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Duroflex Appoints Ullas Vijay As CMO & Sudhanshu Krishna As CSO – Consumer Business

Duroflex has appointed Ullas Vijay as Chief Marketing Officer and Sudhanshu Krishna as Chief Sales Officer – Consumer Business. Vijay, will be taking the reins of Duroflex's marketing whereas Krishna will be leading the sales function for the consumer business of the organisation.

MM Desk by MM Desk
June 4, 2024
in Marketing
A A
Duroflex Appoints Ullas Vijay As CMO & Sudhanshu Krishna As CSO - Consumer Business

Ullas Vijay, CMO, Duroflex (L) & Sudhanshu Krishna, CSO - Consumer Business, Duroflex (R)

Duroflex, a brand in the sleep solutions category, has appointed Ullas Vijay as Chief Marketing Officer (CMO) and Sudhanshu Krishna as Chief Sales Officer (CSO) – Consumer Business.

Vijay has experience in managing brands across lifestyle, fashion, sports, and FMCG categories and in his current role he will be taking the reins of Duroflex’s marketing. In his last role, he was associated with BATA India as Head Marketing from July 2023 to June 2024. He started his career with Bata India in October 2019 as Assistant Vice President Marketing.

Prior to this, he was associated with Perfetti Van Melle for the period of more than six years. He started as Brand Manager in October 2013 and later on elevated to Group Product Manager in April 2016 in the company. From March 2019 to October 2019, Vijay served the role of Associate Category Director- Marketing at Perfetti Van Melle.

Previously, he also served the role of Assistant Brand Manager at Ferrero from September 2012 to October 2013.

Before this, Vijay was associated with ITC for more than four years where he assumed different positions at the company. He started as AUT- Assistant Manager Under Training in July 2008 and then promoted to Assistant Manager ESPB from April 2009 to May 2010. He also served the role of Assistant Brand Manager Sunfeast from May 2010 to August 2012 in the company.

Krishna, who joins Duroflex as the CSO-Consumer Business, will be leading the sales function for the consumer business of the organisation. Earlier, he was with Eurreka Forbes as Vice President and CoE Head of Direct Sales.

In his last role, Krishna served as Vice President B2B at DealShare from February 2022 to June 2024.
Previously, he was also associated with NIVEA INDIA for more than eight years. He started as Regional Sales Manager West from August 2013 to July 2015 and then elevated to Shopper & Customer Marketing Head in August 2015. He also served as Associate Director- International Business from March 2020 to February 2022.

Before this, he was associated with Marico for the period more than six years. He stared as Regional Sales Development Manager- North in July 2010 and assumed different positions at the company. He also served as Regional Manager at CEAT from January 2005 to July 2007.

Speaking about his appointment, Vijay, Chief Marketing Officer, Duroflex said, “I’m delighted to join Duroflex, a company renowned for its pioneering innovations in the sleep solutions industry for over six decades. I look forward to driving growth and strengthening our relationships with our customers. By focusing on innovation, and enhancing customer experience at every touchpoint, I hope to make Duroflex the most loved sleep solutions brand.”

Commenting on this new role, Krishna, Chief Sales Officer – Consumer Business, Duroflex said, “I’m delighted to join Duroflex, a brand which is committed to quality and innovation in the sleep solutions industry and has earned immense trust from its consumers. With Duroflex, I hope to set a standard for excellence in the industry through superior solutions. I look forward to building strong relationships with our channel partners and continuously improving our skills to deliver exceptional results and drive profitable business growth.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.
Feature

Consumers Are Our Biggest Advertisers: Pernod Ricard India’s Debasree Dasgupta On Surrogate Advertising

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July 22, 2026

Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has...

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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