India’s first ice-pop brand, Skippi, is setting its sights high with plans to hit a ₹300 crore turnover in the next three years. The Hyderabad-based startup is also preparing for an SME IPO, aiming to fuel its next phase of growth across domestic and international markets.
The D2C brand shot to fame after its appearance on Shark Tank India, where it gained all five investors’ backing. Since then, Skippi has scaled rapidly, currently present in over 20,000 retail outlets across 300+ cities. It also sells directly through its own website and leading marketplaces like Amazon, Swiggy Instamart, and Zepto, strengthening its D2C play.
“We’re targeting a ₹100 crore revenue milestone soon, but the larger goal is to build a ₹300 crore brand with a clear path to profitability,” said Ravi Kabra, co-founder of Skippi. The brand recently secured ₹12 crore in an extended pre-Series A round, led by Dubai-based investors and Indian VCs, which will be used to ramp up production, talent hiring, and marketing.
While Skippi’s product line remains focused on nostalgia-driven treats like ice pops, the brand has also launched value packs and is exploring D2C-first product innovations for India’s urban snacking segment. The brand wants to strengthen its manufacturing capabilities and enhance supply chain efficiency to meet rising demand—especially in summer-heavy regions where consumption peaks.
Beyond Indian metros, Skippi has its eyes set on the Middle East, where a pilot launch is underway. Kabra highlighted the strategic focus on export markets and the NRI population, who are familiar with Indian-style ice treats. The move aligns with a growing trend among Indian D2C brands looking to establish a global footprint.
Financially, the company is on an aggressive growth trajectory. From just ₹4 crore in FY22, Skippi clocked over ₹20 crore in FY24 revenue. It plans to touch ₹70–72 crore by FY25. The upcoming SME IPO, likely in the next 2–3 years, is being positioned as a route to unlock retail investor participation and institutional capital, which is often out of reach for early-stage D2C startups.
Despite the growth, Kabra admits that profitability remains a challenge—typical for most young D2C companies in the scale-up phase. However, he remains optimistic that better unit economics and operational scale will help them reduce burn and reach EBITDA positivity before listing.
In an increasingly competitive food & beverage segment, Skippi’s clear brand recall, distribution muscle, and focused D2C strategy could give it a long-term edge.
