Content Meets Commerce: Darpan Sanghvi and the Rise of India’s Beauty-Tech Model with MyGlamm

In the ever-shifting world of Indian business and entrepreneurship, one profile that stands out is that of Darpan Sanghvi, founder of MyGlamm and architect of what became the The Good Glamm Group. He entered the beauty and wellness sector at a time when traditional brands dominated, but digital disruption was around the corner. He leveraged fresh thinking around content, community and commerce to carve a distinctive niche. Early on he perceived that Indian consumers, especially women, sought not just products but relatable stories and experiences; this insight became the foundation for his growth strategy.

MyGlamm’s journey began in October 2017 when Sanghvi formally launched the D2C beauty brand in India. Prior to that he had worked with global beauty brands in India, which helped sharpen his understanding of the market. At MyGlamm he blended Indian skin-tones, local preferences and digital channels to create a strong value proposition. The pivotal shift came when MyGlamm acquired the digital media platform POPxo in August 2020, enabling the company to own much of the “attention economy” in women’s lifestyle and beauty content. The acquisition of parenting platform BabyChakra soon after broadened the funnel even further.

In 2021 the Good Glamm Group was officially formed by merging MyGlamm, POPxo and BabyChakra. This created one of India’s most talked-about beauty-tech platforms, blending media, creators and commerce under one umbrella. The group raised sizable funding, reached unicorn valuation of about US$1.2 billion, and rapidly expanded into multiple categories including mom-and-baby, organic personal care and intimate hygiene. The core model: drive discovery through content, engage via creator and community platforms, then convert into purchase through D2C brands.

For entrepreneurs and startup leaders in India this story offers multiple lessons. Firstly, the business highlighted how in a country with millions of digital users attention is the gateway to commerce. Secondly, the merge of content plus product plus creator ecosystem can drive scale if managed well. Thirdly, leadership and vision matter: Sanghvi’s willingness to pivot from services to product, to integrate media platforms, to chase growth aggressively.

Yet the narrative also carries caution. By 2024–25 the Good Glamm Group faced headwinds: rapid expansion, multiple acquisitions, high burn rates and execution strain. Sanghvi himself acknowledged that the business had grown “too much, too fast, too big.” For Indian venture-backed startups and founders it rings as a reminder: growth must be balanced with operational discipline and underlying strength in brand and unit economics.

Today Darpan Sanghvi is not just a beauty brand founder but a voice in the Indian startup ecosystem: someone who has touched content, commerce and community, scaled a business, made mistakes and is now rethinking how consumer brands scale in India. For readers of The Entrepreneurs of India the story is rich with insights on leadership, growth, market dynamics, startup ambition and the uniquely Indian twist of merging content and commerce in the beauty-tech domain.