One product. Two buyer types. Two completely different acquisition engines.

My Role

Growth and Strategy

• Building the Meta Ads and B2B SEO acquisition system for startup brands
• Direct brand outreach and onboarding for the startup segment
• Mapping enterprise brand contacts through referrals and agents
• Building the relationship pipeline that accessed Libas, Cover Story, Ancestry, and Shein
• Closing enterprise accounts that contributed ₹70L in monthly recurring revenue

The Situation

Most apparel manufacturers in India are built for large orders. Early-stage brands launching their first collection cannot meet those MOQs. That gap was the opportunity. When I joined ZYOD, the low-MOQ positioning existed loosely. My job was to build the acquisition system around it.

Once the startup pipeline was running, we needed enterprise clients too. Same product, completely different buyer. The strategy had to change from scratch.

The Approach

Track 1 — Startup Brands

Startup founders search. They look up "low MOQ manufacturer Delhi" and scroll Instagram for someone who speaks their language. I ran Meta Ads targeting early-stage founders and optimised ZYOD's B2B listings until we ranked number one in NCR for terms like "western dress manufacturer" and "low MOQ Delhi."

Generating leads was only half the job. Most of these founders had no design team, no idea how sampling worked, and no one to explain the process. I became that person. Walking them through it is what turned leads into clients. Fifty-plus brands onboarded in the first three months.

Track 2 — Enterprise Clients

Libas is not clicking a Meta ad. Enterprise buyers come through relationships, warm introductions, and people vouching for you in rooms you are not in. Running the same digital playbook would have been wasted spend.

I mapped second and third degree contacts through a mix of direct outreach and agents, and built a pipeline of 20+ enterprise brand contacts who could get us in front of the right decision-makers. That network got ZYOD in front of Libas, Cover Story, Ancestry, and Shein. The directly sourced accounts contributed ₹70 lakhs in monthly recurring revenue.

What I Learned

The instinct is to find one channel that works and push harder on it. That is the wrong move when you are operating across two fundamentally different buyer types. The channel has to follow the buyer, not the other way around.

If I were doing this again I would have built a formal hand-off system for startup clients who grew fast. Some of them hit order volumes that put them in enterprise territory, but there was no structured process to move them into a different relationship track. Revenue was left on the table because of that gap.