Page 36 - Avendus Huran Flipbook 2026

As Skillmatics moved from a startup to a high-growth consumer Another key lesson I have held as a leader is that I want my
brand, how have you balanced commercial pressures with the
mission of screen-free, meaningful learning?
Honestly, balancing commercial pressures with our mission of
screen-free, meaningful learning has not been a struggle at all.
In fact, parents are increasingly preferring screen-free learning
options. While there are certainly great digital tools available,
parents still value the importance of tactile learning for their
children. Learning is not just about teaching a curriculum,
it’s about nurturing essential skills like imagination, social
interaction and creativity. These are best developed through
physical play, craft activities, pretend play and hands-on toys
and games. At Skillmatics, we have always believed that these
forms of learning offer a deeper, more lasting impact, and that’s
something parents truly appreciate.
What has been the toughest setback or leadership lesson you
have faced so far, and how did that experience change your
approach to product, people or strategy?
One of the toughest setbacks we faced was navigating COVID as
a startup. We were designing games and toys, but without the
ability to prototype easily, interact in person or test products with
children, the process became incredibly challenging. It made me
realize how crucial in-person collaboration is. The value of face- successful brands, like Nintara Baby, dedicated to innovative
to-face interactions, brainstorming and teamwork became even
more apparent.
Since then, we have fostered a strong in-office culture. Everyone
works together in our head office, which I believe contributes
greatly to our creativity and productivity.
34 | Uth Series 2025 • U30 Business Leaders
team to listen not because they have to, but because they want
to. Leadership isn’t about telling people what to do, it’s about
earning respect through action. There’s no point in leading if
you’re not working just as hard, diving deep into challenges and
doing the work yourself. That approach shapes how I lead and
how I expect my team to collaborate.
Looking ten years ahead, what are the three headline
achievements you want Skillmatics to have accomplished, and
what personal founder milestone would make you feel you had
delivered on your mission?
Looking ten years ahead, I want Skillmatics to have achieved
three major milestones. First, I envision Skillmatics as a
leading global brand, crafted in India but made for the world,
synonymous with ‘learn through play.’
Second, I aim for Skillmatics to be a market-leading, publicly
listed entity in India, known for its innovation, impact and
leadership in the education and play sector.
Third, I see Grasper Global as a multi-brand powerhouse with a
strong presence in adjacent categories. We have built multiple
pillars across product innovation, operations and marketing,
and our goal is to leverage this expertise to build other
baby essentials. Ten years from now, I want this brand to be as
impactful as Skillmatics.
Personally, the milestone that would make me feel I have
delivered on my mission is knowing that Skillmatics has created
a lasting global impact, helping children develop essential skills
through play and leaving a legacy of educational innovation that
shapes the way children learn and grow.