The CEO & Co-founder Swagatika Das speaks to BW Retail World about anti-dandruff innovation, climate-driven product design, & roadmap to a Rs 1,000 crore business
Nat Habit has positioned itself around fresh, preservative-free personal care. How has the brand evolved since inception in terms of scale, consumer base and revenue?
We began by targeting consumers who were already deeply inclined towards natural products. Over time, we have expanded beyond that niche to include consumers who were unsure whether “natural” could match the efficacy of conventional personal care.
Today, our audience is far wider and more mainstream. From a financial standpoint, we are at approximately Rs 250 crore in annualised gross revenue. In terms of portfolio evolution, we have moved from being perceived as a niche face pack and ubtan-led brand to a full-fledged personal care company spanning hair, skin and baby care.
You recently launched a new anti-dandruff range. What market gap were you addressing?
The scalp, like the skin, has a microbiome. One of its natural inhabitants is Malassezia, the fungus commonly associated with dandruff. Dandruff typically flares up when excess sebum production — often triggered by lifestyle or hormonal changes — creates a conducive environment for fungal growth.
Conventional solutions fall into two buckets. On one side, you have mass-market shampoos that are only partially effective. On the other, you have strong antifungal drugs such as ketoconazole-based formulations, which kill via a single pathway. Over time, this can lead to microbial resistance — which is why doctors caution against prolonged use.
Our approach is different. We use a multi-pathway antifungal system that reduces the risk of resistance, combined with natural actives such as green tea-derived EGCG and bhringraj for sebum regulation and barrier repair. We call this a holistic scalp management system rather than a short-term dandruff fix.
Exfoliants like salicylic acid or lactic acid, which are increasingly common in scalp care, can aid cell turnover. However, they do not address the root fungal imbalance. We see them as supportive ingredients, not standalone solutions.
With rising heat, pollution and erratic weather patterns, how is climate change influencing consumer needs?
Climate affects both skin and hair, though skin tends to show more immediate stress. In hair care, the scalp is central. Seasonal oil balance management is key — winter dryness calls for nourishment, while summer demands regular cleansing to prevent sweat and sebum build-up.
We have built climate-responsive products — winter and summer variants in hair oils, seasonal moisturisers tailored for humidity versus dry heat, and differentiated baby oils as well.
India experiences extremes — from Delhi’s dry winters to humid coastal summers. Consumers do not just need efficacy; they need comfort. Texture, absorption and sensory experience become equally critical in product development.
What is the current revenue mix between hair and skin care? How do you see it evolving?
Currently, the mix is 60 per cent hair and 40 per cent skin. Over the next three years, hair will likely gain further weight because we have successfully differentiated ourselves in scalp-first solutions.
However, over a six-to-seven-year horizon, I expect an even split. If we aim to scale towards Rs 1,500 crore, we will need to compete more aggressively in skincare as well.
Are you witnessing a shift from reactive to preventive scalp and skincare?
Absolutely. Over the past five to seven years, there has been growing awareness around scalp health. Earlier, hair care was strand-focused — shampoos, conditioners and salon treatments. Now, consumers understand that scalp health drives hair health.
As a natural and Ayurveda-inspired brand, we have always been scalp-first. That conversation has now become easier because consumers are more informed and willing to invest in preventive care, including hair oils and scalp serums.
What are your expansion plans across channels and geographies?
Quick commerce and offline retail together account for roughly 20 per cent of our business currently, with the rest split across digital channels.
From a revenue perspective, we are targeting Rs 1,000 crore in annualised gross revenue over the next four years. Channel expansion will be calibrated — ensuring inventory freshness and supply chain agility remain intact.
Are you looking beyond hair and skincare?
We already have about 5 per cent contribution from baby care and will deepen that portfolio. Men’s grooming is another clear opportunity. At present, it is experimental, but we intend to build a more deliberate and structured offering for men.
Finally, what is the story behind the name ‘Nat Habit’?
I strongly believe in discipline and habit — that consistent, disciplined action compounds over time. I am also a firm believer in natural living and staying close to unadulterated consumption.
We wanted a modern name that reflected these beliefs without evoking traditional or old-school Ayurvedic branding cues. ‘Nat Habit’ emerged from that intersection — natural living as a sustained habit.
With a Rs 250 crore run rate, a scalp-science-led anti-dandruff proposition and a clear Rs 1,000 crore target, Nat Habit is positioning itself not just as a natural brand, but as a science-backed, climate-aware and prevention-first personal care player in India’s evolving beauty market.
