Why Sandwizzaa is betting on consistency in a hyper-competitive QSR market

Unlike quick-service restaurants typically fueled by discounts and external funding, Sandwizzaa has pursued a distinct strategy, growing steadily and profitably without outside capital. The brand, originating in 1986 with a vegetarian core, has expanded due to disciplined operations, unwavering consistency, and a strong grasp of urban buying habits. During a conversation with Economic Times Digital, Pankaj Sharma, Director, detailed the factors contributing to the company's recent revenue leap, their methodology for unit economics, and their commitment to gradual growth over aggressive, financially driven expansion.

Economic Times (ET): Sandwizzaa has seen a sharp jump in revenue over the last fiscal year. What were the key drivers behind this growth, and which bets paid off the most?

Pankaj Sharma (PS): Our growth over the last fiscal year results from two factors which include our controlled expansion efforts together with our improved unit economics and our dedicated work to boost customer repeat purchases. Since 1986 we have built our brand as a trusted business which has adapted its operations to meet evolving consumer needs while maintaining its commitment to delivering fresh vegetarian food made upon request.


The delivery platform expansion which improved our business operations became one of our most successful investments because it provided better access to our products while creating opportunities for customers to make frequent small purchases. The business has achieved increased customer retention through its dedication to delivering consistent products which meet high quality standards. The industry awards together with multiple recognitions have helped our brand achieve greater visibility while building its credibility which has positively influenced our growth trajectory.

ET: You have managed to stay profit-positive even while expanding aggressively. How are you maintaining profitability amidst scale, especially in a cost-sensitive QSR business?

PS: The art of maintaining profitability while scaling is all about operational discipline and efficiencies through processes. In past years, we have put a lot of emphasis on training our people, kitchen design, and the operational efficiencies that allow us to deliver quality while keeping wastages low.

The made-to-order concept is another important factor that plays a significant role in the business. Because of this concept, we can keep tight control on inventory levels without any risk of overproduction. At the same time, we keep a tight eye on input costs and manpower without compromising the customer experience.

ET: Being completely bootstrapped is rare in today’s QSR landscape. What have been the biggest advantages of not taking external funding—and were there moments you felt constrained?

PS: Being a bootstrapped company has given us the luxury of creating a business with a long-term, sustainability-focused approach. We have never been beholden to anything other than strong cash management, efficiency, and organic growth. It means that every restaurant we open is a sustainable, well-thought-through business. There are certainly times when access to external capital would have given us a significant advantage in growth, but I firmly believe that the cost of this is far less than the benefit. We have been able to maintain complete control over our strategy, which is completely aligned with our brand’s founding philosophy.

ET: You have built Sandwizzaa as a vegetarian-first QSR brand. What opportunity did you see in this space, and how has that positioning influenced your growth and customer base?

PS: Right from the start, we had a clear vision of what we wanted to achieve in terms of a strong and scalable vegetarian QSR brand. The veg sandwich category was disorganised, with no focus on standardisation, hygiene, or brand experience. We saw an opportunity to introduce much-needed standardization, quality, and variety to this segment. This has helped us achieve a high degree of trust from our consumers, particularly in the mid-to-premium segment, where standardization, hygiene, and taste are of utmost importance. Being a vegetarian brand has helped us create a strong brand identity in a QSR space.

ET: In a market obsessed with new launches and constant menu innovation, you have emphasized consistency. Why does consistency matter more, and how do you balance it with keeping the menu relevant?

PS: For us, consistency is key to creating trust in the food business. Customers keep coming back because they know they will get the same taste, quality, and experience every time they visit any outlet.

However, yes, we are not against adapting to changes in consumer behavior. For us, innovation is incremental, i.e., we are innovating within our core by creating variations, increasing bread varieties, improving recipes, and so on. Innovation for us is not reinvention.

ET: Can you break down your store-level economics? What does a typical outlet’s path to profitability look like, and how critical is repeat consumption in making the model work?

PS: The model of our store is based on high-frequency consumption and repeat customer behavior. The product itself, being fresh, made-to-order, and having a certain degree of customization, creates a pattern of consumption.

The efficiency, cost-effectiveness, and standardization of our business process ensure a definite path to profitability for all stores. Repeat consumption patterns play a very important role in this model, not only because of revenue predictability but also because of the overall economics of each store.

ET: Mumbai’s unique eating habits, from quick bites to late-night cravings, often shape successful food brands. How has the city influenced Sandwizzaa’s menu, formats, and expansion strategy?

PS: Mumbai has been instrumental in shaping our brand and operating philosophy. The city’s fast-paced lifestyle and demand for quick, hygienic, and dependable food have driven our focus on speed of service, freshness, and consistency.

At the same time, Mumbai’s diverse and evolving consumer base has encouraged us to stay relevant and adaptive, whether in terms of menu offerings, portion sizes, or store formats. Our expansion strategy has been closely aligned with these consumption patterns, ensuring we remain accessible and convenient to our core audience.

ET: What is your outlook for the current fiscal, both in terms of revenue targets and profitability, and what key challenges do you anticipate?

PS: We are positive about the growth trajectory continuing at a steady rate, coupled with profitability in the current fiscal. Our focus will continue to be on increasing productivity per store, building strength on the delivery platforms, and providing a high quality, trusted customer experience.

But at the same time, the market is also facing challenges such as changing input factor prices. Moreover, consumer behavior is changing. Therefore, managing these effectively while delivering quality will be important. We see this as a phase where the focus will be on calibrated growth.

ET: Sandwizzaa was founded by Omprakash Sharma and is now run by you alongside three other directors, each bringing distinct expertise. How does this multi-director leadership structure work in practice, and what role has it played in scaling the business efficiently?

PS: Our leadership team is structured around a combination of strengths in key areas like operations, legal, finance, and growth. This allows us to take a more holistic approach to decision-making while delivering on execution.

Having a multi-director team with different areas of expertise allows us to be more accountable as well as agile. However, the directors are aligned on the vision of creating a trusted, high-quality vegetarian QSR brand. This has been key in helping us achieve efficient growth.