When Vishal Kedia arrived in Chandigarh more than a decade ago, he carried with him just Rs 5,000 to Rs 10,000 and a degree from Lovely Professional University (Class of 2012). His first job was as a corporate trainer, teaching programming languages such as PHP to engineering students. But the monotony of repeating the same lessons pushed him to reconsider his path.
By 2013, at 23, he shifted from training to IT development, using his technical skills to build mobile applications and websites for clients in the US, Canada and New Zealand. The venture grew quickly, scaling to 100 employees and an annual turnover of Rs 3 to 4 crore.
But Kedia could sense another shift taking shape.
Spotting the E-commerce Opportunity
As customer habits moved from local stores to online shopping, Kedia and his team adapted. They began selling trending products on platforms like Amazon, Flipkart and Snapdeal. With a strong grounding in technology and digital marketing, the transition came naturally.
Gradually, he realised that long-term growth lay not in selling commodity products but in building brands. This insight led to the launch of Qaysa Care Private Limited in 2018.
Two Brands, One Growth Engine
Under Qaysa Care, Kedia runs two brands:
- Calmras: A recreational wellness brand that now competes in a crowded but expanding market.
- Toujoo: A kids’ toy brand that has established a strong presence in the used-to-market category.
Together, the two brands generate an annual turnover of about Rs 25 crore, with an estimated valuation of around Rs 100 crore. The venture is fully bootstrapped.
Building Beyond the Core
Kedia has diversified steadily. He has invested in around 20 startups, including:
- Third Unicorn, founded by Shark Tank’s Ashneer Grover
- Flexify Me
- Punjab-based ventures such as Jaggercane and NymbleUp
He also holds a 25 percent stake in a 25,000 square foot manufacturing unit in Baddi that produces nutraceutical and cosmetic products. His first IT services company continues to operate under his wife, maintaining a turnover of Rs 1 to 2 crore annually.
Why the Tri-City Still Matters
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Originally from Una, Himachal Pradesh, Kedia says Chandigarh offered stability. “Survival was very easy in this city,” he recalls.
However, operating direct-to-consumer brands from the region comes with logistical disadvantages. Courier firms classify the area under a less favourable zone, resulting in higher costs and longer delivery times. “A Rs 20 lakh monthly logistics bill here would be Rs 14 lakh if done from Delhi NCR,” he explains.
Despite this, his workforce is drawn largely from Punjab, Haryana and Himachal Pradesh. He hires regularly from LPU and Chandigarh University, valuing especially the creative and media talent emerging from CU.
The Philosophy That Guides Him
Kedia advises young entrepreneurs to avoid over-thinking. “Smart people plan too much because they fear failure. Instead, take action. The results that come from doing are more meaningful than over-planning,” he says.
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For him, progress itself is motivation. “If we are growing even 1 percent in a bad month, that is enough,” he says. Time with close friends is his way of unwinding.
From a few thousand rupees to building a Rs 100 crore enterprise, Kedia’s journey is still evolving, grounded in resilience, adaptability and deliberate risk-taking.
