Direct-to-consumer (D2C) brands are growing increasingly cautious about bringing celebrities on board as co-founders, after several high-profile ventures led by them struggled to sustain momentum beyond splashy launches.
Founders and investors are now leaning towards endorsement-led partnerships rather than equity ownership, as the focus shifts from visibility to operational depth, execution discipline and long-term brand building.
A number of celebrity-backed labels that generated strong early buzz have failed to translate that attention into scalable businesses. Brands such as Nush by Anushka Sharma, 82E by Deepika Padukone, Skult by Shahid Kapoor and Imara by Shraddha Kapoor attracted consumer interest at launch but were unable to build durable growth engines.
‘Launch Buzz’ Trap
Even among more prominent names, outcomes have been uneven. Cricketer Virat Kohli’s fashion brand Wrogn reported a 29.2% year-on-year decline in revenue from operations to Rs 243.75 crore in FY24, followed by a further 9% drop to Rs 223 crore in FY25, according to filings with the Registrar of Companies. This contrasts with newer apparel brands such as Snitch, Bewakoof, The Pant Project and Rare Rabbit, which have continued to post steady growth over the same period.
Industry executives say the divergence underscores a hard lesson for the D2C ecosystem: celebrity association may drive trials, but it does not guarantee repeat purchases or brand loyalty. “Consumers are extremely value-conscious. A familiar face might prompt a first purchase, but sustained growth depends on product quality, pricing, availability and overall experience,” said Somdutta Singh, founder and chief executive of cross-border e-commerce accelerator Assiduus Global. “In many cases, the issue hasn’t been intent but inconsistent execution.”
There are, however, notable exceptions. Celebrity-backed ventures such as HRX, Kay Beauty, Ed-a-Mamma and Seven have scaled steadily, aided by strong fundamentals and sustained involvement from their star promoters. Investors point out that these brands treated celebrity capital as an accelerator, not a substitute, for operational rigour.
From ‘Face’ to ‘Founder’
In most other cases, limited engagement beyond brand endorsement has constrained growth. Building a consumer brand requires long-term investment in product development, sourcing, supply chains and distribution—areas where celebrity appeal offers little inherent advantage.
Deep Bajaj, founder of Sirona Hygiene, said the market has become far more selective about celebrity partnerships. “Strong brands are built on deep consumer insight and continuous involvement. Visibility can create awareness, but it cannot replace product–market fit,” he said, adding that celebrity founders can still work when they are genuinely invested in the business rather than merely lending their name.
Structural shortcomings have also contributed to past failures. Aditya Singh, co-founder and partner at All In Capital, noted that many celebrity-led brands functioned more as marketing campaigns than founder-driven companies. “Celebrities were often campaign partners, not true owners. Core functions like supply chain, pricing and customer experience were outsourced, and once the launch buzz faded, there was no operating muscle to sustain growth,” he said.
As a result, D2C founders are recalibrating their approach to celebrity collaborations. Instead of equity deals, brands are increasingly opting for ambassadors with authentic product usage or lifestyle alignment. “When the association feels genuine, it builds credibility and trust over time,” Singh said.