Oroos Confectionery Pvt. Ltd. has raised ₹20 crore in funding, led by Fireside Ventures, to build a homegrown, affordable packaged food brand targeting aspirational consumers in India’s tier 2 and tier 3 towns.
The round also saw participation from the State Bank of India and prominent angels, including Vikash Agarwalla (MD & Partner, BCG India), Sanjay Wali (COO, VST Industries), Praneet Gupta (Director, Leading Sovereign Wealth Fund), Porush Jain (Founder, Sportskeeda), and Chandan Deep.
The capital will fuel the setup of a fully automated 40,000 sq. ft. manufacturing facility in Greater Noida and a distribution network starting with 25,000 general trade outlets across North and Northeast India — covering Uttar Pradesh, Delhi-NCR, Bihar, Jharkhand, West Bengal, and the seven Northeastern states.
“We’re building a ‘Make in India’ confectionery brand for the aspirational Bharat that wants quality at non-metro prices,” said Raje Suneet Jain, Founder and CEO, Oroos Confectionery. “Our manufacturing-first approach ensures scale, consistency, and affordability — starting at just ₹20 per pack.”
The company will launch with two SKUs in December 2025, with commercial production scaling from January 2026. The facility will create 100 direct and indirect jobs in phase one, with a current capacity to generate ₹100 crore in annual net sales.
“Oroos taps into the underserved India2 consumer — 70 million households seeking trusted, branded alternatives to loosen sweets,” said Prayag Mohanty, Principal, Fireside Ventures. “Their deep consumer insight and manufacturing-led model position them perfectly to capture this massive opportunity.”
The move aligns with the India Confectionery Market’s projected growth from ₹379 billion in 2024 to ₹597 billion by 2033 (IMARC Group), driven by formalization and rising demand in smaller towns.
Oroos plans to expand into new snack formats and mass-affordable packaged foods post its production ramp-up, positioning itself as a trusted, Indian-made brand for Bharat’s next 300 million consumers.

