Harshit Sehdev’s journey from volunteering in remote Himalayan villages to founding Himshakti, a brand that brings Himalayan produce to mainstream markets reflects a blend of purpose, persistence, and product innovation.
A calling from the mountains
Harshit’s connection with the Himalayas began in 2012, when he volunteered with the Ramakrishna Mission in mountain villages. The 2013 flash floods deepened his commitment. He initiated relief efforts that were later recognised by ICONGO and the UN, but he soon realised that long-term impact required more than disaster response; it needed sustainable livelihoods. “Himshakti was born from a desire to create meaningful employment in Himalayan villages,” Harshit explains. Rather than setting up a traditional NGO, he chose an impact-driven business model: bringing high-quality Himalayan produce to urban and premium markets while creating income opportunities for local farmers. Himshakti’s story is being taught in over 2300 Navodaya Vidyalaya of Uttarakhand.
The name and the first product
The brand name combines “Him” (from the Himalayas) and “Shakti” (divine energy), symbolising the strength and purity of the mountains. Himshakti’s first product was seasoned salt. The company was also among the first to launch Indian pink salt in the market, helping introduce a new category to Indian consumers. The company was the first to launch Indian pink salt in the market, helping introduce a new category to Indian consumers. This salt was launched by the Honourable Governor of Rajasthan and The CM of Uttarakhand.
Building a farmer-first supply chain
Today, Himshakti sources ingredients directly from over 12,000 farmers across Himalayan regions. This direct sourcing model ensures quality control, fair pricing for farmers, and traceability for customers. The brand has gained validation by supplying premium hospitality properties such as JW Marriott and Taj properties (including ITC Savoy) for over five years. These partnerships helped build credibility in a market where new food brands often struggle to gain trust.
Funding and growth milestones
To date, Himshakti has raised ₹83 lakh through a mix of self-investment and external funding from Artha Venture Fund, Evolve, and Founder Circle. The capital was primarily used to:
- Build the core team
- Strengthen backend connections with farmers
- Develop online marketing and distribution infrastructure
The company is currently incubated at IIM Bangalore and was previously selected at IIM Kashipur, providing strategic guidance and access to mentorship networks.
Early challenges: Education, logistics, and trust
Harshit recalls that the early days were marked by three major hurdles:
- Market education: Introducing new products like pink salt required explaining their benefits to consumers and chefs.
- Team building: Finding people who understood both rural sourcing and urban F&B markets was difficult.
- Logistics: Shipping from Dehradun to metro cities involved complex coordination and cost management.
Family resistance was another early challenge, as many were unsure about leaving a conventional career path for an impact-driven startup. Over time, as the brand gained traction and premium clients came on board, confidence grew.
Leadership shaped by counseling and NLP
Harshit’s background in counseling, NLP (Neuro-Linguistic Programming) training, and life coaching influences his leadership style. He emphasises emotional intelligence, believing that every team member has “infinite potential” and that problems are best solved through understanding rather than blame. This people-first approach has helped Himshakti build a culture focused on ownership, quick problem-solving, and continuous improvement critical in a business where small operational details matter daily.
Vision: 10,000 farmers and a global Himalayan brand
Harshit’s long-term goals for Himshakti are ambitious:
- Scale to support 10,000 associated farmers
- Establish a global presence for Himalayan products
- Build village-level infrastructure to strengthen the supply chain
He envisions a corporate culture that is inclusive, free of office politics, and provides a safe environment for all employees to grow. “The real legacy is not just moving products but building the infrastructure that powers local economies,” he says.
Why impact and profitability can coexist?
For Harshit, sustainability and profitability are not trade-offs. By reducing wastage, improving logistics efficiency, and creating reliable income for farmers, Himshakti’s model demonstrates that impact-driven businesses can be commercially viable. Investors increasingly see the company not just as a food brand, but as part of India’s broader rural development and agricultural value-chain ecosystem.
What’s next?
With a strong foundation in place, Himshakti is now focused on:
- Expanding its product portfolio beyond salts and seasonings
- Strengthening its D2C and B2B channels
- Exploring partnerships for wider distribution in India and abroad
Interview By: Sejal Thakur
