The Risk Taker: Nadia Chauhan, Joint Managing Director and CMO, Parle Agro

It was early 90s. The young Nadia Chauhan, daughter of Prakash Chauhan, had already witnessed her father’s boldest move in business: Parle Agro sold its carbonated soft drink brands, Thums Up, Limca, Gold Spot, and Citra to Coca-Cola.

“I was very young when we sold some of our largest and most iconic brands to Coca-Cola, and witnessing the pressure that followed, had a lasting impact on me. Seeing the resilience required during that phase shaped much of my creative and strategic thinking. As the youngest of three sisters, with a significant age gap and my siblings away in boarding school, I naturally spent most of my time with my father at work,” said Nadia Chauhan, Joint Managing Director and CMO, Parle Agro.

She believes bold decisions are not limited to products or strategy; they extend into culture and governance of the company as well. “Over the last few years, much of my focus has been on reshaping Parle Agro into a more future-ready organisation — one that values agility, digital capability, and a strong sense of ownership at every level,” she added.

One of the big shifts has been the transition from a marketing-led company to a data-intelligent, technology-driven organization. It invested early in building digital infrastructure. Another pivot has been the entry into new beverage categories at a time when the lines between dairy, fruit, and indulgence are blurring. When Parle Agro launched Smoodh, a premium dairy drink at INR 10, it went against the traditional logic of pricing in the segment. But it worked.

As part of the new generation, her role has been to modernise the organisation while safeguarding its entrepreneurial soul. That has meant expanding from a single-brand mindset to a multi-category, innovation-led portfolio; building brands such as Appy Fizz and Smoodh.

“Another key focus area for me has been ensuring that the company’s architecture is future-ready. Over the last few years, we’ve moved decisively towards becoming a digitally intelligent, analytics-led organisation. From advanced sales and distribution systems to real-time data platforms and stronger governance structures, the goal has been clear: ensure Parle Agro is set up for success in the next decade, not just the next quarter,” she added.

Competition in India’s beverage space has intensified and her response is guided by clarity rather than reaction. The focus remains on investing in manufacturing, creating a resilient supply chain, and deepening the distribution across the country. These fundamentals allow operating from a position of stability, not volatility.

“We’ve never been a company that moves based on what others are doing. At the same time, we’re deeply aware of how quickly the consumer is evolving. India today is younger, more aspirational, and more experimental than ever before. Even as competition grows, our priority is to stay attuned to these shifts and innovate in ways that feel meaningful. For us, innovation is not about chasing quick wins; it’s about creating long-term value and building brands that remain relevant across generations,” she said.

Ultimately, competition doesn’t distract her, it sharpens her: All hail her exposure to business.

The most defining experience for her early on, was spending all her free time after school in the office and absorbing everything around her. “I naturally spent most of my time with my father at work. Summers and holidays were often spent in his cabin, watching him work and speak passionately about the business he had dedicated his life to. I was always inspired!” she quipped.

Factsheet

• Age – 39
• Number of Employees – Over 5,000