At just 23, Rhea Agarwal is already making her mark as Director of Business Development for Haldiram’s UK and EU. As the third generation in her family’s iconic Indian food business, she brings a distinctly Gen Z mindset to the table — one that blends tradition with innovation; digital savvy with cultural heritage.
From launching e-commerce platforms to reimagining Indian luxury gifting, Rhea is redefining what leadership looks like in a legacy brand. We caught up with her to talk family, food, and forging her own path.
10 questions with Rhea Agarwal…
Q1. You grew up surrounded by one of India’s most iconic food brands. What was your relationship with Haldiram’s like as a child?
Growing up, I didn’t fully grasp the scale of Haldiram’s or the legacy behind it — to me, it was just the backdrop of everyday life. What I did know was that I absolutely loved food. I spent more time in the kitchen than anywhere else. Whether it was watching something cook on the stove or plating a dish just right, I felt completely at home.
There was something so joyful and grounding about cooking and sharing food; I loved the way it brought people together. That passion stayed with me, even before I consciously knew I wanted to work in food.
Q2. From Delhi to London to the boardroom — how has your global education shaped your leadership style and the principles that guide you?
Living and studying in both India and the UK has shaped me into someone who embraces both structure and spontaneity. India gave me my foundation – a sense of culture, resilience, and people-first values. The UK taught me how to navigate global systems, think independently, and challenge traditional norms.
As a leader, this dual perspective helps me listen better, adapt faster, and stay open-minded. I believe in building teams that reflect a mix of ideas and backgrounds, because great businesses are built through collaboration, not hierarchy. My style is very hands-on, very human – and I think that stems from this cross-cultural experience.
Q3. You started working part-time in operations and invoicing. What did those early hands-on roles teach you about the business?
My entry into the business wasn’t planned – when the pandemic hit, I had time and started helping out with small tasks. But what started as temporary involvement turned into a foundational experience. I worked across invoicing, logistics, operations – and honestly, those months taught me more than any textbook ever could.
By the time I officially joined full-time, I already knew our distributors, how our supply chain functioned, even how ingredients were sourced. But more than anything, I had built relationships – with the team at our office, the people at the factory – and those human connections are what I now lead with. It taught me that respect and empathy are just as essential as strategy.
Q4. What’s been your proudest achievement since joining Haldiram’s UK & EU team?
Big milestones come and go, but what truly makes me feel fulfilled is knowing that my team is happy and valued. For me, if the people making the food aren’t happy, it will inevitably show in the product and the brand experience. When I stepped into the role of Director full-time, I made it a priority to create an open space for my team – not just through top-down reviews, but by holding regular feedback meetings where the employees could talk to us about any issues they were facing. These weren’t about judging performance, but about giving them a safe forum to share what might be bothering them, and voice any concerns.
My proudest moment came when they told me they genuinely felt heard, seen, and cared for. That feedback touched me deeply – it showed that leadership isn’t just about strategy or numbers, it’s about empathy and connection. I’m confident that while big wins will come and go, this culture of care and respect is what will sustain us for the long haul.
Q5. You helped launch Haldiram’s first international e-commerce site — what did that moment mean for the brand?
Launching our international e-commerce site was a game-changer. We’d always had strong offline distribution in the UK and EU, but I saw that a growing number of consumers – especially Gen Z and millennials – were discovering and buying brands online first. Whether it was Indians craving a taste of home or non-Indians looking to explore new flavours, we needed to be there.
So creating a seamless, accessible online platform became a priority. It wasn’t just about convenience; it was about brand storytelling, discoverability, and trust. That launch meant that we were no longer dependent on physical shelves – we now had a direct line to customers, and that opened up so many possibilities for how we build relationships moving forward.
Q6. What’s something people often get wrong about Indian food or brands — and how are you changing that perception?
There’s this persistent stereotype that Indian food is always heavy, oily, and overly spicy – or that it’s something to only eat on a cheat day. That’s so far from the truth. When eaten the way it’s traditionally meant to be, Indian food is actually very balanced. Think about a plate of dal, rice, salad, and pickle – you’ve got protein, carbs, fibre, and gut-friendly spices all in one meal.
We’re changing the narrative by being radically transparent – from clean labelling to avoiding preservatives in most of our products. We want people to know exactly what they’re eating and feel good about it. Plus, so much of Indian food is naturally gluten-free and vegan – it’s just never been marketed that way. Now, we’re making those benefits front and centre.
Q7. Tell us about Khaas — how did the idea come about, and why do you think it resonated so strongly with consumers?
When I moved to the UK, I noticed a gap in the market – there were plenty of traditional mithai options and lots of Western desserts, but nothing that really merged the two worlds. That’s when the idea for Khaas came to life: a fusion sweets line that brought the richness of Indian flavours into more contemporary, universally loved formats like marzipan.
It took months of experimentation, but we eventually landed on unique, handcrafted sweets like Hazelnut Crunch, Saffron Nut Delight, and Blueberry Cheese. Khaas resonated because it spoke to a hybrid identity – people who love tradition but also want something new. It’s indulgent, but thoughtful. For us, it was a bold step, and seeing people connect with it was deeply rewarding.
Q8. How do you balance tradition and innovation in a heritage business like Haldiram’s?
Heritage is our foundation – it’s what makes Haldiram’s trusted across generations. But we also recognise that the world is evolving fast, and if we don’t keep up, we risk becoming irrelevant. So, we approach innovation not for the sake of trends, but to meet real needs.
That’s how ideas like our fusion sweets, combo meal kits, and digital platforms came about – from listening to customers. It’s also about respecting the original product while modernising the experience around it. I always say: we honour our roots, but we aren’t afraid to branch out.
Q9. What do you think being a Gen Z leader brings to the table — especially in a family-led company?
As a Gen Z leader, I bring a new kind of curiosity – I don’t take “we’ve always done it this way” as the final answer. I’ve grown up in a digital-first world, where things move fast, and consumers expect more than just a good product – they want values, transparency, and experience.
In a family business, it can be easy to stick to legacy ways, but I see my role as bridging the gap. Our existing audience knows and loves us, but we also need to win over younger consumers – and that means showing up differently. Whether it’s how we market, the language we use, or the platforms we’re on, I try to keep the brand culturally relevant and future-facing.
Q10. Looking ahead, what’s your vision for Haldiram’s UK & EU over the next five years?
My dream is for Haldiram’s to become a household name even outside of India. With our vast SKU range – from snacks and sweets to ready meals and desserts – we genuinely have something for everyone. I want us to move out of the “world foods” aisle and into the mainstream.
That means scaling our presence, deepening retail partnerships, opening new restaurants, and building a brand that people of all backgrounds connect with. Whether it’s a student buying instant poha online, or a British family picking up our ready meals at a supermarket – I want Haldiram’s to be part of everyday lives, everywhere.
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