Lets Try Let's Try (Earth Crust Pvt Ltd) is a Delhi-based premium packaged snack brand selling namkeen, wafers, cookies and sweets, made with groundnut oil.

This Startup Deep Dive explains what Lets Try does, how it makes money, who backs it, how it compares with rivals and what could go wrong, using publicly available information. It is educational and not investment advice. Last updated: October 2026.

Lets Try in Brief

• What it is: Lets Try is an Indian Packaged snacks (D2C and quick commerce) company based in Delhi.
• Who it serves: businesses, institutions, consumers, learners and public-sector buyers.
• Sells packaged snacks fried in groundnut oil, positioned as trans-fat free and an alternative to palm and refined oils.
• Range includes namkeen, wafers, makhana, cookies, cakes, sweets and millet cookies.
• Sells mainly through online marketplaces and quick commerce, with about 30% offline (airports, schools, offices, railways).
• Funding: About $2.5 million+ (reports differ on total).

Lets Try Quick Facts

Figures marked “reported” come from published reports and may differ between sources; “Not disclosed” means no reliable public figure was found.

What Is Lets Try?

Lets Try operates in the Packaged snacks (D2C and quick commerce) space in India. Understanding a company like this starts with three questions: who is the customer, what painful problem is being solved, and why the solution is better than the alternatives. The sections below apply that lens to Lets Try.

• Sells packaged snacks fried in groundnut oil, positioned as trans-fat free and an alternative to palm and refined oils.
• Range includes namkeen, wafers, makhana, cookies, cakes, sweets and millet cookies.
• Sells mainly through online marketplaces and quick commerce, with about 30% offline (airports, schools, offices, railways).
• Manufactures in-house, with a second plant running and a third planned.

The Origin Story of Lets Try

Every company starts from a noticed gap and a team willing to commit to closing it. Strong origin stories are specific: a clear problem, a founding team with relevant skills, and an early product that real customers could test. Founder-market fit, meaning the team’s lived experience or technical depth in the domain, tends to predict how fast a young company learns.

• Founders: Nitin Kalra.
• Founded in 2021 by Nitin Kalra, who spent about 14 years in FMCG at ITC and PepsiCo (one aggregator lists 2020).
• Early product experiments such as pani puri and niche mixes earned no revenue.
• Initially about 95% offline retail, which caused slow payments, then shifted online.

Key Milestones and Challenges

No startup grows in a straight line. Early years usually involve slow adoption, product rewrites, hiring mistakes and funding gaps. In the Packaged snacks (D2C and quick commerce) sector the common turning points are a first paying customer, a regulatory approval, a successful product demonstration or a funding round that lets the team invest ahead of demand. How a team responds to setbacks says more about resilience than any single headline.

• 2021: Company incorporated.
• 2024: Appeared on Shark Tank India, raising Rs 45 lakh for 12% equity at a Rs 3.75 crore valuation.
• Jul 2024: Wipro Consumer Care Ventures invested (about $1 million, reports differ).
• Apr 2025: Raised $2.5 million led by SWC Global with Wipro, 100Unicorns, Venture Catalysts and Aman Gupta.
• FY26: Revenue about Rs 203 crore, up 212% (unaudited).
• Targets: Rs 600 crore in FY27 and Rs 1,000 crore+ by FY28; IPO by 2028 reported.

Lets Try Funding and Investors

Funding history shows how much outside confidence a company has attracted and how long it can operate before needing more capital. Figures below are reported and may differ between sources; valuation figures are estimates unless the company has confirmed them.

• Shark Tank India 2024: Rs 45 lakh for 12% equity, Rs 3.75 crore valuation.
• Jul 2024: Wipro Consumer Care Ventures round.
• Apr 2025: $2.5 million (about Rs 24 crore), SWC Global lead; existing investors Wipro Consumer, 100Unicorns, Venture Catalysts, Aman Gupta.
• Earlier $1.56 million from existing investors.

How Does Lets Try Make Money? (Business Model)

A business model describes who pays, how often and how much it costs to serve them. Strong models show repeat usage, improving margins with scale and acquisition channels that do not depend only on paid spend. Weak models show one-off sales, rising costs and growth that stops when spending stops. For companies selling to businesses, institutions, consumers, learners and public-sector buyers, sales cycles and contract size matter as much as headline growth.

• Focus on repeat purchase rather than heavy marketing spend.
• Online-first sales through marketplaces and quick commerce, plus general and modern trade expansion.
• Own manufacturing with about 60% automation, aiming for 90%.

The Numbers: Lets Try Financials

Financial figures show whether growth is turning into a self-sustaining business. Small and private companies often disclose little, so any number below is included only if it was found in public reporting.

• FY24: revenue Rs 21.7 crore, total expenses Rs 21.6 crore, profit after tax Rs 9.0 lakh.
• FY25: revenue about Rs 65 crore (Inc42-style report); profit not stated.
• FY26: about Rs 203 crore revenue, unaudited; profit not disclosed.
• Apr 2025: company claimed Rs 120 crore annualised run rate.

Market Opportunity for Lets Try

Market size is easy to exaggerate, so a useful approach separates the total market from the portion a company can realistically reach with its current product and distribution. The main forces behind demand in this sector are rising digital adoption, cloud and mobile penetration, growing enterprise technology spending, government digitisation programmes and a deep pool of engineering talent. Each of these widens the opportunity, but capital efficiency and execution decide who captures it.

• Snack market sized at about Rs 50,000 crore, growing roughly 12% a year (company-cited).

Technology and Product at Lets Try

Technology is rarely the whole moat, but it drives speed, cost and customer experience. A practical way to assess it is to separate the capability the company controls from the commodity infrastructure it rents. In this sector the important factors are product quality, data and integration depth, security, scalability and the speed of shipping improvements.

• About Rs 40-50 crore invested in manufacturing; plans a five-acre campus.

Team and Culture at Lets Try

Teams are the most important and least measurable asset of a young company. Look at how complementary the founders’ skills are, how deep the second layer of leadership is, and how the company hires and retains specialists. Culture shows up in small repeated behaviours: how quickly bad news travels upward and whether commitments to customers are kept.

• Nitin Kalra is CEO and founder, working with family members.

Lets Try Competitors: Competitive Landscape

A fair competitive analysis names direct rivals, adjacent players who could move into the space, and the customer’s default alternative. Durable advantages include proprietary data or technology, licences and approvals, brand trust, switching costs and cost leadership.

Risks and Challenges for Lets Try

• Demand reported to outrun production capacity.
• Reliance on quick-commerce platforms for growth.
• Revenue figures for FY26 are unaudited and targets are company claims.
• Competition: low barriers to entry and well-funded rivals can compress pricing and slow growth.
• Funding risk: technology businesses often burn cash before reaching profit and depend on investor appetite.

Risk is not a reason to avoid a company; it is a reason to price it correctly and to monitor the right indicators over time. Regulation in this sector is shaped by data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules.

Lets Try Growth Outlook: What to Watch

• Plans new plants, western snacks, protein products and no-sugar sweets; possible exports later.
• Key indicators: recurring revenue, customer retention, gross margin, customer acquisition cost and runway.
• Funding position: Whether Lets Try can reach its next milestone before needing new capital.
• Regulation: Changes from data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules.

Industry Context: Where Lets Try Fits

India's technology startup ecosystem is one of the largest in the world, supported by cheap data, a large base of smartphone users, digital public infrastructure and a deep engineering talent pool. Companies now build for education, software, mobility, logistics, agriculture, defence, media and more, selling both to Indian customers and abroad.

Durable technology companies usually combine a clear customer problem with repeatable distribution and disciplined unit economics. Growth funded only by spending tends to fade, while products that customers keep using and paying for build compounding advantages.

For readers new to this field, a useful habit is to separate announcements from evidence. A plan, a partnership or a funding headline describes intent, while a delivered product, a paying customer or an audited financial statement describes results. Comparing the two over time shows how reliably a company turns promises into outcomes.

Bull Case and Bear Case for Lets Try

An investment thesis is a short, testable statement of why a company could become far more valuable, together with what evidence would prove it wrong. The points below are general to this sector and are not forecasts for Lets Try.

Bull case

• A large and growing base of digital users and businesses expands the addressable market.
• Recurring revenue and strong retention can compound growth.
• Selling into global markets widens the opportunity beyond India.

Bear case

• Heavy competition can compress pricing and margins.
• Dependence on external funding can force painful cost cuts.
• Regulation or platform changes can disrupt a product quickly.

Lessons Founders and Investors Can Take from Lets Try

Studying a company in the Packaged snacks (D2C and quick commerce) space offers lessons that go beyond any single firm. The points below are general lessons for the sector and are not claims about Lets Try.

• Solving a clear, frequent customer problem matters more than adding features.
• Retention and repeat usage are better health signals than sign-ups.
• Disciplined spending extends runway and keeps options open when funding tightens.
• Distribution, not just product quality, decides who wins in crowded markets.
• Building trust through data protection and reliability is part of the product.

How to Evaluate Lets Try as a Startup

• Customer clarity: Can Lets Try name its customer and the problem it solves in one sentence?
• Evidence of demand: Look for repeat customers, signed contracts or measurable usage rather than announcements alone.
• Economics: Check whether margins improve as volume grows.
• Execution: Compare announced timelines with what has actually been delivered.
• Funding runway: Estimate how long current capital lasts at the present spending rate.
• Regulatory standing: Confirm required approvals are in place.
• Customer concentration: Check whether a few customers account for most of the revenue.
• Management depth: Look for experienced leaders beyond the founders and a stable core team.

The Takeaway

Lets Try is part of India’s growing Packaged snacks (D2C and quick commerce) ecosystem. The useful lesson from studying it is the discipline of asking structured questions about customers, economics, advantage and resilience. Companies that answer them well, repeatedly and under pressure are the ones that endure. Readers should treat any single report, ranking or funding headline as one input among many, and should re-check key facts against recent company announcements. Because public information on young companies is often limited, patience in verifying claims is part of good analysis. Public sources can also describe the same company in different ways, so it is worth checking dates, definitions and whether a figure refers to revenue, total income or transaction value, and whether it covers one entity or a wider group, before drawing conclusions. Small differences in rounding, currency conversion or reporting periods can also change how a figure reads. Comparing the same figure across several recent reports helps show whether it is stable or has changed over time. This article is educational and is not investment advice.

• Clear customers and repeat demand matter more than announcements.
• Regulation and capital needs shape how fast a startup in this sector can grow.
• Track a few leading indicators over time rather than one headline metric.

Lets Try FAQs: Frequently Asked Questions

What is Lets Try?

Let's Try (Earth Crust Pvt Ltd) is a Delhi-based premium packaged snack brand selling namkeen, wafers, cookies and sweets, made with groundnut oil. It is profiled in the Startup Deep Dive series, which explains business model, funding, competitors and risks.

Who founded Lets Try?

Lets Try was founded by Nitin Kalra, and the company reports a founding year of 2021.

How much funding has Lets Try raised?

About $2.5 million+ (reports differ on total). Funding figures are reported and may differ between sources, so readers should check the latest company announcements.

How does Lets Try make money?

Lets Try earns revenue from its Packaged snacks (D2C and quick commerce) products and services sold to businesses, institutions, consumers, learners and public-sector buyers. The exact revenue mix is described in the business model section and is not fully disclosed publicly.

Who are the competitors of Lets Try?

Reported rivals include Haldiram, Superhealthy, Eat Anytime. See the competitor comparison above for how they differ.

What are the main risks for Lets Try?

Main risks include competition: low barriers to entry and well-funded rivals can compress pricing and slow growth, funding and capital needs, competition and regulation by data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules. This is educational content, not investment advice.

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Source

Source: Publicly available data, published reports, industry research, and other credible sources.