“Our Kala Amb expansion is not just about capacity; it is about category expansion. With ₹25 crore investment and 100,000 sq. ft., we are entering new personal care segments under PANACHE.” Nikhil Nanda, Founder and Managing Director, JHS Svendgaard Laboratories Ltd.
The Indian manufacturing scenario is undergoing an interesting transformation, moving from a focus on sheer volume to a sophisticated pursuit of precision and premiumization. At the centre of this transition in the oral and personal care sector is JHS Svendgaard Laboratories Ltd., a company that has spent nearly three decades evolving from a reliable partner into a strategic global innovator.
As the Indian oral care market marches toward a projected US$3.2 billion valuation by 2033, the conversation is no longer just about hygiene; it is about outcomes. In this exclusive dialogue with Niranjan Mudholkar, Founder & Editor-in-Chief, The Manufacturing Frontier, Nikhil Nanda, Founder and Managing Director of JHS Svendgaard, discusses the “China+1” strategy, the move toward medical-grade oral care, and how the company is leveraging its massive capacity expansion in Kala Amb to leapfrog global standards. From anchor-free technology to a nation-first philosophy, Mr. Nanda provides a masterclass on how an Indian manufacturing powerhouse is quietly becoming the backbone for the world’s most iconic FMCG brands.
The Indian oral care market is projected to hit US$3.2 billion by 2033. From your vantage point as a veteran in this space, what are the key consumer shifts driving this growth, and how is JHS positioning itself to capture this expanding pie?
The Indian oral care market is moving from price to performance. Consumers today are not just buying hygiene, they are buying outcomes: sensitivity relief, whitening, and gum health.
At JHS, we are building for this shift through three clear bets:
- Medical-grade oral care, where science drives differentiation
- Global private label partnerships, bringing international standards into India
- Supply chain excellence, allowing premium quality at mass-market costs
The real opportunity is not just growth, it’s premiumization at scale.
Innovation is the lifeblood of manufacturing. Could you walk us through the current product roadmap for JHS? Specifically, what new technologies or formulations are you integrating into your toothpaste and oral care lines to stay ahead of global standards?
Our focus is to leapfrog, not follow. In toothbrushes, we are introducing anchor-free technology, a global standard where bristles are arranged without metal staples, improving hygiene and durability.
We are also expanding into adjacent oral care accessories, with dental floss and specialized formats. Beyond oral care, through PANACHE, we are entering high-design personal care, where aesthetics meet functionality. We don’t see ourselves as manufacturers anymore. We are becoming product innovators.
JHS has become a reliable manufacturing partner for giants like Hindustan Unilever, Dabur, and Amway. What is the secret to maintaining these high-stakes strategic partnerships for decades, and how do you ensure quality compliance across such a diverse portfolio of brands?
The foundation of long-term partnerships is simple: zero-error execution, high adaptability, and complete transparency.
First, compliance – global brands don’t allow mistakes, and neither do we.
Second, agility – every brand has a different DNA, and our manufacturing is built to adapt.
Third, trust – we operate as an extension of our partners, not just a vendor.
With a market capitalization of approximately ₹105 crore and advanced talks underway for a new unit on your adjacent land, what specific capabilities will this expansion bring to JHS? Are there new FMCG categories beyond oral care that you are looking to dominate?
Our Kala Amb expansion is not just about capacity; it is about category expansion. With ₹25 crore investment and 100,000 sq. ft., we are entering new personal care segments under PANACHE.
We are also strengthening our position in talcum powders, with flexible SKU capabilities and a focus on herbal and fragrance-led products, including body washes and grooming tools, backed by confirmed LOIs from customers.
Winning the Top Exporter Award from the Plastics Export Promotion Council for five consecutive years is a significant feat. As you look at the global map, which international markets currently offer the most potential for JHS-manufactured products?
The award reinforces that Indian manufacturing is now globally competitive on both quality and cost. For us, North America is the biggest immediate opportunity, especially with our partnership with GuruNanda and the growing “China+1” shift among U.S. retailers.
Beyond that, Europe and EMEA offer strong long-term growth. While short-term geopolitics may impact logistics, the structural trend is clear. India is becoming a preferred global manufacturing base. Our focus is to scale in these markets with medical-grade oral care, where margins and brand equity are significantly higher.
Reflecting on the journey since 1997, what do you want the legacy of JHS Svendgaard to be in the context of India’s industrial evolution, and where do you see the company by the end of this decade?
It has been a journey of resilience, navigating both rapid growth phases and challenging cycles. The last few years have been about building stability and sustainable growth.
Going forward, I want JHS to be seen as a pioneer in India’s manufacturing evolution and not just a company but an institution of industrial excellence.
By the end of this decade, our ambition is clear:
- Globally relevant
- A backbone partner to leading oral and personal care brands
- If we can build a company that quietly powers global brands while staying rooted in a nation-first philosophy, that will be our true legacy.
India’s next manufacturing decade will not be about scale alone, it will be about precision, quality, and global trust. That’s where we want JHS to lead.
