The name Sargam Dhawan Bhayana is becoming quite well-known in the fields of healthcare, wellness and beauty. This 30-year-old businesswoman is creating a lot of buzz with her two quickly expanding companies, Planet Herbs Lifesciences (PHL) and Tressmart. As the director of both businesses, she has been bringing cutting-edge nutraceuticals, premium haircare products and some incredible high-performance beauty solutions to the Indian and international markets.
What’s truly amazing about Sargam is her unorthodox path to achievement! After attending Welham Girls’ School, she went on to study filmmaking at the University of Buffalo. Who would have imagined that she would become an entrepreneur? Under her direction, Tressmart’s evolved into a center for high-performance and environmentally friendly beauty products, bringing in highly regarded companies like DAFNI. With aspirations to enter new international markets, PHL has been making significant strides in the nutraceuticals and healthcare sectors, increasing its presence in the UAE and Sri Lanka.
They are about to introduce two new breakthroughs that will further strengthen their foothold in the health industry and their hero product, Synotiz Pain Relief Oil, is receiving a lot of praise. Her achievements have also been acknowledged; she has been on a number of noteworthy lists, such as Your Story’s India’s Top 100 Emerging Women Leaders and BW Businessworld’s 30 Under 30.
But it’s not just about the recognition; Sargam has established herself as a pioneer in the field of beauty and wellness by focusing on sustainability, innovation and ingredient transparency. She also has a strong desire to help women in business and young entrepreneurs by serving as an advisor and supporting projects like The Vira Project.
So what’s next for Sargam? In order to meet the demands of contemporary consumers, she hopes to develop strategic alliances, go global and launch some high-performing, scientifically supported brands. With her passion, performance, and purpose, she is reshaping the premium beauty and nutraceutical industries, and we can’t wait to see what comes next.
How do you strike a balance between the increased emphasis on sustainability, clean beauty and ingredient disclosure?
Customers now want safety, transparency and sustainability in addition to high-performance goods. We combine science and mindful consumption to develop solutions that satisfy these changing demands. Our formulas are supported by thorough research, guaranteeing clinical efficacy without sacrificing substances that are cruelty-free, toxic-free, and clean. By prioritising ingredient transparency, we enable customers to make knowledgeable decisions. We reimagine beauty and wellness—where performance meets purity, science meets sustainability—by striking a balance between innovation and responsibility.
How can new formulas be introduced while maintaining their aspirational yet approachable nature?
We combine science and nature to provide goods that are both accessible and aspirational. Our formulas guarantee effectiveness without sacrificing overall wellness by fusing state-of-the-art biotechnology with traditional herbal knowledge. We deliver ground-breaking products like DAFNI, Makeup Eraser and Stylideas through international partnerships, tailoring them to Indian tastes. We make high-performance solutions accessible by striking a balance between premium quality and affordable prices.
What are the essential elements that make a partnership genuinely transformative when assessing possible partnerships, whether for distribution, research and development, or brand building?
Every partnership offers a chance to boost customer experiences, increase market reach and spur innovation. Product efficacy, scientific rigour and a common vision for innovation are essential components of a revolutionary partnership. This means clinically tested, research-backed formulations for PHL and the introduction of state-of-the-art beauty technology for Tressmart. Market flexibility is also essential; without sacrificing quality, products must conform to regional consumer demands, price structures and legal requirements.
How do you define personal success on an international path?
The obstacles of starting Tressmart and growing an existing company like Planet Herbs Lifesciences (PHL) were different yet complementary. Modernising operations, entering foreign markets and repositioning the brand to satisfy changing customer wants were the main goals with PHL. Building Tressmart from the ground up, on the other hand, necessitated developing a niche in the beauty and wellness industry, selecting the appropriate brands and establishing reputation. In March 2024, we made a significant change by moving beyond exports and starting to sell directly to Indian customers via our own website and e-commerce platforms. Since then, the demand for premium, scientifically supported wellness products has increased, as seen by the 2,463% increase in our online sales and the 63% growth rate of the entire business. Whether it’s bringing innovative international brands to Indian customers, expanding access to wellness solutions, or making sure our companies support sustainability and innovation, impact is what I consider success.
Where do you see the largest gaps in India’s wellness sector, given the growing popularity of nutraceuticals, especially in the wake of the pandemic?
In India, the post-pandemic transition has greatly raised awareness of holistic wellness and preventive healthcare. Though awareness has increased, widespread adoption is still difficult because many people still place a higher value on short-term solutions than long-term wellness investments. Personalised nutrition, plant-based and Ayurvedic breakthroughs and practical, useful formats like candies and effervescent tablets are the largest white areas in India’s wellness sector. Women’s health is still a neglected area, and there is a rising need for products that target longevity, menstrual health and hormonal balance. Additionally important are trust and regulatory clarity; businesses that prioritise clinical validation, openness and quality control will succeed. A change is being driven by urban millennials, fitness-conscious people and those managing lifestyle-related diseases, even though some customers are still reluctant to spend in long-term wellbeing. Education and accessibility are crucial because consumers are more likely to accept wellness as a proactive lifestyle choice rather than a reactive requirement when it is made simple and yields measurable outcomes.
What institutional obstacles still exist and how many women entrepreneurs in India make genuine, noticeable progress?
Despite the fact that women make up the majority of the beauty and wellness sector, leadership positions are still predominantly held by men because of ingrained structural and cultural restrictions. Despite their experience, women frequently lack access to leadership positions on investor panels, industry forums and company boardrooms, which limits their capacity to shape market trends. Additionally, women have historically had fewer access to mentorship opportunities and traditional business networks, which has limited their capacity to grow and scale. In addition to professional challenges, women entrepreneurs face additional pressure from society’s expectations on work-life balance, which frequently require them to defend their goals in ways that their male counterparts do not. Making leadership roles more accessible also requires more inclusive workplace rules that encourage flexibility and work-life balance. When women in leadership roles are the rule rather than the exception and success is based on skill and creativity rather than gender, real progress will be made.
How do you envision AI and customisation influencing the upcoming wave of wellness and beauty consumption as they become more ingrained in retail?
Although e-commerce has made beauty and wellness items more accessible to everybody, it is difficult to replicate the immersive, high-touch experience of in-store purchasing. Before making a purchase, consumers expect more than just convenience; they want advice, customisation and interactions that foster trust. We use AI-powered solutions, such as augmented reality and virtual try-ons, to close this gap by enabling customers to see the results of hair styling or skincare treatments in real time. In order to improve long-term client retention, subscription and loyalty programs include AI-driven recommendations, special prizes and customized experiences. User-generated material includes reviews, tutorials and community-driven decision-making.
Your work goes well beyond business, from mentoring young entrepreneurs to The Vira Project. What do you believe best describes your effect when you consider the legacy you wish to leave behind, both as a company leader and as a changemaker?
Impact, in my opinion, is what defines success—enabling others, encouraging creativity, and bringing about significant change outside of the corporate world. My objective is to establish enduring value through mentoring, The Vira Project, and promoting ethical entrepreneurship. I want my legacy to be characterised by helping upcoming business owners, promoting ethical and clean consumption, creating companies with a mission, encouraging international innovation and having an influence that goes beyond financial gain.
