Jaipur-based D2C brand Menhood has posted ₹41.4 crore in revenue for FY26, a 75.2% year-on-year jump — a number that tells a larger story about where India's men's grooming and intimate hygiene market is heading, and what it means for B2B players across the supply chain.
A Jaipur-based startup that built its business around a product category Indian men rarely discussed openly has just posted its strongest financial results to date. Menhood, the direct-to-consumer men's grooming and intimate hygiene brand operated by Macobs Technologies Limited, recorded an operating revenue of ₹41.4 crore in FY26 — a 75.2% increase on the ₹23.6 crore it reported in FY25. Net profit for the year came in at ₹3.1 crore, up 20.1% year-on-year.
These numbers are notable not just as a startup milestone, but as a signal about the pace and depth of India's men's personal care market transformation.
The category in which Menhood primarily operates — men's intimate hygiene — has historically been one of the most underdeveloped segments in Indian personal care. Social inhibition, limited product availability, and the absence of vocabulary to discuss the category in mainstream retail kept it structurally small for decades.
What Menhood and its cohort of specialist D2C brands have achieved is a category creation exercise as much as a sales one. By leading with education — normalising conversations about hygiene, grooming, and below-the-belt care through digital content — these brands have converted latent demand into active purchasing behaviour. The 75% revenue growth suggests that once the educational barrier is removed, conversion rates in this category can be substantial.
For B2B stakeholders, this matters because category destigmatisation typically precedes a broadening of distribution. Brands that began online-only, selling to early adopters, begin to see offline demand materialise as the category enters mainstream consciousness. Menhood's growth trajectory suggests it is approaching this inflection point.
The headline revenue figure is striking, but the cost structure deserves equal attention. Total expenses for the year rose 88.3% to ₹38.4 crore, with the primary driver being the purchase of stock-in-trade, which climbed 82.1% to ₹20.2 crore. This reflects the reality of a company scaling procurement rapidly to meet demand — a challenge that requires robust supplier relationships and supply chain agility.
H2 FY26 performance is particularly instructive: revenue of ₹22.2 crore and profit of ₹1.7 crore in the second half represent 124% profit growth versus the same period in the prior year. This back-half acceleration suggests improving operating leverage — a positive signal that the cost base is beginning to scale more efficiently than revenue.
The company also reported total income of ₹42.6 crore when including other income of ₹1.3 crore, underscoring a diversified income base even at this stage of growth.
Menhood does not operate in isolation. Its parent, Macobs Technologies, has been deliberate about portfolio construction. The company has already launched Womenhood, a female-focused wellness and personal care brand that mirrors the Menhood positioning strategy in a complementary segment. In 2026, Macobs acquired a majority stake (50.01%) in Getmymettle, a D2C health and wellness brand — signalling a move toward a broader wellness holding company model.
This multi-brand architecture is strategically significant. For contract manufacturers and ingredient suppliers, a holding company with multiple active brands under one procurement roof represents consolidated volume across SKUs, categories, and potentially product formats — from grooming tools to topical formulations to wellness consumables.
The broader market context amplifies what Menhood's results are pointing to. India's men's grooming market is valued at approximately ₹18,165 crore as of 2025, with a projected CAGR of 6.6–7.2% through 2034–35. Within this, the premium and specialist segments — skincare, intimate care, multifunctional formulations — are growing materially faster than the broader average, driven by Gen Z and millennial spending behaviour.
The D2C channel has been structurally important in unlocking this growth. Brands like Bombay Shaving Company, The Man Company, Man Matters, Beardo, and Menhood have collectively built a credible mid-premium men's grooming ecosystem, with distribution primarily through owned websites and e-commerce marketplaces. Tier-2 and Tier-3 cities are emerging as the next growth frontier as digital penetration and e-commerce accessibility deepen.
For formulators and manufacturers, the product requirements in this segment have evolved significantly. The category has moved well beyond shaving gels and basic moisturisers into intimate washes with pH-balanced formulations, deodorant sprays with microbiome-compatible compositions, precision skin-care serums, and multifunctional grooming tools. Each of these has distinct formulation, regulatory, and packaging requirements — creating meaningful B2B opportunity for specialists.
Intimate hygiene products occupy a specific regulatory position in India. Under the Cosmetics Rules, 2020 and the Drugs and Cosmetics Act, 1940, intimate washes for topical use fall within the cosmetics framework, requiring appropriate licensing, ingredient compliance, and labelling. Claims must be carefully calibrated — CDSCO's enforcement posture on therapeutic claims applied to cosmetic products has become more active, and brands operating in this category need to ensure their product dossiers and claim substantiation are in order.
For contract manufacturers supplying into this space, holding current Good Manufacturing Practice (GMP) certification and being able to provide complete regulatory documentation is increasingly a prerequisite, not a differentiator.
Menhood's FY26 results are not just a single brand story. They are evidence that India's men's personal care segment has crossed a commercial threshold. The next phase of growth will depend on supply chain depth, formulation credibility, and the ability of B2B partners to scale alongside the brands that are driving this category forward.
Gurugram-based skin clinic startup KorinMi has raised ₹10 crore from the Lotus Herbals Innovation Fund to scale its Korean beauty-inspired clinical model across Indian metros — marking the third investment from the $50 million fund and signalling where India's premium skincare services segment is heading.
The second edition of Mark Constantine's biography is more than a personal memoir — it is an involuntary case study in how values-driven brand architecture survives failure, crisis, and commercial pressure. Here are five brand strategy lessons every CMO and beauty brand leader should extract from the Lush model.
