In an interview, Sani says that the aim is to build a high-margin, multi-brand premium portfolio that commands recall across segments
India’s premium spirits market is undergoing a quiet but decisive shift, with single malts steadily moving beyond the niche world of collectors and connoisseurs into mainstream celebratory occasions. Mokksh Sani, founder of Living Liquidz and Mansionz and co-founder of Cartel Bros, notes that rising awareness, expanding retail access and growing interest from tier 2 and 3 cities are helping premium whiskies become a natural next step for India’s evolving alcobev consumers.
In an interview with BW Retail World, Sani said that the company’s aim is to build a high-margin, multi-brand premium portfolio that commands recall across segments. He added that the goal is not just to export volume, it is to export Indian brand equity. The company is investing in capacity, distribution depth and premium retail presence. Edited Excerpts:
What gap in the Indian alcobev market convinced you it was the right moment to build Cartel Bros?
India was clearly entering its premiumisation decade, but there was a disconnect between aspiration and domestic brand building. Consumers were upgrading across categories, yet in alcobev, global brands dominated the premium narrative. We saw an opportunity to create Indian labels that could compete confidently on quality, packaging, and storytelling. That is how Cartel Bros was born, with brands like GlenJourneys in single malt and Glenwalk in the accessible premium space, built not as opportunistic launches, but as long-term assets.
How do GlenJourneys, Glenwalk and Shelter6 each fit into your long-term portfolio architecture?
Each brand plays a distinct role in our portfolio. GlenJourneys represents our most premium offering in the single malt space, with a strong focus on craftsmanship, cask character and a more discerning whisky drinker who values depth and collectability. Glenwalk sits at a more accessible premium level. It is designed for consumers who want a genuine Scotch experience without the steep price point, making it a natural step up for those moving beyond entry-level whiskies.
Shelter 6 brings a contemporary edge. It targets a younger audience and taps into the vodka segment, which has not seen as much innovation in recent years. With its smooth profile and upcoming flavour extensions, it is positioned as a fun, social brand for new-age consumers. Together, the three brands allow us to cater to different price points, occasions and consumer mindsets without overlap.
What makes the Indian single malt story attractive from a margin and scale perspective?
Indian single malts are globally awarded and are increasingly respected. With GlenJourneys, we are participating in a segment that offers stronger pricing power, healthier margins and export potential. The Indian climate accelerates maturation, which improves capital efficiency, and domestic consumers are now proud to choose Indian malts. Structurally, it is a category built for sustainable, premium-led scale.
Where are you investing most aggressively today to win over the next five years?
We are investing in capacity, distribution depth and premium retail presence. For GlenJourneys, that means ensuring ageing and production infrastructure keep pace with demand. For Glenwalk and Shelter6, it’s about widening the footprint across key urban and emerging markets. The next five years will reward brands that control both supply chain strength and narrative equity, and we are building on both fronts.
Do you see Cartel Bros remaining India-focused, or are global markets already part of the blueprint?
India is the foundation, but the ambition is global. Brands like GlenJourneys have export potential in markets, securing export orders for 150 bottles of its 21-Year-Old expression (available at duty-free shops), which appreciate craft spirits. At the same time, contemporary formats like Shelter6 can travel well in diaspora-heavy and premium-forward regions. The goal is not just to export volume, it is to export Indian brand equity.
What is the revenue milestone that you are aiming for over the next two to three years?
Our objective is to build a high-margin, multi-brand premium portfolio that commands recall across segments. With GlenJourneys (over 8,622 bottles) strengthening our premium positioning, Glenwalk (2.40 lakh cases) expanding scale, and Shelter6 (34,896 bottles) tapping into new-age consumers, we are targeting strong multi-fold growth over the next two to three years. Success for us will not just be about topline numbers, but about becoming a recognised premium Indian house of brands.
How close are we to premium and single malts becoming mainstream rather than niche?
We are closer than we realise. Single malts have moved from connoisseur shelves to celebratory moments and gifting occasions. GlenWalk plays an important role here; it bridges the consumer from regular blends to premium experiences. As awareness increases across Tier 2 and Tier 3 cities and retail access improves, premium will not feel exclusive; it will feel like the natural next step.
Vodka has not traditionally led the market here. Why do you believe it can become a breakout category now?
Drinking habits are evolving, with many consumers becoming far more health-conscious about what they consume. People today are paying attention to ingredients, sugar content, and how a product fits into a balanced lifestyle. Shelter 6 responds to this shift by being both gluten-free and sugar-free, making it a cleaner choice compared to many other spirits.
At the same time, younger drinkers want versatility and flavour. Vodka works across occasions, whether enjoyed neat, with soda, or in cocktails, and fits naturally into at-home mixology and social settings. There is also growing interest in flavoured expressions, which make the category more approachable and fun. Shelter 6 is planning to introduce a range of flavours by April, giving consumers more choice while keeping the core smoothness intact. The opportunity today is to move vodka beyond the perception of being a neutral spirit and position it as a contemporary, lifestyle-led drink that aligns with how people want to enjoy alcohol now.
When you say product-first, not celebrity-first, how does that translate into day-to-day brand building?
It starts with the liquid. Whether it is GlenJourneys’ ageing process, Glenwalk’s blend consistency, or Shelter 6’s profile calibration, we focus on getting the product right before anything else. Marketing should amplify quality, not compensate for its absence. In practical terms, that means rigorous tastings, disciplined sourcing, and long-term brand building rather than short-term hype.
A celebrity can certainly help create noise and visibility and may encourage consumers to try the product for the first time. But at the end of the day, it is the product that has to stand on its own. People might pick it up because it is associated with a well-known name, but they will only come back, and become loyal customers, if the quality truly delivers.
Sustained success in this category comes from repeat consumption and that can only be earned through a strong product.
