Review the final output FMCG giants are gearing up to bid aggressively for a strategic stake in Farmley, the emerging healthy-snacking brand, with reports placing the company’s valuation at around ₹2,000 crore. This potential deal involves early investors who hold roughly 31% of Farmley’s shares, and may expand into a broader sale depending on the founders’ intentions.
## Who’s in the Running
Top-tier FMCG firms such as Emami, ITC, Britannia, and Orkla India are showing serious interest in acquiring a significant stake in Farmley. These brands are considering various entry points, whether through minority or majority stake purchases. Kicking off the bidding process, initial offers are expected by the end of October, explains one source close to an interested company.
## Farmley’s Ownership and Funding History
– Founders **Akash Sharma** and **Abhishek Agarwal**, both IIT graduates, founded Farmley in 2017 initially as a B2B supplier of dry fruits and nuts to retail outlets. It shifted into the direct-to-consumer (D2C) healthy-snacking space in 2021.
– The early investor tranche, including Omnivore Partners, DSG Consumer Partners, Alkemi Growth Capital, Insitor Partners, Indigram Labs, and Trifecta Capital, control about **31% stake** currently being put up for sale.
– L Catterton, affiliated with LVMH and Groupe Arnault, owns approximately **21%**, but is **not expected to sell** in this round. The remaining shareholdings are split among angels, enterprises, and the ESOP pool.
## Deal Structure: Minority or Majority?
Farmley is reportedly pursuing a **dual-track sale** strategy. The options on the table include:
– A **minority stake divestment** involving only the early-stage investors
– A **majority control sale**, if founders Akash Sharma and Abhishek Agarwal decide to exit partially or fully.
This flexibility gives early investors options while preserving Farmley’s leadership structure unless a full sale becomes more compelling.
## Financials & Growth Data
– In financial estimates for FY27, Farmley is projected to generate **₹700–750 crore** in revenue. This is a sharp rise from FY25 revenue of **₹396 crore**, which saw a 72% increase over FY24’s revenue of ₹230 crore.
– More than 80% of Farmley’s sales come from **online platforms**—including e-commerce and quick-commerce channels.
– The last major funding round, Series C in 2025, raised about **₹223 crore**. L Catterton invested roughly **₹194 crore**, valuing Farmley at **₹944 crore** during that round. Some early investors partially exited then, while others like DSG Consumer Partners increased their shareholding.
## Why the Buzz Around Snacking Brands?
FMCG firms are increasingly shifting strategies toward acquiring brands in premium or emerging food categories rather than building them from scratch. Health-conscious consumer trends, demand for convenience, and acceleration in online shopping are driving interest in sub-segments such as healthy snacks. Snack brands like Farmley represent an opportunity for incumbents to bridge capability gaps fast and tap into D2C markets with lower marketing and time-to-market risks.
## Timeline & Advisory
Early stakeholders have hired **KPMG** to advise on the transaction. Formal, initial bids are due by **end-October 2026**, according to one source involved in the process.
## What’s Unclear?
– It remains to be seen whether founders Sharma and Agarwal will sell part or all of their **32% stake**, which they hold jointly.
– L Catterton’s non-participation in this exit is more or less confirmed; they’re not expected to offload their 21% share in this round.
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Farmley’s journey, from launching in a B2B model to becoming a D2C player commanding nearly ₹400 crore in annual revenue, has made it a standout in India’s fast-growing healthy-snacking market. With FMCG players circling and valuation potentially crossing ₹2,000 crore, the brand stands at a critical juncture. Whether the deal skews equity dilution, control, or outright acquisition will reveal not just the future of Farmley, but also broader shifts in how legacy consumer brands adapt in the digital age.
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