Factory tour
embraces it. “Heritage is everything. A lot of our products are traditional, and you can’t compromise on that. Take our bhuja: it was a common snack in Rajasthan, but our family dal, which made it crispier. That innovation became part of the tradition.” Still,
she acknowledges that younger
in the UK is undergoing a cultural shift. Consumers are more adventurous post-COVID, more design-conscious, and more focused on experience-led gifting. According to industry data, the fusion and experiential food segments are growing faster than traditional sweets, driven by younger, multicultural shoppers. For Rhea Agarwal,
Director of Business
Development for the UK and EU, the mission is to scale thoughtfully, but always protect the brand’s integrity. When Rhea Agarwal speaks about Haldiram’s, she doesn’t talk like a corporate strategist. She speaks and acts like more of a custodian, of a name that carries four generations of meaning. Sitting at the helm of Haldiram’s UK and EU operations, she has the delicate task of expanding one of India’s most iconic brands into a market that barely knows its name – yet.
“My vision is to build Haldiram’s as a trustable brand here, just like it already is in India,” Rhea says. “Even though Indian food might be niche in the UK, people still have mango chutney or papadums in their shopping baskets. We want to be the brand they pick up for those items, and for everything else Indian.”
“This is our only base outside
India. It plays a major role in our expansion, especially since we’re
16 Kennedy’s Confection June 2025
eyeing markets like Australia and New Zealand, which share similar dairy regulations. This is our hub for that,” she explains.
Balancing heritage with relevance As with many legacy brands, Haldiram’s faces a balancing act: how to maintain its heritage while resonating with modern consumers. Rhea is acutely aware of this tension, and
consumers—especially in Western markets— expect more. That means considering factors like protein content, sugar levels, and global “Sometimes, it’s not even about changing the product. It’s just about changing the messaging. We could already be part of a trend—we just need to frame it in a way that connects.” Rhea was the driving force behind the Khaas Collection, from identifying the market gap to overseeing its execution. She agrees with Devanshi’s earlier statement on needing an Indian equivalent that also looked luxurious. “People don’t want to gift just kaju katli anymore. They want something special. So we created something that looks familiar to British like saffron nut and chocolate-dipped walnut.” The marzipan base, she explains, was chosen after extensive R&D. It offered the right texture and shelf life, while serving as a familiar canvas be customisable. Nut-free options, tailored for Diwali, weddings, or corporate gifts, we can create something premium and meaningful.”
On retail, restaurants, and responsible growth Despite the product innovation, Rhea is careful not to run too fast. She believes in thoughtful growth, and that includes taking time to build the right retail partnerships and routes to market. “We’ve already been exporting our packaged food since 1994. But now, the restaurant side is our next big move. London a priority for us.”
E-commerce is also central to the expansion strategy. Rhea’s team is investing in SEO and exploring partnerships with major platforms beyond their own website. “It’s a huge growth area. People don’t even know they can order most of our products online. That’s something with formats that make sense. A giant pack in Costco, a smaller one in local shops, it’s all about visibility and accessibility.” Perhaps the most powerful insight into
Every six months, she personally meets with
KennedysConfection.com
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