Direct-to-consumer brands are becoming more cautious about bringing celebrities in as co-founders, as several high-profile ventures struggle to sustain growth after high-impact launches.
Founders and investors say the emphasis is shifting away from celebrity equity ownership towards endorsement-led partnerships, as operational depth and long-term execution take precedence over visibility alone.
A string of celebrity-backed brands that drew strong attention at launch have found it difficult to build durable businesses. Labels such as Nush by Anushka Sharma, 82E by Deepika Padukone, Skult by Shahid Kapoor and Imara by Shraddha Kapoor generated early consumer interest but failed to translate that momentum into scalable growth.
Even among more established names, results have been mixed. Fashion brand Wrogn, backed by cricketer Virat Kohli, reported a 29.2 per cent year-on-year fall in revenue from operations to ₹243.75 crore in FY24, followed by a further 9 per cent decline to ₹223 crore in FY25, according to filings with the Registrar of Companies.
By contrast, newer apparel brands such as Snitch, Bewakoof, The Pant Project and Rare Rabbit have continued to post steady growth over the same period.
Visibility versus value
Industry executives say the contrast highlights a key lesson for the D2C ecosystem. Celebrity association may drive initial trials, but it does not guarantee repeat purchases or customer loyalty.
Somdutta Singh, founder and chief executive of Assiduus Global, reportedly said consumers remain highly value-conscious, adding that while a familiar face may prompt a first purchase, sustained growth depends on product quality, pricing, availability and overall experience. She noted that inconsistent execution, rather than lack of intent, has often held brands back.
There are, however, exceptions. Celebrity-backed brands such as HRX, Kay Beauty, Ed-a-Mamma and Seven have scaled more steadily, supported by stronger fundamentals and continued involvement from their star promoters. Investors say these brands treated celebrity capital as a growth accelerator, not a replacement for operational rigour.
From star power to substance
In many other cases, limited engagement beyond endorsement has constrained progress. Building a consumer brand requires long-term investment in product development, sourcing, supply chains and distribution, areas where celebrity appeal alone offers little advantage.
Aditya Singh, co-founder and partner at All In Capital, reportedly said many celebrity-led brands functioned more like marketing campaigns than founder-driven companies. He added that core functions such as supply chain management, pricing and customer experience were often outsourced, leaving little operational strength once launch buzz faded.
As a result, D2C founders are recalibrating how they work with celebrities. Instead of equity deals, brands are increasingly opting for ambassadors with authentic product use or lifestyle alignment. When the association feels genuine, investors say, it can build credibility over time without diluting focus on execution.
