The Pant Project has quickly carved a niche in India’s expanding menswear market by delivering custom-made pants designed for comfort, stretch, and easy care. The D2C-first label has recorded 3x revenue growth in the last three months, and is already on track to achieve a Rs100 crore annualised revenue.
Founded by brothers Dhruv Toshniwal and Udit Toshniwal, The Pant Project is built around one simple but powerful idea that men shouldn’t have to choose between style and comfort.
The company’s rise isn’t only about great fabric it’s also about where and how they tell their story. With almost 90% of their content in video, the brand has committed to a high-visibility, video-first strategy that fuels both online and offline growth. At the same time, their physical presence has expanded across India, giving customers a chance to touch, feel, and experience the product before buying.
The power of consistent communication: ‘Radius of information’
Chief Marketing Officer and Head of E-commerce, The Pant Project, Sukita Tapadia has credited the company’s rapid growth to what she calls the ‘radius of information’, a philosophy that focuses on how often and how consistently a brand communicates with its audience.
“It’s about how often you communicate your brand’s message to a customer in-store, on social media, through email, ads, influencers and every touchpoint builds familiarity,” Tapadia explained. “Over time, this builds trust. And trust, eventually, leads to loyalty.”
Beyond communication, Tapadia highlighted that The Pant Project’s strength lies in its fabric heritage. The founders’ family hails from Banswara, home to a 50-year-old textile mill that’s been supplying premium fabric to European brands.“Our deep knowledge of fabric and access to top-quality materials gives us a clear advantage in crafting pants that are both technically advanced and comfortable,” she said.
This legacy allows them to combine innovation with tradition, ensuring every pair of pants meets high standards.
The Pant Project’s messaging doesn’t just live online. “90% of the content is video ; it’s targeted, both geographically and demographically, to reach men most likely to convert. The same tone and product USPs are mirrored in-store, where trained staff reinforce the same points customers saw in the brand’s ads.” She added.
Tapadia pointed out that men shop differently from women, a key insight shaping the company’s marketing and merchandising.“Men don’t want 50 options, they want a few they can rely on. Once they find a brand they like, they stick to it. That’s why our focus is on perfecting those core products and communicating their benefits repeatedly.”
About 80% of The Pant Project’s revenue came from its own website and retail stores, giving the brand tighter control over the customer experience from browsing to post-purchase service. ‘Performance marketing was important for discovery,’ Tapadia said. ‘But brand building was what sustained the relationship. You couldn’t only chase ROAS; you had to invest in what your brand stood for.’
Building loyalty through wardrobe share and curated choices
For Tapadia, loyalty is measurable and it’s not about how many times a customer comes back, but how much of their wardrobe the brand owns.“If a man owns 10 pairs of pants and 6 shares should be ours, that’s success.”
The Pant Project’s product roadmap is designed with this in mind, offering formal trousers, chinos, jeans, and joggers, all made from fabrics that stretch, resist wrinkles, and transition easily between occasions. Unlike many brands that overwhelm customers with seasonal floods of styles, The Pant Project prefers curated collections.
“Decision fatigue is a big factor in men’s shopping patterns. If you bombard them with choices, they disengage. That’s why we curate instead of overwhelm. We’re giving them an edit, not an aisle,” Tapadia said.
This strategy also strengthens their radius of information because with fewer but stronger products, the same message can be repeated in fresh ways across all touchpoints, from a YouTube campaign to a window display to a customer email.
Balancing growth, brand equity, and customer insights
While the brand invests heavily in performance marketing, Tapadia warned that over-reliance on paid ads is risky.“If you switch off performance marketing tomorrow and sales collapse, you haven’t built a brand,” she notes. The Pant Project complements its ads spend with influencer collaborations, content marketing, and offline events, ensuring customers encounter the brand in multiple contexts.
Customer feedback plays a huge role in shaping the company’s products and communications. Every in-store conversation, website chat, or social media comment is treated as valuable data. “Every time a customer comes into our store or engages online, we learn something,” Tapadia said. “That feedback shapes our product tweaks, our next campaign, even our ad scripts.”
In the last three months, The Pant Project’s revenue grew to three times what it was during the same period last year. Sukita Tapadia said, “Growth at the cost of customer trust is not growth,” emphasizing that the brand won’t chase growth at the expense of trust while maintaining its premium positioning.
Men’s fashion: An under-served but vast opportunity
The Indian market, Tapadia believes, underestimates men’s fashion potential.“Women’s fashion gets the innovation, the campaigns, the attention. Men’s fashion is quieter, but the opportunity is massive especially in workwear and smart casuals.” The Pant Project differentiates itself with a made-to-measure approach. “We’re not just selling ready-made pants; we’re offering fit customisation, fabric choices, and alterations. That’s a level of service men appreciate once they’ve experienced it,” Tapadia said.
Even their e-commerce platform supports customisation, customers can enter exact measurements and have trousers made to fit perfectly. This hybrid of tech-driven convenience and tailor-like service is rare in Indian menswear.
Future plans: Omni-channel expansion and new categories
Looking ahead, The Pant Project is committed to omni-channel growth. They started this year with just four or five physical stores and will reach16 by October, with plans to open their 20th store by the end of the next financial year. These stores serve not only as sales points but also as brand-building venues. “Our offline stores aren’t just for sales; they’re for storytelling,” Tapadia added. “That moment when a customer feels the fabric, tries it on, and realises the difference, that’s brand building.”
The company plans to broaden its product range beyond pants, aiming eventually to own the man’s entire smart-casual wardrobe. Shirts, blazers, and other staples are on the long-term roadmap. For Tapadia, the formula for lasting success is simple but non-negotiable: “Understand your customer, perfect your product, and keep telling your story everywhere he looks. The moment you stop communicating, you start fading.”
