In conversation with Mr. Varun Chaudhary, Managing Director, CG Corp Global, we delve into the brand’s evolution beyond noodles, its ₹1200 Crore vision, and the innovation-led roadmap driving future growth.

Question-  How has the trajectory of CG Foods Global been so far in the Industry, and what are the lessons that you have cultivated over the years?

Ans. As a company, we have successfully evolved from a single-product legacy to a multi-category food player. During this growth phase, our focus on innovation, strategy to adapt to local taste, and scaling operations to international markets has been very helpful. At the same time, we learned several lessons, including the importance of continuous product diversification and strategic partnerships that support growth.

Questions – What is your strategic vision for CG Foods, especially with the ₹1200 Crore target for FY 25–26?

Ans. Our vision is to transform CG Foods into a diversified, future-ready food company that will expand beyond instant noodles and into segments like snacks, sauces, and pasta. To achieve this vision and meet revenue targets, we will rely on R&D, new product launches, tie-ups with modern trade and retail channels, and strategic acquisitions.

Question – How has Wai Wai built such a strong presence in the East and Northeast, and how are you expanding beyond these markets?

Ans. Our strong local manufacturing and distribution systems across East and Northeast India have helped us reach this position. As a result, today these regions contribute nearly 50-60% of revenue. Wai Wai’s local production began in Sikkim in 2006, followed by expansion in Assam in 2009, and Siliguri in 2016. These strategic expansions made our brand more accessible and helped it connect better with the local consumers. In addition, Wai Wai’s flavours and ready-to-eat convenience resonate well with locals. To expand our presence beyond these regions, we are focusing on product innovation and retail partnerships.

Question- With 13 manufacturing units across India, how are you using this network to improve supply and reach?

Ans. We have 13 manufacturing plants across seven locations in India, which support a monthly production capacity of up to 100 crore. This expansive network helps us to ensure uninterrupted supply and market reach. In my experience, this has also helped us optimize operations and expand into new markets.

Question- Innovation is key in FMCG. How does CG Foods approach product development and R&D?

Ans. Market research and product innovation have been crucial for our success. As part of our product research and development strategy, we study local trends and tastes to adapt our new SKU portfolio accordingly. In addition, we seek collaborations with local manufacturers and distributor channels to expand our reach. This approach has helped us capture around 28% of the Indian instant noodles market.

Question- You’ve mentioned a people-first approach. How are you building and empowering your team for the next phase of growth?

Ans. For the next phase of CG Foods’ growth, we will continue to follow a people-first approach. Our employees are key to our operations. That is why we are focused on equipping them with the right set of skills and work culture so they can adapt to changing markets easily. To achieve this, we have been investing in HR restructuring and optimization of our day-to-day operations. I believe that by empowering our teams and promoting open communication across teams, we can build a culture where everyone feels valued and motivated.