- What were the early strategic decisions that helped Vadilal successfully capture the Indian ice cream market in the U.S.?
Vadilal Ice Creams’ journey in the U.S. began with a simple but powerful belief: great taste transcends borders. Rather than diluting our identity, we leaned into it—and elevated it. Iconic products like Cassata, Mango Dolly, Chocobar, and Matka Kulfi were not just desserts; they were childhood memories packed with love. We were not selling just ice cream—we were selling nostalgia, comfort, and a piece of home.
When I started building this business nearly 15 years ago, there were practically no Indian ice creams available in the U.S. It was an unheard-of concept. The trade was largely unaccepting of the idea—sometimes laughing it off or brushing the thought aside with, “Are you kidding us?” But we backed our intuition with strong consumer research. We believed in the emotional gap in the diaspora’s food experience and were willing to take that bet.
From the outset, we prioritized authenticity, quality, and control. That meant setting up our own distribution network, building warehouses across the country, and ensuring freshness at every touchpoint. It was anything but easy. Building, scaling, and managing a cold-chain business in a country thousands of miles from India—with completely different infrastructure, regulations, and weather challenges—was a painful, uphill task. There were moments when everything felt like it could fall apart, but we held the line.
We paired our deep sense of nostalgia with world-class execution—from packaging to retail visibility. By staying consistent and rooted in our values, we built emotional resonance and consumer trust. Today, that trust powers our position as America’s No. 1 Indian ice cream brand—and continues to drive our momentum forward.
- How does Vadilal balance its 100-year-old Indian legacy while positioning itself as a competitive global player in international markets like the U.S.?
Legacy can either weigh you down or help you take flight—it all depends on how you carry it. For us, Vadilal’s 115year heritage is not a relic of the past; it is a living advantage. It gives us emotional and culinary depth that few brands—Indian or otherwise—can match. But in markets like the U.S., we have learned to adapt the expression without compromising the essence.
Our classic formats like tubs and kulfis resonate with older generations who crave that taste of home. At the same time, our vibrant bars, cones, and newer innovations connect with younger, globally rooted consumers looking for something unique yet familiar. The soul of the product remains Indian, but the look and language speak to a wider world.
We have been intentional in how we evolve. Clean packaging, inclusive messaging, and a commitment to authenticity, quality, and trust have guided every decision. The result is a brand that feels both rooted and refreshing—proudly Indian in spirit, but modern and competitive in its presentation.
Striking that balance between tradition and relevance is not easy—but it is exactly where Vadilal thrives.
- With evolving consumer tastes, how is Vadilal adapting its product offerings to cater to second-generation Indian-Americans without diluting the brand’s authenticity?
Second-generation Indian-Americans live in a unique cultural space—shaped by Indian roots but influenced heavily by global tastes and lifestyles. For us, this is not a challenge; it is a creative opportunity. Rather than diluting our identity, we have reimagined how our products fit into their world.
Digital platforms and younger influencers have helped us bridge that gap. They present the brand in a tone and aesthetic that speaks to this generation—contemporary, engaging, and relevant. It is not about heritage for them—it is about taste, format, and experience.
Our product portfolio in the U.S. has grown to over 750 SKUs, with 250 SKUs in ice creams alone, giving consumers the freedom to engage with the brand on their terms. Many offerings—like shots, mini cones, snack bars, and single-serve cups—are designed for convenience, portion control, and modern consumption habits.
We are also launching new ranges—like fruit-forward sorbets and a dedicated kids’ collection—tailored to evolving expectations. It is still authentically Vadilal at the core, just adapted to fit seamlessly into their everyday lives.
- Which product innovations or new SKUs have seen the most success in international markets, and what do they tell you about changing global tastes?
Interestingly, we see our sales spread quite evenly across hundreds of SKUs. That, in itself, tells a story. It reflects how diverse the consumer palate is abroad—where we cater to various communities within the Indian diaspora and are steadily gaining traction with non-Indian consumers as well.
Tubs, bars, cassata, cones, kulfi sticks, matka—even non-ice cream products like paneer, frozen snacks, and Indian breads—all contribute to building the brand and deepening our connection with millions of consumers abroad. Each product plays its part in creating a touchpoint, a moment of trial, or a reason to come back.
The world today is hungry for bold, authentic flavors—and we are proud to be filling and leading that space. Our all-eggless portfolio resonates not just with Indian vegetarians, but also with a growing global audience that prefers clean-label, allergen-conscious foods. Consumers are increasingly seeking both taste and story, indulgence and intent.
The biggest learning? Tradition does not need translation—it just needs honest product delivery and thoughtful presentation.
- What does Vadilal’s expansion strategy look like beyond the Indian diaspora—how are you building a cross-cultural brand presence across America?
Indian flavors are steadily moving from niche to mainstream—and we are proud to be among the catalysts driving that shift. While the Indian diaspora remains the foundation of our success, our next phase of growth is centered on key pillars like accessibility, visibility, and education.
Beyond our near-total presence in Indian grocery stores, we are already available in many mainstream retail chains such as Walmart, Freshco, ShopRite, Giant, Coles, and more—and that footprint is growing rapidly. Our focus now is on driving discovery: strategic retail partnerships, product sampling, in-store branding, and thoughtful placement of accessible favorites like kulfi bars and globally appealing flavors.
We are also simplifying our storytelling without losing cultural depth. Clean, modern packaging, inclusive formats, and relatable language—supported by hundreds of digital influencers—are helping introduce these flavors to a wider audience that may have never tried Indian ice cream before.
Food is one of the most universal bridges between cultures. When someone who has never heard of kulfi or cassata becomes a loyal fan—that, for us, is the real victory.
- As a global business leader, what lessons have you learned from scaling an Indian legacy brand abroad, and what’s next for Vadilal on the world stage?
Scaling a legacy Indian brand internationally has been one of the most defining journeys of my life. I have learned that heritage is a strength—but only when it is paired with courage, adaptability, and consistent execution. Being rooted gives you identity, but being restless gives you momentum.
When I started building this business overseas, there was no playbook. Taking a century-old brand from the streets of India to the freezer aisles of America and beyond meant I had to navigate unfamiliar terrain—new regulations, fragmented infrastructure, and skeptical trade partners. I had to unlearn, relearn, and adapt constantly. From setting up our own cold chain infrastructure to customizing SKUs and building trust store by store, every step required clarity of purpose and long-term conviction.
Equally important has been building the right team—and keeping them motivated to believe in the vision. That has been a constant journey and a critical part of the puzzle. Behind every milestone is a team that chose to show up, hustle, and win together.
The biggest lesson for me? You cannot delegate belief. If I am not deeply passionate about the product, the brand, and the mission, I cannot expect others to be. That belief has been the fuel behind our evolution—from a brand serving a diaspora to one now gaining ground in everyday American and global households.
What’s next? We are focused on deeper market penetration in America, scaling our frozen food innovation pipeline, and replicating the success story into new geographies in the west. But more than anything, I want to see Indian flavors become part of the world’s everyday taste—beyond the ethnic aisle, into every home freezer!
