

Like, I don't know if you know, but shampoo was invented in India. And then No. I didn't know that. Yeah. From shampoo and the word, and it means massage and press, there was a surgeon that, basically brought it back to The UK, and then they called it shampoo back in the day.

So Fun fact. Yeah. So there's so much heritage. You think of it, do you think of amazing hair? So I feel like Yeah.

There's still so much work to be done on the product side. Yeah. But I won't lie and say, like, I have to sadly, a little bit adapt to the modern times. Like, when I created the brand with Nikki twenty eighteen, it could kind of be a bit unapologetic. We can kind of do what we wanted to do.

Now the times have changed and consumerisms have kind of mindset has changed where, hey. Like, if all the sales are going to these lip balms or these mists or these, products and not many people are buying CoolingScout Mudmas with aloe vera neem, I have to be a little bit realistic and be like, do I have to, like, find a match between both worlds because I need the sales to be having a thriving business? Of course. You gotta adapt to the market. Exactly.

And I also what the people are asking. So then when you have a community led brand, if your community is saying, one day please launch a fragrance or please launch a lip balm, certain things I might be like, hey, we'll never do a lip balm. Like, there's so many ones out there, like, you enjoy those and we'll champion those. We'll collaborate with those. But then certain things where it could fit in the universe, we might be like, hey.

Let's, like, pause our own personal, like, maybe niche development, and let's listen to what they want, then we'll develop that. So that's what we've been doing a lot this year. So next year is really gonna be launches for our community Yeah. That I actually think will, like, probably change the business for the better, which I'm so excited about. Okay.

I can tell. I can tell. It's amazing. I'm so excited to see as well. So beyond the product innovation, are there any other kind of marketing experiments beyond, like, what you're already doing that you're gonna try out?

I think, like, you know, going deeper with this tribe, like, you know, you said weekly meetups, events, community driven activities. Today, we just did, like, a really cool if there are dinner in New York and, like it's quite sad because I don't get to go to half of these things because now the team is, like, spread everywhere, and we have to just do it regularly. So I have huge FOMO. I think it's a good thing. That means, like, you know, the business is growing beyond the founders, and it's just, like, there's a there's a world of able to remain existing beyond us Yeah.

Amazing. Which I think is a it's always scary, but exciting. Yeah. So I think we're just continuing to see, like, those marketing tactics of, like, how we talk to our community through, like, maybe these micro events have been really critical. I also see a huge growth in, like, social media and, like, how we're leveraging founder content and, like, my content or, like, even our influencer content, a bit more like having fun with it, doing trends, doing skips.

Because I feel like that's also free in a way, and I think it's the most safest investment because it connects you, it gets you closer to your customer, and it doesn't cost. So I think that's something we're investing more, and I'm everyday thinking about what video should I shoot. And I'm becoming a creator founder creator, I think you should call it, whatever. So good at it. Content founder.

Whatever it is. Oh, I love it. To try and do that. I think the third thing we're really, really realizing is is working well for us is sort of sticking to our roots from day one. Like, we've never been a brand that has done ads.

We've been now trying to do ads. It's not working. So, like, let's just stick to our codes of marketing. You know? Like, if we are a brand that does % of our investment from the A and P, which is the, you know, advertising promotions online.

Like, if we do it mainly to, like, influencers and we don't now ever invest in ads, that's what we should continue to do. I think as you get bigger, sometimes you think about, okay. Now I gotta spread my eggs in all these baskets. Yeah. But, actually, if you're not known for it, it can feel inauthentic, and it might not be the best thing for your brand.

And there's also a reason why you didn't start like that. Mhmm. So and, also, a a dollar goes now a lot less further than before. So, like, now influencer rates are, like, quadrupled, and, like, social media platforms are not always guaranteed to work. And, like, ads are like, the ROAS is, like, terrible.

So so, actually, like, don't and inflation and everything, so don't underestimate, like, you might need to still just specialize in your one thing or two things. Well, this is exactly what I've got in mind. Right? Is now what does the marketing landscape look like for start ups, scale ups, these growing brands, given exactly to your point, you've got the ROAS is lower, which is written on ad spend for anyone who isn't familiar with that term. Influence marketing rates are roughly exactly to your point, all these points that you've already mentioned.

So I think finding ways to still Yeah. Kinda hack and be kind of, you know, scrappy with it, like the founder creator content sounds amazing. How do you make sure, just on that note, that it doesn't take up too much of your time? Because So I think it's gotta be, like, like, I don't know the right, like, word, but, like, maybe it's, like, self, like, in in in due sense, so, like, it has to be very easy. So, like, if I'm already going somewhere Yeah.

Just shoot. And then don't I don't create time. I don't block out time in my calendar for the content. You fit that into it. I fit it in, and I make it work around what I'm doing, and also empower it around what I'm doing.

So if I'm at an event, like, even cooler, shoot content. Yeah. I also am good at, like, editing it myself, and, you know, it's just a lot quicker. You can, and I have this team as well that, like, I work in Dubai that just, like, I'll send the content and edit. So for bigger things, I'm like, hey, here's a three minute video, can you make an edit?

Right. Might cost hundred dollars, hundred dollars, Perfect. What do you get used for editing? But for I me personally, I do a lot of my video editing myself. It's on CapCut.

Yeah. And I kinda try to also think about the edit being quicker. So, like, shoot less, have less options, and just use what you got. Yeah. So, like, don't do, like, 10 takes and make it difficult for you.

Just shoot that one take. It's not perfect. Just post it. Yeah. It's fine.

Tomorrow will be better. And the third tip I have is be good at creating yourself. So, like, I'll just always know when I'm at event. Just shoot the b roll. Just just shoot yourself a naught point five, like a selfie mode with the flash on you.

I always carry a DJ mic everywhere I go. So if I'm if I find an opportunity, I'm like, oh, that's cool for a street street style or so I'll quickly just put mic in. It's like, do you mind if I ask two questions? Chai or coffee. Isn't that?

I'm like, that's a video in a turn. Yeah. Yeah. A race. I have those little practical terms.

Perfect example is we did a campaign with one of our, kind of, faces last year. It was a girl called Avantika, who's an amazing actress. And with her, we, did a campaign shoot. And on the set, I just thought, let me just do a few two quick videos. One was a quick q and a with her, and that was just me and her backstage.

And then the other one was, like, my dad was on set, and I thought everyone knows me and my dad's, like, funny content. So I was like, let's just do a quick thing where in between set, I just put him on. I said, Avantika, like, do you mind just looking at my dad and just, like, looking at him like this? And I had this vision in my head. And then my dad I told my dad, just go like this and go like this.

Like, no. No. No. No. No.

And then straight away, I had this content. I went home, and I edited it, and it was basically, like, POV. You bring your dad on set, and he tells the model what to do. And, and then at the end of the video, I said, oh, but he did a good job, and then I showed the final campaign. That video got more views and likes than the actual campaign video posted on her channel and favorite main channel.

So then I was like Oh, that's so crazy. That got more views on the final campaign. Wow. So I'm smart, like, in a way, it was a smart tactic of putting the campaign at the end, and thank God I did that because it's a longer video. Yeah.

But I was like, then people can actually see it. It's the whole it sounds so massive. Also got more views. So both my content got more views, and I thought that was so funny that how do you maximize something that you already have through maybe your founder content? Yeah.

And how it's kind of, like, completely flipped on its head. Right? It's how the BTS of something is more interesting. BTS anywhere it goes. If I'm speaking we just spoke at Cambridge.

I spoke when I go and speak at Cambridge, I was like, how do I shoot content around this to make it, more exciting than just me having ten seconds of actual speech? Yeah. Exactly. Because I think that would be harder to work on social media Yeah. Than maybe the BTS of it.

Yeah. Yeah. Yeah. Yeah. I guess also it's it's just so funny, isn't it?

Because the strategy is is, like, developing a a satellite piece of content that maximizes the thing itself. But because you, a, you're so good at it, obviously, you've got that natural talent and that creativity, but there's the storytelling in that as well. Right? I guess it's kinda like a campaign in and of itself. You have to How interest I'm sure it's an amazing campaign.

Right? But it's like, how interesting is that to consumers as opposed to the behind the scenes, the rich visibility. And I think, like, I think, like, you know, a lot of people when I say this, they're like, yeah, Akash, but, like, you're good at it. I'm I don't have a time. I don't like it.

I don't enjoy content. And I'm like Yeah. Guys, like, so and twelve years ago, I was, like, barely speaking in public. I was so shy, so quiet. I hated content.

I hated social media. I only did it initially because my music producer at the time was like, need to start posting to get, like, views on your songs. So I was like, okay, I'll start it. Interesting. But over time, as you start doing it, as you have a few wins, as you get trust me, the minute you get your first viral video, you're gonna start liking it.

Yeah. Yeah. And then it becomes easier, and then you realize you are in control. Like, you can do the way you want. You can post once a week, you can post once a month, you can post once every hour.

Yeah. Is that what you wanna do? Yeah. You can the content you do, you should be proud of. And ultimately, if you put a bit of effort in, which it does take Yeah.

You see the rewards which you can get, you also have a memory of a lifetime. Like, you can show this to your kids, your loved ones, your future self, and sometimes I find myself looking at my videos, and I'm like, oh, that was my day in Cambridge. I'm so glad I Yeah. So we deserve sometimes to have those memories Recording. And moments.

So if you think of it as part of your life Yeah. It's the most sustainable way of doing it. If you're just shooting random, like, trend videos and you feel it's a bit of rubbish, then, yeah, don't do that. Yeah. Because that is just Your heart's not in it anymore.

Gonna look at it in three years. You're actually gonna more look at it, like, why did I do that? Right. Do things that are induced about your lifestyle. That's really good.

I think that's my as a founder. Yeah. So don't do anything that's not real. Yeah. And that if it's if you have to fabricate something or make it fake, don't do it.

Like, for example, I see a lot of videos of founders being like, oh, the journey's so hard, and they they do, like and I've seen sometimes I I know from internal friends, like, they all fake cry for the video and then, like, because they because normally maybe maybe they did cry in the past, but they didn't capture that, so they they fake cry. Yeah. And my brain is, like, I know it's more impactful to show, like, the struggles to the the triumphs Yeah. And you have to have that. But if you are innately doing something that's food and authentic, like, now filming a fake thing People pick up on it.

But you will pick up on it in six months' time, and you'll be like, why do I do that? So just don't do anything inauthentic to yourself. Yeah. Well, it was like the whole viral, crying CEO on LinkedIn. Right?

There's picture posted of him crying. That's really great advice. Akash, just before we kind of wrap up the favorite domain story, I've got a couple more questions, but I love that we've dived in to, of course, one of your areas of expertise around the influence marketing Yeah. Content creation. Have you got any more tips to share just before I do move us along?

Because I'm loving this. I think, like, consistency is the obvious one, but, like, I've been doing social media for, like, maybe, like, yeah, ten, twelve years, or more than that, thirteen years. And I never had a viral video since last year. So, you know, like and that was, like, on my and the most random video, like, of a Dubai twerking video. So it's when you least expect it, it happens, and it took me thirteen years.

It probably will take you, like, less than that, but don't give up. Because trust me, I've given up so many times and tried different things. How did you keep going then given it took so long? I think it was, like, having breaks. Like, I own those breaks as, like, a healthy thing.

I was like, look. I can't be bothered anymore. I'm tired of it. Fine. Have a three month hiatus.

It's chilled, and then come back to it. Mhmm. The second thing, though, I think, was changing strategy. Like, eventually, like don't change it too much because you need some time for your audience to work. But if you've done it for, like, three, four months, you've tried like, I did business content for three, four months.

Tried it, tried it, telling people, like, how to grow, nine tips. I didn't feel very authentic in it because I don't like listening to that kind of content, but I still did it Mhmm. And never picked off. And I think it was because I don't like it myself. I think I put it in the universe that this isn't gonna work.

So I think, like, I did pivot, and thank God I pivoted. Because now and now, for example, I'm doing conservation content all the time, and it's getting, like, millions of views. And I'm like, oh my god. The thing I love Yeah. People can see the passion, and it's working.

Wow. So I feel like, you got to sometimes pivot. Yeah. You've got to be passionate, and you've got to be consistent. That's the three, like, very basic ways.

I think the the more tangible tips, I would say, is get good at CapCut, get get a DJ mic that's always with you, shoot in formats that are a bit more and, like, I think social media friendly, like, no point five x is always good because people like the bigger view, not the one x view. Don't need to shoot in four k. It takes a lot of storage space because shoot more content but less. Just shoot in one eighty p and edit in one eighty p because people don't need high high quality. Yeah.

It's not going on the cinema. And if you can, like, think of the storyline beforehand because think of it like you're writing a little, like, I don't know, like a A little skit. Yeah. A little skit or a little, like, what's the moral of the video. Right?

And then my last tip is use chat GPT as your friend. Interesting. Because I get like, for example, when I go to anywhere, I'm like, name six tips about wildlife conservation at Cambridge. I then get six tips, and then that's my sixth tip I say on camera. So it's, like, so helpful.

Amazing. Are you leveraging AI in any other ways as, like, a code for that? Use it in the editing. I feel like I haven't done that yet. Like, there are tools like captions app and, like, different editing tools that you can even put the raw rushes in and then straight away, like, edits a video for you.

I feel like, like, you don't need to do all of that right now. Like, if it works for you, go for it. I think right now, AI is really useful as a tool of inspiration of knowledge showing, not necessarily of the final creativity. And I'm quite passionate about I don't want AI to, I guess, take over, like, the creative world. I love, like, art as art.

I love, like, the human humanity of it. So I think avoid that if you can Yeah. Because also that people can feel it. Yeah. And if you do AI with those tools, then everyone is gonna whoever does it is gonna look the same edit.

Yeah. Exactly. So it won't feel authentic to you. Yeah. But, I haven't done too much AI.

I'm starting to use AI a lot more now in my conservation space, but that's more from a actual data perspective of, like, using AI to make technology. Future. Yeah. Research or optimizing data collection, information sharing. So that's, I think, a productive way of using AI as well.

Amazing. Alright. Well, wanna hear a little bit more about the wildlife conservation, your mission with that very briefly. Final question on Fable and Main, because I just wanna kinda wrap up that chapter Yeah. For now is, how has your hypothesis evolved since you first started?

Or another like, what have been some of the assumptions that you had that you've been proved wrong about? I think, like, you know what? Like, it's not as hard as people think. Like, when you choose to be with your team and have friends in the journey and champion each other, like, it's so enjoyable. It's so much easier when you can share those, I guess, both successes and failures with people because then you get back up.

So I think, like, there is this, like, cloud against a on entrepreneurship, creating business people, like, oh, I couldn't do what you do. I couldn't, like, I can't imagine doing it. It's so scary or it's so daunting. It's actually, like, not that hard. Okay.

Because I love so much to hear you say that, especially on a show like this as well, right, where people have been so open and vulnerable, and they've shared when things have gone wrong and how tough it is. But it is so good to have a voice be like, it's fun. It's fun. It's fun. It's fun.

It's it's not easy, but, like, if you share that moment with people, it's easier. So I'm I'm saying, like, if you do it alone, then you and people who usually feel the stress of it, they usually are isolating themselves, then they of course, it's very stressful. It can be very hard on your mental health. But if you trust in others and you have people around you to help you, it's a lot easier. Does building a business with your sister help?

Yeah. I think more so, there's definitely ups and downs in that. It definitely helps. But I think more my the team. Like, I think ultimately, like, it has to be not top level.

It's got to be community level, team level, retail level, customer level. Like, that is my my my my tribe. Yeah. Me and my sister alone, it can't be enough of a tribe because then it you you still feel both very lonely. Yeah.

Yeah. And also siblings are it can be hard. So I think that's another nuance there. But overall speaking, I I do think, like, it's not as scary, and it's a lot more rewarding than people think. Nice.

So I feel like a world full of entrepreneurs that are doing great impact and enjoying the journey with a smile is a great world. I love that. To be in. Yeah. I love that, Akash.

So talk to us a bit more. What how exactly is Fable and Main helping for your mission within your life? There's basically, Fable Fund was created, which I know sounds very connected to Fable and Main, but it's I want it to be its own entity with its own life going forward. So, like, it's a separate fund that Fable and Main's connection is, the big cap part of the Fable Fund. So the big cap arm, Fable and Main supports, today, we are doing 1% of total sales will go to the fund, which is super exciting.

We're gonna be announcing that officially, like, on our fiftieth anniversary because a lot of people have been wondering what we're doing, and that's now our full commitment. And this year, we have a goal of a million dollars donations, in general to the fund, not just in Fibrill and Maine, from a lot of different routes. So we're starting to fund a very strong way. There are other, verticals in the fund, so, like, gorillas, and I'm working with Jane Goodall, and then there's elephant family and elephants and so there is other species. I think it's good to, like, not have one business so connected because if in the future I, you know, Fable Made Me sell or is no longer existing, the fund should not be affected.

Yeah. So that's why I'm trying to separate the entities. And now the goal with the fund, the the the the pitch of it is it's basically a wildlife co conservation initiative, to basically promote human wildlife coexistence. So that means locally grown solutions on the ground, predominantly focusing in India and Africa for now, and how we basically have, yeah, a reduction in human wildlife conflict. I want to see a world by 02/1930 where we have no human wildlife conflict.

And I think overall, the biodiversity in general, so this, like, goes to a deeper level, not just animals. Like, we're seeing a huge decline. 70% of the world's total population of ido of wildlife has been in decline, in the last hundred years, and I think that's something that we need to really address. That's so sad. So for me, it's really important to, think about humans, animals, habitat, and work on a solution for all.

And I want everyone listening just to be educated. Like, we will put the money in. I just want them to see. And I think there's a there's time for a wildlife fund that you know, you have amazing ones and giants like WWF, etcetera, but still not many people know what they do and how they do it. And I think I want to change the the game up a bit there Yeah.

And be the largest wildlife fund, at one point. And I also, at the same time, want to be publicly known as as a the next potentially young brown because you don't really see many brown, conservationists. Amazing. Because you also need accountability today. This is why people love founder led brands.

Yeah. So I think with a fund, people probably would love and appreciate founder led funds because you have a sense of Yeah. Authenticity and accountability. Yeah. And who is that?

The helm. Right? That personal brand. That's an amazing mission, Akash. I love that.

I can say. I can I can tell how much you're I'm so excited? Speaking from the heart and so passionate about it. Amazing. I mean, who doesn't love animals too?

I feel like, you know, when I look when people think about what I'm doing, I'm like, I feel like it's some people want to be part of it too, which is so exciting. Because from a child, like, our first things we said was that we loved animals. And there's one species at least you'd all love. Right? It goes down to it.

So I don't want to limit it to one species. I want to limit it to helping everyone, but I just love the fact that I can hopefully give a voice to the voiceless. And I feel like I think, I was born in the planet for the animals, maybe more than the people, but, yeah, it's animals for us to take. That's so sweet of you. I love that.

Super cute, voice to the voiceless. Akash, additional closing question on a show called Strategy and Tragedy. The premise is often the best lessons come from the biggest mistakes. What's one tragedy that's taught you an unforgettable lesson? I think we touched upon it today, but I think, the obvious answer would be my failing at university led me to, yeah, obviously now strategize my life in a much better way.

But the actual more raw answer is not appreciating my culture and my color of my skin. That's a deeper topic. But, like, growing up, I didn't feel comfortable being quite dark. I feel like it's a very South Asian nuance of, like, you're not appreciative. And I think it taught me now who I'm someone who loves my skin color.

I love who I am. I love my culture. Never not even two years old to 80 years old, never not love yourself. And I think that's something that I'm so glad I do now today. Yeah.

And I want no one to ever feel bad because that's something that you don't need to ever feel to get better and stronger. You just shouldn't ever do that. Oh, Akash, that's such a lovely message, and I feel like we always need to hear that, but now especially, given what's going on in the world, is such an important message. Akash, thank you so much for coming on the show. It's been a pleasure Thank you for having me.

To sit down and talk to you. Thank you for sharing your wisdom across influencer marketing, content creation, entrepreneurship, getting into Sephora. Yeah. All of the things. So very grateful to you.

Thank you so much. And thanks for being an incredible interviewer and friend, Stephanie. We appreciate it. Thank you. Likewise.

Strategy & Tragedy: CEO Stories with Steph Melodia is the best podcast for curious entrepreneurs and ambitious founders. Learn from those a few steps ahead of you in these candid interviews of the highs and lows of scaling and failing business.

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