2nd Hanger
India's Garment Aftercare Infrastructure
Rohit CEO & Co-Founder
Zero-to-one builder.
Built and shipped lighting design software with 3D visualization, magnetic track systems, and BOM generation — managing 13 feature categories simultaneously. I don't plan products. I build them.
Market proof, not market research.
Walked into an apartment complex, knocked on 20 doors, got paying customers the same day. No ads. No discounts. Full price. Day 1 revenue.
Architect + Operator.
8 Express.js microservices, PostgreSQL, Docker-to-Kubernetes scaling path. Also designed the unit economics, hub model, and financial projections. I build the system AND run it.
Infrastructure, not services.
I don't see a laundry business. I see a garment care processing network that scales like Zepto's dark stores — one hub at a time, one city at a time, until we own the category.
Operations & logistics. Every garment reaches every doorstep perfectly, every single day.
Growth & acquisition. Gets the first 200 households in every hub we open.
Full-stack app: Kotlin + Express.js. Dev cost on us, not on investor capital.
What does every Indian household do every single day?
They iron clothes.
The Daily Habit
This is not a market. This is a daily habit built into the DNA of Indian life.
The Incumbent — 50 Years Unchanged
Nobody has disrupted him. Until now.
140 crore Indians. Same method as their grandparents. Nothing changed — until now.
Every daily need got its Zepto moment. Except one.
Bigger than pharmacy. Bigger than meat. Bigger than beauty. Completely unorganized. The window is open right now.
The perfect storm.
Labour economics collapsed
Skilled ironing worker costs ₹12-15K/month. 40-60% annual attrition. Every labour-dependent model — UClean, Dhobi G, Dhobiman — is drowning in wage inflation. The labour model hit a wall.
Machine technology arrived
Industrial steam press: ₹4L. Capacity: 70-80 garments/hour. 560-640 pieces in an 8-hour shift. Was ₹8-10L five years ago. Now affordable enough to build a hub business around.
India is trained for hyperlocal
Zepto, Swiggy Instamart, Dunzo have conditioned consumers to expect doorstep service. The behavioural shift is complete. We're riding this wave, not creating it.
Urbanisation is accelerating
60 crore urban Indians by 2030. More nuclear families, more dual-income households. Demand for outsourced garment care grows while supply (dhobis) shrinks — young people don't want to become dhobis.
These four forces have never converged before. The team that builds garment care infrastructure NOW owns the category for the next 20 years.
One machine replaces an entire dhobi market.
The Machine
The Dhobi
Not a marginal improvement. A structural disruption of the entire supply side.
Doorstep garment care. Three tiers. Same day.
Order
Process
Deliver
₹2.1 Lakh Crore. And nobody's building the infrastructure.
We start with ironing. We end up owning the full stack.
12 Cr households + commercial + institutional. Hub network across 30 cities in 5-7 years.
500+ hubs · 15 cities · <2.5% SAM capture
Even at <2.5% market capture, we're building a ₹1,000 Cr revenue company. The market isn't the question. Execution is. And we've already started.
The quadrant nobody occupies.
Only a vertically integrated, machine-first operator can occupy this quadrant. That's our moat.
Each hub is a ₹19L/year profit machine.
Daily Revenue (500 pcs/day)
Monthly OPEX
“Show me another business where ₹10L generates ₹13-19L annual profit with 60% margins and zero labour risk.”
Month 1 profitable. Month 10 at ₹1.6L.
200 pcs/day. Rev ₹68K. OPEX ₹60K. Profit Day 1.
580 pcs/day. Every additional piece = pure profit.
Fixed costs don't change from 200 to 600 pieces. Same machine. Same rent. Same van. Classic operating leverage.
One hub proves it. Then we copy-paste.
Prove
Dominate Chennai
Multi-City
National Infrastructure
Same machine. Same setup cost. Same economics. Same 7-month payback. This isn't a startup that reinvents — it's a proven unit that multiplies.
Density wins. Speed follows. Monopoly forms.
The Monopoly Math
Exactly how Zepto built grocery dominance — dark store by dark store, until switching became irrational.
₹45 Lakhs. 12% Equity.
Pre-money valuation: ₹3.3 Crore
Downside Protection
₹29L stays untouched until Hub 1 is profitable. If it fails → ₹29L back + ₹7-8L from asset liquidation.
Equity Value Trajectory
12 months. Four milestones. All measurable.
PROVE
ACCELERATE
MULTIPLY
DOMINATE
Your ₹45L is now worth ₹1.8-2.4 Cr on paper by Month 12.
Zepto saw a ₹7 Lakh Crore grocery market with no 10-minute delivery player. They built the dark store infrastructure. Now they're worth ₹45,000 Crore.
We see a ₹2.1 Lakh Crore garment care market with zero machine-first, tech-enabled players. We're building the dark hub infrastructure. And we're starting with paying customers already in hand.
The only question is — are you the investor who saw it at ₹3.75 Crore?
Or the one who wishes they had?
Rohit
CEO & CO-FOUNDERrohit@2ndhanger.com
+91 XXXXX XXXXX