Anmasa is a Delhi NCR grocery startup that makes staples like flour, oils, and spices only after a customer places an order. The latest Anmasa funding round brings in ₹30 crore in seed capital led by Fireside Ventures, with Blume Ventures also participating, as the company tries to scale a model built around fresh, minimally processed pantry basics instead of long-shelf packaged goods. Shoppers who care about freshness in staples usually end up choosing between inconsistent local mills and branded products that were processed long before they reached the kitchen. Founded in 2024 by Yatish Talvadia and Shailendra Upadhyay, Anmasa is betting that this gap is big enough to build a large repeat-purchase business.
What is Anmasa and how does it work?
Anmasa sells everyday staples through an app, website, and physical stores, but the mechanics are closer to neighbourhood micro-manufacturing than standard grocery retail. A customer places an order for atta, oil, spices, rice, pulses, ghee, dry fruits, or related pantry items. The nearest store then processes and packs the order, with delivery promised in about 90 minutes and no minimum basket value. Its own messaging is blunt: “milled after order.”
The standout product is flour. Buyers can choose from more than 30 grains, millets, and seeds. They can build multigrain mixes and pick grind texture based on what they’re cooking — including region-specific use cases like luchi, poori, and bhakri. Anmasa’s app also spells out the customization layer clearly: customers can select their preferred grain mix and texture for atta rather than just choosing a fixed SKU off a digital shelf.
The range is already pretty broad for a young fresh staples brand. The live product list includes stone-ground whole wheat variants such as MP Premium, Sharbati, multigrain, and Khapli, alongside functional blends like Fiber+, Iron & Calcium+, Low-GI Protein+, and Smart Growth+. It also sells wood-pressed mustard, groundnut, sesame, and coconut oils, plus whole and ground spices, dry fruits, millets, pulses, and rice. On its website, Anmasa says its atta is slow stone-ground at 50 RPM.
That’s the pitch. Before Anmasa, a customer who wanted fresh flour had to either trust a local chakki, buy grain and manage the milling trip, or settle for packaged flour sitting in inventory for weeks or months. After Anmasa, the process looks more like food delivery: order digitally, track it, and — if you walk into a store — watch the milling happen in front of you. It’s more tangible than the average D2C grocery promise.
Who founded Anmasa and how is it performing?
Founding story
Anmasa was started in 2024 by Yatish Talvadia and Shailendra Upadhyay. The company launched in Gurugram and Noida first, which wasn’t random — Talvadia’s view is that NCR has a large migrant population that grew up buying staples through local sourcing networks and neighbourhood mills, then lost access to that system after moving into bigger cities. So Anmasa didn’t start by trying to reinvent grocery. It started by trying to modernize a habit people already had.
Why the founders fit this category
Talvadia brings deep operating experience from Milkbasket, where he spent nearly 9 years and later served as CEO. Milkbasket’s sale to Reliance Retail Ventures in October 2021 gave him a close-up view of what urban Indian households reorder frequently and how neighbourhood delivery economics work. It also showed which cities behave differently even when they look similar on a map. That matters here because Anmasa isn’t selling discovery-led impulse products. It’s selling routine.
Upadhyay’s fit is just as relevant. He previously founded grocery delivery platform Veggie India, which Milkbasket acquired in March 2019. That history gives Anmasa two founders who’ve already worked through sourcing and hyperlocal fulfilment. They also know the unglamorous unit economics of daily-use grocery. Second-time founders don’t always win. But they usually waste less time on the wrong problems.
Traction and early signals
The company is live, not in pilot mode. Anmasa currently operates 9 stores across NCR, and those outlets do triple duty as production units, customer experience centers, and fulfilment hubs. Online orders contribute about 85% of revenue, while walk-ins make up the remaining 15%. About 40% of online customers had previously bought offline. That says something useful: the stores aren’t just for last-mile logistics, they’re a customer acquisition tool.
Early operating signals look promising. Anmasa processes roughly 700 to 800 online orders a day and has a 90-day repeat rate of nearly 50%. It gets about 70% of its D2C revenue from repeat buyers. The founders say the brand has grown 23X in the past 12 months, with 10% to 12% month-on-month sales growth, and that most stores are already positive at the store EBITDA level. Good numbers. Still, they’ve been posted in a relatively tight geographic cluster.
Fundraising details
This seed round adds ₹30 crore, or about $3.1 million, to the balance sheet. Fireside Ventures led the round, and Blume Ventures joined along with undisclosed angel investors. Anmasa says total funding now stands at ₹47.5 crore, including ₹9.75 crore in pre-seed capital last year and a ₹7.5 crore bridge round in January 2026. The new money is earmarked for city expansion and new stores. It will also fund manufacturing hubs, leadership hires, stronger tech infrastructure, and more product personalization.
Competition and positioning
Anmasa is squeezed between very different kinds of rivals. On one side are packaged staples giants such as Aashirvaad and Tata Sampann, which win on scale, distribution, and habit. On the other are local flour mills, which can deliver freshness and customization but often lose on hygiene, consistency, and convenience. Then there are newer food brands like Anveshan, Zoff, and Two Brothers Organic Farms, which also sell minimally processed pantry products to a more quality-conscious buyer.
Its answer is the “bright store” model. Instead of a dark store hidden behind a delivery promise, Anmasa uses storefronts that shoppers can visit, learn from, and order through. It’s a subtle but important distinction. The company is trying to combine the trust of a neighbourhood chakki and the selection of a premium pantry brand. It also wants the convenience of quick commerce, without carrying too much finished-goods inventory.
How does Anmasa funding change its expansion plans?
This round matters because Anmasa’s model is more operationally heavy than a typical D2C food brand. It isn’t just buying customer attention online and shipping pre-packed inventory from a warehouse. Every new cluster needs stores, milling and pressing equipment, procurement discipline, trained staff, and tight last-mile control. So capital here is less about marketing burn and more about building a repeatable city-launch machine.
The next test market is Bengaluru, where Anmasa wants to enter within 3 to 6 months. After that, Pune or Hyderabad is on the list, and the startup has mapped 25 cities for expansion over the next 5 years. It’s also building an ERP system to track the chain from sourcing and procurement to manufacturing and delivery. Talvadia summed up the priorities as “technology, team building, expansion.” That’s where the risk sits too. If the ERP and store playbook work outside NCR, this becomes a real network business. If not, it stays a smart local brand.
What is the market for fresh staples in India?
The category is bigger than it first looks. IMARC pegs India’s packaged atta market at ₹95.1 billion in 2025 and expects it to reach ₹286.4 billion by 2034. The broader wheat flour market is also large, with IMARC valuing it at $8.82 billion in 2025. That doesn’t prove Anmasa wins. But it does show that even a narrow wedge like premium, made-to-order staples sits inside a very large consumption pool.
The structural trend is also on Anmasa’s side. Redseer says about 85% to 90% of mass grocery retail in India still runs through traditional trade, while high retail density, small basket sizes, and frequent purchases keep favouring hyperlocal formats. At the same time, quick commerce now accounts for roughly 70% of online grocery, even though online grocery itself is still only about 2% of total grocery retail. It’s a weird market, but a useful one: digital ordering has been normalized, yet staples are still massively under-digitized.
Conclusion
The Anmasa funding round doesn’t prove the bright store thesis. But it does give the company enough room to test whether fresh staples can become a serious branded habit instead of a niche urban preference. Watch Bengaluru closely.
Read how Neko Health raised a $700M Series C led by Lightspeed Venture Partners to expand its AI-powered preventive health scan clinics and launch its first U.S. location in New York.
FAQ
- What is the latest Anmasa funding round? Anmasa has raised ₹30 crore in a seed round led by Fireside Ventures, with participation from Blume Ventures and other backers. The round takes total capital raised to ₹47.5 crore, and the company plans to use the money for city launches, new hubs, technology, and leadership hiring.
- How does Anmasa’s made-to-order staples model work? Anmasa processes staples after the customer places an order instead of stocking large volumes of finished goods. Through its app and stores, buyers can order fresh atta, oils, and spices, customize grain mix and texture for flour, track the order, and receive delivery in about 90 minutes in its service areas.
- Who founded Anmasa? Anmasa was founded in 2024 by Yatish Talvadia and Shailendra Upadhyay. Talvadia is a former Milkbasket executive and cofounder, while Upadhyay previously cofounded Veggie India, which Milkbasket acquired in 2019.
- What market is Anmasa trying to capture? Anmasa is going after the fresh staples and pantry products segment inside India’s massive grocery market. That includes categories like atta, spices, oils, pulses, and rice, where buyers still rely heavily on traditional retail even as digital ordering and hyperlocal delivery become normal in urban India.
