Gaurav Khemani Scales Rollick Ice Cream from ₹20 Crore to ₹200 Crore

From Corporate Dubai to Family Business Leadership

Gaurav Khemani transitioned from managing a business with $100 million in annual sales in Dubai to leading Rollick Ice Cream, a family-owned company in Kolkata, in 2014. At the time, Rollick’s turnover stood at ₹20 crore. Khemani invested personal assets, including selling his house and car, to strengthen the business’s financial foundation.

Rapid Growth and Pandemic Setbacks

Under Khemani’s leadership, Rollick Ice Cream’s turnover grew to ₹75-80 crore within four years. However, the pandemic disrupted sales and distribution channels, causing turnover to drop from ₹80 crore in 2019 to ₹35 crore in 2020. The company was left with ₹4-5 crore worth of unsold finished goods as demand collapsed. Despite these challenges, Khemani focused on stabilizing operations and retaining key employees, including one who joined as an assistant accountant and later rose to lead procurement and manufacturing.

Strategic Focus and Peer Advisory Support

Rollick Ice Cream concentrated its resources on eastern India rather than expanding nationally, a decision that helped mitigate risks during uncertain periods. Khemani also leveraged support from ASCENT Foundation, a peer advisory group founded by Harsh Mariwala in 2012. The group, which connects over 1,300 entrepreneurs across 65 industries and 45 cities, played a role in resolving a business dispute involving Rollick Ice Cream.

Community Initiatives Alongside Growth

Beyond financial growth, Rollick Ice Cream has contributed to community development. The company has supported the schooling of over 100 children and runs two computer centers, reflecting its commitment to social impact alongside business expansion.

What this means

Lazyfounder analysis — our interpretation, not reported fact.

Khemani’s story is a case study in resilience and strategic focus for founders, particularly those leading family-owned businesses or navigating high-pressure transitions. The decision to concentrate on a regional market rather than pursue aggressive expansion mirrors strategies used by other Indian SMEs to manage risk during economic uncertainty. For operators, the role of peer advisory groups like ASCENT Foundation highlights an alternative to traditional mentorship, offering practical insights from fellow entrepreneurs. The pandemic’s impact on Rollick also underscores the importance of liquidity management and adaptable distribution strategies for businesses exposed to demand shocks.

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