Jatiyan Foods Private Limited
PRESENTS

Ingri
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Good Ingridients Good Food

A chef-founded culinary technology company. 150+ IP-protected formulations across Indian & world cuisines. Format-flexible. Globally scalable.

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Chef Sunil Chauhan
Chef Sunil Chauhan
Founder · Ingri

What does Chef Sunil Chauhan do after cracking the recipe consistency code — and building an IP process to protect it?

“Every kitchen in the world becomes an opportunity.”

Household. HORECA. Global.
The Problem

“Every day, across millions of homes, someone is in the kitchen — not by choice, but by compulsion.”

Cooking requires expertise that takes years to learn and hours to execute daily. For most households, it isn’t passion — it’s obligation.

“Ready to Eat” food exists — but ingredient integrity has always been the casualty.

“Ready to Use” chef-quality cooking bases, gravies, and premixes for daily cooking.

The market has never seen them done right.

₹9,100 Cr
India ready-to-eat market size in FY2024
₹15,000 Cr
India frozen food market size in FY2024
16.4%
CAGR through 2030
16.87%
CAGR through 2030
Ingri Brand Range
The Vision

A deliberate three-act journey to own the modern kitchen.

Cooking should be a choice, not a compulsion. Ingri puts chef-level expertise inside every product — so that anyone, anywhere, can cook and eat with confidence.

ACT I · ESTABLISH 2025–26 · Now

Build the brand. Prove the quality.
Establish the infrastructure.

  • Ambient snacks — 6 SKUs live
  • Frozen RTE range — 9 SKUs · 30 days
  • Quick commerce + ecom + modern trade
  • HORECA — Bistro by Blinkit active
  • White label — FabIndia active
  • Experience center — ₹30L/month
ACT II · SCALE Year 2–3

Pan-India. HORECA at scale.
Category leadership.

  • MVD / Freeze-dried shelf-stable products
  • Pan-India — 5 Tier-One cities
  • Expanded SKU — world cuisines
  • Hotels, homestays, cloud kitchens
  • International conversations — UAE, UK, US
ACT III · TRANSFORM Year 3+

The kitchen liberation play.
Global.

  • Cooking base / ready-to-use gravy
  • Freeze-dried world cuisine — global
  • Tier 2 + Tier 3 India · no cold chain
  • Indian diaspora — UAE, UK, US, CA, AU
  • Global premium convenience food

Brand recognition + revenue foundation + manufacturing infra

Category leadership in premium RTE + first mover in MVD + freeze-dried combo

Infrastructure of the modern kitchen — India and globally

Each act funds the next. Each product validates the next category. The IP built today becomes the moat of tomorrow.

IP Moat Diagram IP Moat Diagram
The IP Moat

Chef Sunil did for food what Coca-Cola did for beverages — locked the secret inside the formulation.

5 years. 150+ dishes. One process built in silence — proven in public. Known only to the founder and family. The format changes: frozen → freeze-dried → licensed globally. The secret never does.

150+ Formulations

Indian + world cuisines. JFPL closed-door R&D. Trade secret. Family access only.

Process-Driven

Sourcing standards, prep sequences, cooking parameters, QC checkpoints. Identical output every time.

Format-Flexible

Frozen → freeze-dried → licensed globally. Same formulation. Different format. IP never leaves.

Externally Proven

Tested in kitchens outside the founder’s direct operation. The process works without the chef present.

“Any competitor can hire a chef. No competitor can access this formulation.”
The Portfolio

Every product today is proof of the process.
Every product tomorrow is proof of the vision.

Bistro by Blinkit — B2B ActiveFabIndia — White Label ActiveEncalm — In Discussion
Frozen RTE Range Products
Launching Month 1
Frozen RTE₹300–500

9 SKUs launch · +6 international at Month 7 · Avg MRP ₹400

MVD/FD Shelf-Stable Range
Month 7 — The Vision Range
MVD/FD Shelf-Stable₹200

RTE + RTU · No cold chain · National + Global · Avg MRP ₹200

Ambient Range Products
Live Now
Ambient Range₹160–600

6 SKUs · Market testing + brand building

Traction

Minimum external capital. Here’s what JFPL has built anyway.

150Formulations
64K+Validated Consumers
65%Repeat Rate
70%Gross Margin
Validated Consumers
0

Dining experiences at the Experience Center. 65% repeat rate — nearly 2× the industry benchmark of 30–35%.

Consumer found, won, and kept.

Monthly Revenue
₹31L+

₹30L experience center · ₹1L ambient products.

Organic. Consistent. Growing.

INDUSTRY APPROVED
FACTORY

50,000 kg monthly manufacturing & blast freezing capacity.

Infrastructure already built. Investors aren't funding a factory — they're pressing the scale button on one that's already running.

Bistro by Blinkit
Active B2B Contract

Spring roll supply. Blinkit’s own restaurant brand. Our QC dark store listing conversation is warm — not a cold call.

FabIndia — White Label
Active Contract

3 ambient SKUs under FabIndia’s brand. India’s most trusted premium retailer stakes their name on Ingri quality.

Production Readiness
Launch Ready

1.5T/day frozen · 7-day holding · MVD/FD R&D complete · ₹2 Cr machinery is the only remaining gap

Not a plan. A production line ready to ship.

“Every metric above was built without investor capital. Imagine what happens when the scale button gets pressed.”

Market Opportunity

The market isn’t waiting for Ingri.
Ingri is ready for the market.

From the largest food market in the world to the individual consumer’s kitchen — every layer of the opportunity is addressable.

Total Universe
Indian Food Services
₹5.69 lakh Cr
by 2030 · 9% CAGR
Addressable
Premium Packaged Food
₹50,000+ Cr
12%+ CAGR · Frozen RTE: 25% CAGR
Serviceable — Year 1
Delhi NCR Premium Consumer
~860 dark stores
28–45 yrs · dual income · time-poor
Ingri’s Position
B2C + B2B HORECA + Global MVD/FD
Already validated
64,645 consumers already won
Competitive Positioning
High
Y-axis: Convenience
Low
↓ Low convenience Y-axis: Convenience High convenience ↑
High Convenience
ITC Master Chef · MTR · Sumeru
Ingri Logo
Good Ingridients Good Food
High Convenience + High Quality
Alone in this quadrant
Low Quality, Low Convenience
Unbranded frozen
High Quality, Low Convenience
Restaurant dining
← Low qualityX-axis: Ingredient QualityHigh quality →
“Every competitor chose between quality and convenience. Ingri refuses to.”
0.3%of the addressable market delivers the Year 3 base case.
Go to Market

“Not everywhere at once. The right places, in the right order, at the right time.”

01
Phase One
Delhi NCR Domination
Year 1 · ₹9 Cr deployed
  • Blinkit150+ dark stores Day 1
  • Zepto + Instamart180+ stores
  • BB Now + Flipkart MinutesMonth 4–6
  • Nature’s Basket · Reliance Smart100 stores M4
  • Amazon + Flipkart ecomMVD/FD from M7
  • B2B HORECA MVD/FDPan-India M9
Year 1 Target
₹30 Cr net · ₹46 Cr GMV
02
Phase Two
Pan-India Metros
Year 2 · ₹20 Cr deployed
  • Mumbai + BangaloreM13–15
  • Hyderabad + PuneM16–18
  • Chennai — all 5 metrosM19–21
  • MVD/FD ecom all pin codesM14 national
  • New factory operationalM18 · 6–8T/day
  • UAE pilot shipments begin
Year 2 Target
₹80 Cr net · ₹123 Cr GMV
03
Phase Three
National + Global
Year 3 · ₹40 Cr deployed
  • Tier 2 India via MVD/FD ecomNo cold chain
  • Kitchen liberation range launch
  • UAE — full retail + HORECA
  • UK + US — diaspora + premium
  • HORECA international — hotel chains
  • IP manufacturing partners · 3PL
Year 3 Target
₹170 Cr net · ₹260 Cr GMV
Distribution runway already clearedBlinkit — existing supplierFabIndia — existing retailEncalm — in conversation64,645 consumers — pre-built demand
Business Model

Multiple revenue streams.
A business model built to compound.

Four distinct streams with overlapping distribution infrastructure — each validating and funding the next.

Frozen RTE — B2C38–41% CM
QC + MTAvg MRP ₹400Net ₹260/unit
Delhi NCR Y1 → All metros Y2 → Tier 2 Y3
MVD/FD Shelf-Stable — B2C41–50% CM
QC + Ecom + MTAvg MRP ₹200No cold chain
Delhi NCR M7 → National Y2 → International Y3
B2B HORECA — Frozen40–50% CM
Cold chain institutionalBlinkit · Encalm
Delhi NCR Y1 → Metro HORECA Y2
B2B HORECA — MVD/FD · The Breakout Stream40–50% CM
No cold chainPan-India M9International Y3
Highest scalability. No geographic ceiling. Ships anywhere.
70%
Gross Margin — Entire Portfolio

FMCG benchmark: 40–55%. The IP moat is visible in the margin.

Frozen RTE / Unit
MVD/FD / Unit
MRP
MRP
₹400
₹200
Channel fee (−35%)
Channel fee (−35%)
−₹140
−₹70
Net realization
Net realization
₹260
₹130
COGS (30%)
COGS (30%)
−₹78
−₹39
Gross Profit (70%)
Gross Profit (70%)
₹182
₹91
Logistics + variable
Logistics + variable
−₹18
−₹9
Contribution (41%)
Contribution (43%)
₹164
₹82

Four streams. One compounding system. Each validates and funds the next.

Financial Projections

Conservative floor. Compelling ceiling.

Net realization alongside GMV. Base case is the commitment. Upside is the opportunity.

₹30 Cr GMV ₹46 Cr
YEAR 1
Delhi NCR · MVD/FD M7
₹80 Cr GMV ₹123 Cr
YEAR 2
All metros · UAE pilot
₹170 Cr GMV ₹260 Cr
YEAR 3
National + Global
Frozen QC Frozen MT+B2B MVD/FD B2C MVD/FD B2B+Intl Upside
₹46 Cr GMV is the floorNot the ceiling. The central case exceeds it.
0.3% of market = Year 3 base64,645 consumers already won.
MVD/FD = 50% revenue by Y3The shelf-stable global play.
Metric Year 1 Year 2 Year 3
Net Revenue — Base ₹30 Cr ₹80 Cr ₹170 Cr
Net Revenue — Upside ₹40 Cr ₹106 Cr ₹215 Cr
GMV — Base ₹46 Cr ₹123 Cr ₹260 Cr
GMV — Upside ₹62 Cr ₹163 Cr ₹330 Cr
Frozen Revenue Share ~80% ~55% ~50%
MVD/FD Revenue Share ~20% ~40% ~50%
Primary Geography Delhi NCR All Metros National+Global
Funding Deployed ₹9 Cr ₹20 Cr ₹40 Cr
The Ask

The ask is not to build Ingri.

Ingri is already built.

The ask is to scale what is already working.

Year 1
₹9 Cr
₹30 Cr net · ₹46 Cr GMV · Delhi NCR
Year 2
₹20 Cr
₹80 Cr net · ₹123 Cr GMV · Pan-India
Year 3
₹40 Cr
₹170 Cr net · ₹260 Cr GMV · Global

Total: ₹69 Crore

Year 1 Deployment — ₹9 Crore
Capex: ₹2 Cr · Opex: ₹7 Cr
Infrastructure & Distribution
  • MVD/FD machinery & packaging CAPEX ₹2.00 Cr
  • QC onboarding & dark store activation ₹0.50 Cr
  • Modern trade expansion & activation ₹0.75 Cr
  • FSSAI, legal, compliance ₹0.25 Cr
Subtotal₹3.50 Cr
People, Marketing & Capital
  • Senior team — Sales, Ops, Marketing ₹0.75 Cr
  • Brand marketing — performance, content ₹1.50 Cr
  • B2B HORECA sales team ₹0.50 Cr
  • Working capital — materials, inventory ₹1.50 Cr
  • Working capital scale-up ₹1.25 Cr
Subtotal₹5.50 Cr
Total Year 1 Ask ₹9.00 Crore
150+ Blinkit dark stores live within 90 days of funding close
MVD/FD range national by Month 14 — zero cold chain
New factory operational Month 18 — 6–8 tonn/day
Year 3: UAE, UK, US — chef-crafted food, anywhere

“Every rupee goes into scaling something already proven.
The IP exists. The consumer exists. The production line is ready. The distribution relationships are warm.”

Leadership & Execution

The Engine Behind JFPL

A visionary culinary founder backed by an expert advisory board and a highly targeted execution pipeline.

Chef Sunil Chauhan
Chef Sunil Chauhan
Founder & CEO · JFPL
30 years of culinary expertise · youngest chef to represent India at WGS.
Co-founder of FabCafe · 150+ formulations encoded into IP moat.
IHM Pusa · Old World Hospitality · Jiggs Kalra Food Services.
Ilisha Chauhan
Ilisha Chauhan
Co-founder · Ops & Strategy
Business Management — Queen Mary University of London.
Former Consultant at Levin Group (UK) · professional recruitment & consulting.
Driving transition from concept to live execution · Museo Incubation leads.
Advisory Board — Early-Stage Validators
Gaurav Kapur
Gaurav Kapur
Oaktree Sports · Media
Reach and consumer brand credibility.
Manas Human
Manas Human
Co-founder · Nagarro
AI & data optimization. Tech credibility.
Rajesh Razdan
Rajesh Razdan
Tech Entrepreneur
APAC/MEA consulting & marketing.
Manish Varma
Manish Varma
Telecom Tech Leader
Enterprise automation · B2B depth.
Vidheesh Tyagi
Vidheesh Tyagi
Brand & Marketing
Brand Architect & Marketing Sherpa.
Deepak Pathania
Deepak Pathania
Innovation & Design
IP protection & design registrations.
Vikas Gupta
Vikas Gupta
COO · Maker Properties
Real Estate Development, Hospitality and Angel Investor.
Hiring Pipeline
Phase 1: Pre-Launch
P0Head of Sales — FMCG, Quick Commerce + Modern Trade
P0Head of Operations — Food manufacturing & cold chain
P0Head of Marketing — D2C food brand, performance marketing
Phase 2: Month 1–6 Growth
P1QC KAM · MT KAM · HORECA B2B Sales Manager
P1Finance Controller · E-commerce Operations Manager
P1International BD Manager (UAE) · 2 Regional City Leads
The Vision

Assist and liberate
every kitchen — every consumer.

Cooking should be a choice, not a compulsion. Chef-level expertise inside every product — for anyone, anywhere, without skill or time.

Ingri Logo
Good Ingridients Good Food

Jatiyan Foods Private Limited · Chef Sunil Chauhan · Confidential · 2026
This document is strictly confidential and intended solely for the named recipient.

Deep Dive

The Business Book

The complete architectural blueprint of Ingri. Everything from our highly guarded IP frameworks to exact unit economics and multi-year supply chain mechanics.

01 Executive Summary
  • 1.1 What Ingri Is
  • 1.2 The Founding Story
  • 1.3 The Coca-Cola Analogy
  • 1.4 Key Metrics at a Glance
  • 1.5 Three-Year Summary
02 Brand & Founder
  • 2.1 Chef Sunil Chauhan — Founder Profile (Incl. 5-Year R&D & 2024 Acquisition)
  • 2.2 The Ingri Brand (Architecture, Experience Center & Advisory Board)
03 The IP Moat
  • 3.1 The Core Thesis
  • 3.2 The Three-Layer IP Architecture (The Vault, Frozen Layer, Scale Layer)
  • 3.3 Process-Driven Production
  • 3.4 The Competitive Moat Statement
04 Business Architecture
  • 4.1 Overview
  • 4.2 Business Unit 1 — Frozen Ready to Eat (Parameters & SKU Roster)
  • 4.3 Business Unit 2 — MVD/FD Shelf Stable (Categories & B2B Unlock)
  • 4.4 Business Unit 3 — Ambient Range (Market Testing)
05 Capital Deployment Plan
  • 5.1 Year 1 Funding Strategy — Rs. 9 Crore (Tranches & Milestones)
  • 5.2 Year 2 Capital — Rs. 20 Crore (Capex & Opex)
  • 5.3 Year 3 Capital — Rs. 40 Crore (Capex & Opex)
  • 5.4 Total Funding Summary
06 Revenue Model
  • 6.1 Active Revenue Streams (B2C & B2B/HORECA)
  • 6.2 Margin Waterfall & Unit Economics by Channel
07 Financial Projections
  • 7.1 Methodology
  • 7.2 Year 1 — Month by Month Projections & Velocity Assumptions
  • 7.3 Year 2 Projections (Months 13–24)
  • 7.4 Year 3 Projections (Months 25–36)
  • 7.5 Three-Year Master Summary
08 Manufacturing Roadmap
  • 8.1 Current State — JFPL Udyog Vihar
  • 8.2 Pre-Launch (Funding Close to Month 1)
  • 8.3 Month 1–12 (Year 1)
  • 8.4 Month 13 & 18 — New Facility Commissioning
  • 8.5 Year 3 — Third-Party Manufacturing (The Coca-Cola Model)
09 Go to Market Roadmap
  • 9.1 Year 1 — Delhi NCR Domination Stages
  • 9.2 Year 2 — Pan-India Metro Expansion
  • 9.3 Year 3 — National + Global
  • 9.4 Channel Strategy (Quick Commerce, MT, E-Com, HORECA)
10 11 12 Team, Risks & Market
  • 10.0 Team Roadmap & Phased Hiring Strategy
  • 11.0 Risk Register & Mitigation Matrix
  • 12.0 Market Opportunity & Competitive Landscape
  • 12.5 The 0.3% Proposition
13 Validation, Vision & Appendices
  • 13.0 Traction & Validation (Revenue, Marketing, Institutional)
  • 14.0 The Vision — Kitchen Liberation & End State
  • App A QC Platform Infrastructure
  • App B Funding Phase Summary
  • App C Revenue Projections Master Table

Secured Document

This 55-page document contains sensitive trade secrets, granular financial models, and strategic IP. It is password-protected to ensure strict confidentiality.

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