When Vishal Kedia arrived in Chandigarh more than a decade ago, he carried only Rs 5,000-10,000 and a degree from Lovely Professional University (2012 batch). His first job was as a corporate trainer, teaching programming languages such as PHP to engineering students. But the monotony of repeating the same lessons prompted him to reconsider his path.
By 2013, when he was 23, he moved from training to IT development, using his technical skills to create mobile applications and websites for clients in the US, Canada and New Zealand. The venture grew rapidly, expanding to 100 employees and achieving an annual turnover of Rs 3 to 4 crore.
But Kedia could sense another shift taking shape.
Discover e-commerce opportunities
As customer habits moved from local stores to online shopping, Kedia and his team adapted. They started selling trending products on platforms like Amazon, Flipkart and Snapdeal. With a strong foundation in technology and digital marketing, the transition came naturally.
Gradually, he realized that long-term growth lay not in selling commodity products but in building brands. This vision led to the launch of Qissa Care Private Limited in 2018.
Two brands, one growth engine
Under Qaysa Care, Kedia operates two brands:
- Calmras: An entertainment brand now competing in a crowded but expanding market.
- Toujoo: A children’s toy brand that has established a strong presence in the used toy segment of the market.
Together, the two brands generate annual sales of around Rs 25 crore, with an estimated valuation of around Rs 100 crore. The project has been fully bootstrapped.
Building beyond the kernel
Kedia has steadily diversified. He has invested in about 20 startups, including:
- Unicorn III, founded by Shark Tank’s Ashneer Grover
- Flex me
- Punjab based projects like Jaggercane and NymbleUp
He also owns a 25 per cent stake in a 25,000 sq ft manufacturing unit in Baddi that produces food and cosmetic products. His first IT services company continues to operate under his wife’s management, and maintains a turnover of Rs 1-2 crore annually.
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Kedia, originally from Una, Himachal Pradesh, says Chandigarh offers stability. “It was very easy to survive in this city,” he recalls.
However, running direct-to-consumer brands from the region comes with logistical drawbacks. Courier companies classify the area as less suitable, resulting in higher costs and longer delivery times. “The monthly logistics bill of Rs 20,000 here would be Rs 14,000 if done from Delhi NCR,” he explains.
Despite this, its workforce largely comes from Punjab, Haryana and Himachal Pradesh. He regularly recruits from LPU and Chandigarh University, and particularly values emerging creative and media talent from UCLA.
The philosophy that guides him
Kedia advises young entrepreneurs to avoid overthinking. “Smart people plan too much because they fear failure,” he says. “Instead, they take action. The results that come from the work are more important than over-planning.”
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For him, progress itself is motivation. “If we grow even 1 percent in a bad month, that’s enough,” he says. Time with close friends is his way to relax.
From a few thousand rupees to building a Rs 100-crore enterprise, Kedia’s journey continues to evolve, anchored by resilience, adaptability and intentional risk-taking.
(Tags for translation)Chandigarh
