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Keventers Appoints Shaurya Prabhat As CEO

Keventers has appointed Shaurya Prabhat as CEO, succeeding founder Agastya Dalmia, as the milkshake brand outlines expansion and growth plans.

MM Desk by MM Desk
March 26, 2026
in Business
A A
Keventers Appoints Shaurya Prabhat As CEO

Keventers has appointed Shaurya Prabhat as Chief Executive Officer, succeeding founder Agastya Dalmia. The appointment has marked a leadership transition at the milkshake brand owned by Super Milk Products.

Shaurya has been associated with the company since 2017 and has most recently served as Director and Chief Strategy Officer. He has taken over the role from Dalmia, who has revived the heritage brand for a new generation.

Over the past eight years, Shaurya has taken on responsibilities across strategy, business excellence, HR, marketing and operations. He has previously led business development when the company has operated largely through a franchise-led model and has later shaped its commercial direction from New Delhi. Prior to joining Keventers, he has worked at The Smart Cube (now a WNS company), advising Fortune 100 clients across sectors including retail, banking, pharma and oil and gas.

The company has outlined expansion plans under his leadership, including opening 70 new outlets within a year. It has also aimed to triple the size of the business over three years and further scale it over five years. Keventers has been exploring growth opportunities across retail and FMCG, quick commerce, and institutional sales as part of a broader portfolio strategy.

The brand has also been focusing on aligning with younger consumers by expanding its product offerings and strengthening its presence across social media and experiential formats.

“I’d like to thank the Board for entrusting me with the responsibility of shaping the company’s next phase of growth. What I’ve learned over eight years is that the mission never really changes: grow the company, grow the brand, and do it with honesty. If you manage your inputs with excellence, the outcomes take care of themselves. I’m extremely excited about the vast opportunities ahead for us.”- Shaurya Prabhat, CEO and Managing Director, Keventers

“I have worked alongside Shaurya for over eight years and known him for longer – I have seen how he thinks, how he leads, and how deeply he cares about this brand. He has led almost all significant decisions we have taken over the years and helped us navigate through the most complex of situations – from Covid and restructuring our business model to fundraising and governance. I could not be prouder of what we have built together, and I could not be more confident about what he will build next.”- Agastya Dalmia, Founder, Keventers

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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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