After expanding to more than 25 experience centres, founder Avinash Kumar Bhatt is steering Khyati Contech towards brand licensing, manufacturing operations and distribution in a strategic shift aimed at building a more scalable construction materials business.
New Delhi [India], October 17: When Avinash Kumar Bhatt entered the construction materials market, the focus was on making building products more accessible to customers through a trading business and a network of experience centres. The journey, however, would lead to a broader question: how could the business grow beyond retail expansion and build a more sustainable operating model?
That question is now central to the next phase of Khyati Contech Private Limited.
The company began under the Khyati Infra Mart brand and subsequently expanded to more than 25 experience centres, bringing different construction materials under one roof. The initiative gave the business direct exposure to customer requirements, dealer relationships and the practical challenges of serving a fragmented market.
But rapid retail expansion also brought operational complexities. High operating costs and supply constraints prompted the company to reassess its strategy.
Rather than relying primarily on opening more outlets, Bhatt shifted the company’s focus towards a model built around brand licensing, manufacturing and distribution.
The change represents more than a new sales strategy. It signals an effort to develop a business that connects products and brands with manufacturing capabilities and a distribution network capable of reaching a wider market.
From Experience Centres to Manufacturing
The experience-centre phase played an important role in shaping Khyati Contech’s understanding of the construction materials industry. It offered first-hand insights into customer demand, product availability, supply-chain limitations and the economics of operating a physical retail network.
The experience also highlighted the importance of balancing expansion with cost discipline and reliable supply.
The company subsequently began moving beyond a predominantly trading-led approach. Under its evolving model, Khyati Contech obtains licences for brands, works with manufacturing units under agreed arrangements to produce products under the respective brands, and distributes those products through its market network.
The company says manufacturing units across its brand portfolio operate within its control framework. Its stated objective is to coordinate manufacturing and distribution more closely, supporting product availability and a more organised route to market.
The approach places Khyati Contech across several stages of the construction materials value chain, from licensed brands and manufacturing operations to distribution.
For the company, the challenge ahead is to translate this structure into dependable supply, efficient operations and sustainable commercial growth.
Four Brand Initiatives Across Construction Materials
Khyati Contech’s portfolio includes initiatives across TMT steel, MS and GI pipes, and PVC pipes. Its key brand associations include Jindal Steel Tubes Ltd., the DS Jindal Group and the Yash Birla Group.
JSTL TMT Bars
The JSTL TMT portfolio includes JSTL 550 SHD and JSTL 550 SD, with JSTL 550 D also planned as part of the range. The brand is associated with Jindal Steel Tubes Ltd., a DS Jindal Group company.
The company announced its first commercial dispatch of JSTL TMT from Giridih, Jharkhand, on July 25, 2026, through Lall Steels Pvt. Ltd., its authorised manufacturing partner.
The dispatch marked a milestone in the commercial development of the JSTL TMT initiative and its manufacturing arrangements.
Jindal MS and GI Pipes
The company’s portfolio also includes Jindal MS and GI Pipes, broadening its presence in steel products used in construction, infrastructure and industrial applications.
Birla King TMT
The Birla King initiative, associated with the Yash Birla Group, includes Birla King 550 SD and Birla King 550 XHD TMT Bars.
The addition of these products expands the company’s steel portfolio and supports its strategy of developing a multi-brand presence in the construction materials market.
Jindal PVC
The Jindal PVC initiative, associated with the DS Jindal Group, extends the portfolio into PVC pipes and related building materials.
Taken together, these initiatives reflect a broader strategy to serve multiple construction materials categories through brand associations, manufacturing arrangements and distribution.
The commercial scope of each association is defined by its relevant licensing and business agreements.
A Connected Model: Licensing, Manufacturing and Distribution
At the centre of Khyati Contech’s strategy is the connection between three business functions.
Brand licensing provides the framework for manufacturing and marketing products under the respective brands.
Manufacturing operations turn those arrangements into physical products through the company’s manufacturing network and agreed production structures.
Distribution connects finished products with dealers, distributors, retailers and customers.
The company aims to coordinate these functions rather than treat them as separate activities. In practice, the model requires effective production planning, dependable supply, appropriate logistics and strong relationships with distribution partners.
Manufacturing oversight is an important part of the company’s stated approach. Its longer-term performance will depend on how effectively that oversight translates into operational consistency and market availability.
As the network develops, verified information on operational manufacturing units, commissioning facilities, production capacity and dispatch volumes will be important measures of progress.
Avinash Kumar Bhatt’s Approach: Learning and Adapting
For Bhatt, the shift reflects lessons learned during the company’s expansion into experience centres.
The earlier phase brought the company closer to the market but also exposed the challenges of scaling a physical retail model. The decision to pursue manufacturing and distribution represents an effort to apply that experience to a different business structure.
In entrepreneurship, expansion can create opportunities, but it can also reveal where an operating model needs to change. Khyati Contech’s next phase is built around that reassessment.
“We started by understanding the market from the ground up. Building experience centres taught us what customers need and where the supply chain faces challenges. Today, we are applying those lessons to a different model—one that brings brand licensing, manufacturing and distribution together. Our focus is on building a business that can grow sustainably over the long term.”
The emphasis is on building from experience rather than simply increasing the company’s physical footprint.
Distribution as the Link Between Manufacturing and Market Demand
Manufacturing alone does not guarantee market reach. Products must be available at the right time, supplied efficiently and supported by dependable relationships with channel partners.
Khyati Contech is developing its distribution network to connect its manufacturing activities with the wider construction materials market. This approach is intended to extend market access without making company-operated experience centres the primary driver of expansion.
The priorities include improving coordination between manufacturing and demand, strengthening dealer and distributor relationships, managing logistics and maintaining commercial discipline across product categories.
The company’s ability to execute these functions will be central to building a business that can grow without losing sight of operational efficiency.
The Road Ahead
India’s construction and infrastructure sectors depend on a diverse network of manufacturers, distributors, dealers, retailers, contractors and building professionals. Serving this market requires reliable product availability, efficient distribution and the ability to respond to demand across different regions.
Khyati Contech aims to strengthen its position by bringing brand licensing, manufacturing operations and distribution into a more coordinated business strategy.
Its longer-term ambition is to develop a scalable, multi-brand construction materials enterprise with a broader market reach and a stronger operational foundation.
The next stage will require disciplined execution, effective manufacturing oversight, sustainable operating economics and durable relationships with channel partners. The company’s progress will be measured not simply by the number of brands or manufacturing locations associated with it, but by its ability to turn those capabilities into consistent supply and lasting commercial value.
Building Beyond the Trading Model
Khyati Contech’s journey—from construction materials trading to more than 25 experience centres and then towards manufacturing and distribution—reflects an evolving approach to entrepreneurship.
The experience-centre phase helped the company understand the market. Its subsequent strategic shift has placed greater emphasis on licensed brands, manufacturing operations and distribution.
With initiatives spanning JSTL TMT Bars, Jindal MS and GI Pipes, Birla King TMT and Jindal PVC, the company is pursuing a wider role across the construction materials value chain.
For Avinash Kumar Bhatt, the next chapter is about applying the lessons of the past to build a business designed for the future.
Beyond trading, Khyati Contech is focusing on connecting brand licensing, manufacturing and distribution to build a scalable construction materials business.
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