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Sidharth Kedia Returns To NODWIN As Chief Strategy & Investments Officer

As NODWIN Gaming enters its next phase of global expansion, Sidharth Kedia returns in a strategic leadership role to drive fundraising, M&A, and long-term growth. With a proven track record of scaling the business and shaping its evolution into a youth media powerhouse, his comeback signals a sharper focus on value creation and IPO readiness.

MM Desk by MM Desk
April 2, 2026
in Business
A A
Sidharth Kedia Returns To NODWIN As Chief Strategy & Investments Officer

NODWIN Gaming, a global player in gaming, esports and youth entertainment, has appointed Sidharth Kedia as Chief Strategy and Investments Officer. In this role, Kedia will be responsible for strategy, fundraising, and mergers and acquisitions, as NODWIN continues to scale its global youth media portfolio and advance toward its next phase of growth.

According to the company, Kedia has returned to NODWIN at a defining moment for the company, having previously served as CEO from 2019 to 2023. During his tenure, NODWIN delivered a tenfold increase in revenue, raised over $50 million in capital, and significantly enhanced its market position, with valuation growing from approximately Rs 140 crore (approx $19.4 million at the time) post Nazara’s investment in 2018, to $350 million pre-money following the Sony Group Corporation-led round in 2023. He also played a key role in shaping NODWIN’s evolution from an esports-focused business into a broader youth media and entertainment company, laying the foundation for its current multi-vertical ecosystem.

Kedia brings over two decades of experience across media, investments, and strategy. He has held leadership roles across fintech, private equity, and media.

He was part of the early evolution of India’s payments ecosystem at Venture Infotek, built one of the country’s early analytics and data science practices at eFunds, and co-founded Ambit Pragma Ventures, a $150 million private equity fund focused on high-growth sectors, leading their Media and Entertainment practice.

He later played a key role within Reliance Industries, leading turnaround and restructuring initiatives across the Network18 portfolio and advising on media investments for Jio. As Head of Strategy at Viacom18, he worked across corporate strategy and M&A while driving data-led decision making and innovating traditional media models. His career reflects a consistent focus on identifying shifts in consumer behaviour and enabling businesses at the intersection of technology, content, and distribution.

As per the company, Kedia’s appointment comes on the back of NODWIN Gaming reinforcing its Board and leadership with the appointment of Arnd Benninghoff to its Board of Directors, reflecting the company’s continued focus on building institutional depth and preparedness for a potential IPO.

In his new role, Sidharth will focus on sharpening NODWIN’s long-term strategic direction, driving shareholder value, and identifying inorganic growth opportunities across key international markets. His mandate includes strengthening the company’s investment thesis as it builds a scalable, IP-led business across gaming, content, live experiences, and youth culture.

Sidharth Kedia, Chief Strategy and Investments Officer, NODWIN Gaming, said, “It feels great to be back at NODWIN at such an important point in its journey. Having seen the company grow over the years, it’s clear how strong the foundation is today and how much opportunity lies ahead. NODWIN is entering a phase where focused strategy, thoughtful capital allocation, and strong execution will unlock its true value potential. I’m looking forward to working with the team to build on this momentum and take NODWIN into its next stage of growth.”

Akshat Rathee, Co-Founder and Managing Director, NODWIN Gaming, said: “Sidharth has played a pivotal role in shaping NODWIN’s journey, and his return back to the NODWIN Family comes at an important stage as we continue to scale the business globally and look at a potential listing. He combines a deep understanding of our ecosystem with strong expertise in capital strategy and corporate development. As we expand our IP portfolio, enter new markets, and advance our capital plans, his leadership will be instrumental in driving long-term value creation for the company.”

 

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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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