Aditya Somaiya

Co-Founder

Gurugram, Haryana, India18 yrs 3 mos experience
Most Likely To SwitchHighly Stable

Key Highlights

  • Bootstrapped a D2C brand to 7-figure revenue.
  • Expert in integrating brand, performance, and analytics.
  • Decade of experience in FMCG brand management.
Stackforce AI infers this person is a D2C Growth Expert with extensive experience in brand strategy and performance marketing.

Contact

Skills

Core Skills

Brand StrategyPerformance MarketingD2c Growth StrategyMarketing StrategySales Management

Other Skills

Analytics InfrastructureProduct SourcingBrand IdentityE-commerce OperationsCustomer RetentionProduct Launch ManagementP&L ManagementTrade MarketingCompetitive IntelligenceSales StrategyDistribution StrategyTeam LeadershipStrategyManagementTeam Management

About

Most D2C brands are one bad quarter away from collapse. Not because the product is wrong. Because performance marketing is running without brand. And brand is running without data. And nobody has built the system that ties all three together. I spent a decade watching this from inside GSK and Dabur. Then I experienced it firsthand when I built The SweatShop, a sports and fitness D2C brand I bootstrapped from zero to 7-figure revenue without external funding (2015-19). Here is what that decade taught me: performance without brand is a leaky bucket. Brand without performance is vanity. Both without analytics is gambling with your own money. 367 exists to build the third thing. The integrated system that makes all three work as one. We work with D2C founders who are done chasing ROAS and ready to build a brand that keeps compounding. That means brand strategy that earns attention, performance marketing built around real unit economics, and analytics infrastructure that makes every rupee accountable. I write about D2C growth, brand building, and the hard lessons of being a founder. If you are building in this space, follow along. Most D2C brands are one bad quarter away from collapse. Not because the product is wrong. Because performance marketing is running without brand. And brand is running without data. And nobody has built the system that ties all three together. I spent a decade watching this from inside GSK and Dabur. Then I experienced it firsthand when I built The SweatShop, a sports and fitness D2C brand I bootstrapped from zero to 7-figure revenue without external funding (2015-19). Here is what that decade taught me: performance without brand is a leaky bucket. Brand without performance is vanity. Both without analytics is gambling with your own money. 367 exists to build the third thing. The integrated system that makes all three work as one. We work with D2C founders who are done chasing ROAS and ready to build a brand that keeps compounding. That means brand strategy that earns attention, performance marketing built around real unit economics, and analytics infrastructure that makes every rupee accountable. I write about D2C growth, brand building, and the hard lessons of being a founder. If you are building in this space, follow along. If you want to talk about your brand specifically, my DMs are open.

Experience

367 agency

Partner

Apr 2020Present · 5 yrs 11 mos · India · Hybrid

  • 367 is the growth partner I built because I could not find one that actually worked.
  • After a decade in FMCG brand management at GSK and Dabur, and four years bootstrapping my own D2C brand to 7-figure revenue, I understood the problem most D2C founders face. Brand, performance marketing, and analytics were being run as separate activities by separate people with separate goals. Nobody was building them as a single growth system.
  • 367 changes that
  • Brand strategy that builds category ownership, not just awareness
  • Performance marketing engineered around CAC and LTV, not just ROAS
  • Analytics infrastructure that connects the data to actual business decisions
  • We work with D2C founders across health, wellness, sports, and lifestyle categories. Typical engagement is brands at 10 lakh to 5 crore monthly revenue who are ready to scale profitably and need a partner who has operated at every level of the stack.
Brand StrategyPerformance MarketingAnalytics InfrastructureD2C Growth Strategy

The sweatshop india

Founder

Oct 2015Dec 2019 · 4 yrs 2 mos · On-site

  • Built a D2C sports and fitness brand from scratch with no external funding and bootstrapped it to 7-figure annual revenue.
  • Built the entire stack end to end: product sourcing, brand identity, e-commerce operations, performance marketing, and customer retention
  • Ran full-funnel paid campaigns across Meta and Google, managing creative strategy and CAC optimisation directly
  • Operated in a margin-compressed, highly competitive category where brand differentiation was the only durable growth lever
  • Learned firsthand why brand and performance fail when they run in silos, which is the insight that 367 is built on
  • This is the experience that gives 367 its edge. I have sat on the founder side of the table. I know what a bad month actually feels like.
Product SourcingBrand IdentityE-commerce OperationsPerformance MarketingCustomer RetentionD2C Growth Strategy

Gsk consumer healthcare india

2 roles

Group Product Manager

Apr 2015Oct 2015 · 6 mos

Brand Manager

Sep 2012Apr 2015 · 2 yrs 7 mos

Glaxosmithkline

Brand Manager - Horlicks Innovations

Apr 2012Sep 2012 · 5 mos

  • Led brand strategy and innovation pipeline for Horlicks, one of India's most recognised health nutrition brands
  • Managed new product launches from gate process through to test market, coordinating across marketing, sales, supply chain, and legal
  • Responsible for brand P and L management, media planning, agency briefing, and consumer activation at scale
  • Promoted from Brand Manager to Group Product Manager in 3 years based on consistent delivery against brand KPIs
Brand StrategyProduct Launch ManagementP&L Management

Gsk ch india ltd

Customer Marketing Manager

Apr 2010Mar 2012 · 1 yr 11 mos

  • Managed trade marketing budgets and designed channel-specific programs that drove distribution expansion and in-store visibility across the region
  • Ran Nielsen analysis, competitive intelligence, and sales scorecard reporting to guide field force strategy
  • Designed sales force incentive programs that improved numeric and weighted distribution against targets
  • Served as regional in-store visibility champion, developing and deploying visibility aids across key trade formats
Trade MarketingCompetitive IntelligenceSales StrategyMarketing Strategy

Dabur india ltd.

Area Sales Manager

Jun 2007Mar 2010 · 2 yrs 9 mos

Dabur india ltd

Sales Manager

Jun 2007Mar 2010 · 2 yrs 9 mos

  • Managed sales and distribution across Central UP covering 21 districts at an average monthly turnover of 90 lakh rupees across Consumer Care and Foods
  • Led a direct team of 15 plus 5 interim sales reps, 17 pilot salesmen, and over 70 stockist salesmen across the territory
  • Oversaw a distribution network serving 20,000 plus outlets, planning and managing infrastructure to hit numeric and weighted distribution targets
  • Partnered with brand and trade marketing teams to plan and execute consumer and trade activation programs across the territory

Dabur india limited

Management Trainee

Jun 2007Feb 2008 · 8 mos

  • Key Stints
  • Health Care Strategy: Marketing assignment involving studying the existing marketing strategy in Health Care segment and suggesting new models from Growth within the category
  • New Product Launch : Independently handled the gate process for a new product launch to take it to Test Marketing stage
  • Driving Urban Distribution of "Real Twist": Studied the current distribution of "Real Twist" at Pune, benchmarked with competition and piloted a distribution drive
  • Urban Infrastructure Evaluation: Studied the existing stockist infrastructure at Lucknow & Kanpur, benchmarked service levels and recommended a new configuration which reduced subsidy to 0 while maintaining service levels
  • Sales Officer Stint : 1 month independent Stint at Gorkahpur
  • Rural Manpower Realignment : Studied the existing rural manpower while benchmarking with competition and recommended an Incentive Program
  • INTERNSHIPS AND PROJECTS
Sales ManagementDistribution StrategyTeam Leadership

Avenir management services ltd

Intern

Feb 2007Apr 2007 · 2 mos

  • Strategic Planning - Was part of a team that worked on a strategic planning engagement for a client, conducting a feasibility study for an investment to enter into a new market segment.
  • Deliverables :
  • Go/ Drop decision based on market and financial parameters.
  • Market Size estimation
  • Financial Evaluation of the Project

Itc ltd

Intern

Apr 2006Jun 2006 · 2 mos

  • GFP Wholesale- To study the current trade coverage practices of competition for Biscuits and Confectionery and recommend strategies to leverage the Wholesale channel to achieve availability, visibility and product quality benchmarked or superior to key competition.
  • Deliverables:
  • Understanding best practices of trade coverage practices operational in the SWD channel of one key player in each of these categories.
  • To test some of the suggested hypotheses/models in market(recommendations were implemented in wholesale markets at Secunderbad

Education

SCMHRD

MBA — Management

Jan 2005Jan 2007

NIIT

Diploma (Hons); S.S School; Aloysius S.S. School

SCMHRD, Pune

MBA — Marketing/ Finance

Specialization

Educational

University of Delhi

BSc(Hons) — Mathematics; Mathematics

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