Siddharth Shankar is an entrepreneur and professional in the global retail, wholesale, and consumer packaged goods (CPG) sectors. With a career spanning over a decade, Siddharth has gained valuable experience in identifying opportunities, addressing challenges, and contributing to business growth. His recent milestone, the sale of the consumer brand arm of Tails Trading Group to a consortium of investors for over $500 million, highlights his role in the industry and presence in the global market.
In conversation with Siddharth Shankar, Global Chief Operations Officer, Komerz Ltd, a global omnichannel distributor for quality consumer brands.
1. You have built an impressive career across global markets. What key experiences have shaped your leadership and business philosophy?
My journey across global markets has been full of experiences that have shaped my leadership style and business philosophy. Looking back, one of the biggest lessons I’ve learned is the importance of adaptability. When I first co-founded Tails Trading in 2017, the simple goal was to help British brands enter Asian markets. But as I took full ownership of the company in 2019, I realized that just being a distributor wasn’t enough, we needed more control, flexibility, and better scalability, leading to a pivot into brand ownership and that completely changed our trajectory.
Of course, no journey is without its challenges. Brexit was a significant test for me, creating uncertainty in trade and affecting UK businesses expanding internationally. However, the pandemic disrupted supply chains and travel restrictions, making global expansion difficult. I focused on local markets, working closely with UK supermarkets and retailers. This period reinforced the importance of resilience and agility for all business leaders, emphasizing the need for adaptability and resilience in the face of challenges.
One of the biggest milestones in my career was the sale of my business for over $500 million. Exiting a business you’ve built is never easy, but I knew it was the right time. I didn’t have any external help on this as I built the business using profits and never raised any money from investors.
Another major aspect of my journey has been trade finance. I’ve always been a firm believer that businesses should focus on financial sustainability rather than constantly chasing external funding. That라이브 바카라 why I built a £2 billion trade finance fund within Tails Trading, which focused on purchasing account receivables globally on a non-recourse basis.
The biggest lesson of all? Timing is everything. Knowing when to pivot, when to scale, and when to exit is what separates short-term success from long-term impact.
2. Your leadership at Komerz involves driving innovation and strategic growth. What excites you most about the future of global commerce, and how do you see your role evolving?
What excites me most about the future of global commerce is the sheer pace of transformation we’re witnessing. The way brands engage with consumers, the way supply chains function, and the way technology is reshaping entire industries; it라이브 바카라 evolving faster than ever before.
At Komerz, my focus has been on Commerce as a Service (CaaS), and I believe this model will be a game-changer. Traditionally, businesses have had to figure out everything—logistics, distribution, marketing, supply chain—on their own, but what we’re building is an AI/ML-driven platform that simplifies global expansion for brands.
As for my role, I see it evolving in two ways. First, as a strategic architect, guiding Komerz to build the most efficient commerce infrastructure possible, simplifying global trade while driving profitability, efficiency, and sustainability. And second, as a mentor and advisor, ensuring that businesses, whether small or global brands, can leverage this infrastructure to their advantage.
3. As an Indian-origin entrepreneur with extensive international exposure, how do you see India라이브 바카라 role in the evolving global business landscape?
India라이브 바카라 role in the evolving global business landscape is becoming more critical than ever, and I think we’re only scratching the surface of its potential. What excites me most is how India is shifting from being just a low-cost production hub to a global leader in innovation, technology, and commerce. It라이브 바카라 not just about "Make in India" anymore—it라이브 바카라 about "Create in India," "Innovate in India," and "Expand from India."
One of the biggest trends shaping this transformation is India라이브 바카라 growing consumer base and digital economy. With a growing middle class and increased disposable income, India is at the forefront of digital commerce, fintech, and AI-driven trade. The UPI revolution, advancements in digital payments, and the rise of D2C brands are changing traditional business models and setting new standards for others to emulate. Looking ahead, I believe India라이브 바카라 influence on global business will only grow stronger.
4. India has emerged as one of the fastest-growing economies. What, in your view, are the key factors driving this momentum?
India라이브 바카라 growth story represents one of the most thrilling transformations occurring on the global stage today. The momentum we’re witnessing stems from a blend of structural reforms, technological progress, and a significant change in consumer behaviour. India's rapid economic expansion is largely due to its digital transformation, particularly through the adoption of UPI, which has democratized digital payments, boosted financial inclusion, accelerated small business growth, and created a new ecosystem for e-commerce and D2C brands.
India's young workforce, with a median age of 28 and a growing talent pool in high-growth sectors like AI, software development, biotech, and advanced manufacturing, combined with rapid urbanization and rising consumer spending, offers a significant demographic advantage.
5. Technology and innovation are rapidly reshaping industries. How do you see advancements like AI and digital transformation influencing global trade and finance, particularly in countries like India?
AI is revolutionizing global trade and finance, transforming business expansion, money movement, and market operations. Countries like India, with their growing digital ecosystems, are at the forefront of this revolution.
One of the most exciting changes is how AI is optimizing supply chains and trade finance. Global trade has always been slow and complex, filled with paperwork, delayed transactions, and fragmented logistics. Now, with AI-driven predictive analytics, real-time tracking, and automated customs processing, businesses can forecast demand, optimize inventory, and streamline cross-border trade like never before. In a fast-growing economy like India, where logistics and infrastructure are still evolving, AI helps bridge the gaps and create new efficiencies.
6. Siddharth, beyond financial and entrepreneurial success, what lasting impact do you aspire to create through your professional journey, particularly in India? How do you define your philosophy of giving back to society?
For me, success is not just financial achievements; it involves creating something that lasts, empowering businesses and individuals to grow sustainably, particularly in India.
India's talent is abundant, but many businesses, particularly SMEs, face challenges in accessing global markets, funding, and infrastructure. Through my work, including Tails Trading, Komerz, and trade finance ventures, I aim to break down these barriers and create pathways for international success, aiming to help a fraction of these businesses.
But beyond business, I believe in giving back through knowledge and mentorship. I have been lucky to have had mentors who significantly influenced my path, and I feel it is my duty to offer the same support to aspiring entrepreneurs.
