Good Glamm in Crisis: CEO Issues Apology Amid Salary Delays and Office Closures

Introduction: A Beauty Unicorn’s Fall from Grace

Once hailed as a rising force in the direct-to-consumer (D2C) beauty space, The Good Glamm Group is now grappling with a financial crisis that has left over 150 employees without their April salaries. In a heartfelt post shared on LinkedIn, co-founder and CEO Darpan Sanghvi issued a public apology and explained the chain of events that led to the company’s cash crunch. Once a poster child of India’s content-to-commerce revolution—built through aggressive acquisitions and influencer partnerships—Good Glamm is now struggling to stay afloat.

The post marks a rare moment of vulnerability and transparency from a high-profile founder in India’s startup ecosystem, shedding light on how a failed acquisition and funding freeze sent the company spiraling. As the dust settles, questions are being raised not just about financial planning, but about leadership, corporate responsibility, and the viability of fast-scaling D2C ventures in a volatile economic environment.

the Original

Darpan Sanghvi, the CEO and managing director of The Good Glamm Group, publicly apologized on LinkedIn for the company’s failure to pay employee salaries on time. He explained that a planned brand sale was expected to bring in critical funding, but the deal collapsed at the last minute when the acquiring company’s CEO resigned unexpectedly. The fallout from that failed acquisition caused significant financial strain, leading to delayed salary payments, particularly for around 150 employees involved in branding, tech, sales, and product development.

The company has since taken aggressive cost-cutting measures: shuttering its Mumbai office in Kurla West and permanently closing its Delhi office in Vasant Kunj. Reports suggest some ex-employees haven’t received official experience letters and are withholding company laptops until their dues are settled.

In his post, Sanghvi described the situation as a sudden and severe financial blow that disrupted cash flow and made further fundraising difficult. He acknowledged growing employee frustration and pledged ongoing communication. He also stated that the company is engaged in restructuring discussions with lenders and is doing everything possible to stabilize operations and repay stakeholders. Despite the challenges, Sanghvi expressed a commitment to resolving the crisis and restoring the company’s integrity.

What Undercode Say:

The Good Glamm Group’s meltdown is a cautionary tale of startup exuberance unchecked by sustainable planning. In recent years, Good Glamm made headlines by aggressively acquiring brands such as MyGlamm, POPxo, BabyChakra, and The Moms Co. This rapid expansion, while building media buzz and investor hype, seems to have overstretched the company’s core financial resilience. The collapse of a single acquisition deal triggering salary delays and operational paralysis signals just how precariously the business was balanced.

Darpan Sanghvi’s apology feels sincere, and his willingness to face public scrutiny is rare in a sector where founders often go silent when things go south. Yet, this gesture alone won’t heal the erosion of trust. Employees waiting for months without pay, and ex-staff denied proper exit formalities, reflect deeper operational breakdowns. This isn’t just a failed deal—it’s a signal that corporate governance mechanisms either didn’t exist or weren’t functioning as they should.

From a financial standpoint, depending on a single brand sale to unlock operational liquidity is a glaring red flag. It highlights that the startup was possibly burning cash at an unsustainable pace. Moreover, Good Glamm’s international offices in Dubai, Singapore, and the U.S.—while glamorous—appear more cosmetic than strategic, now being liabilities in a cash-starved setup.

The broader takeaway? D2C brands built on influencer marketing and content virality need more than just top-line growth and flashy valuations. The fundamentals—margins, repeat customers, and operational efficiency—must come first. Good Glamm scaled wide but not deep, and now it’s paying the price.

As for future fundraising, the road looks rocky. Trust once lost is hard to regain, and investors will be wary of startups with high burn rates and low cash buffers. Even if restructuring brings temporary relief, long-term survival depends on a radical shift in leadership mindset—from blitzscaling to balance.

Ultimately, Sanghvi’s promise to make things right will be measured not by words, but by actions. If Good Glamm wants to rebuild, it must focus less on optics and more on substance. Reinstating employee dues, issuing pending documents, and restoring operational transparency should be their first steps. Only then can they reclaim some measure of goodwill—within the team and beyond.

🔍 Fact Checker Results:

✅ The

✅ Salary delays for at least 150 employees have been verified by multiple sources.
❌ Some ex-employees reportedly withholding laptops is not confirmed by official statements.

📊 Prediction:

If Good Glamm fails to secure new funding or finalize a restructuring deal within the next quarter, it may face either acquisition at a distressed valuation or a potential shutdown. However, should it successfully restructure and clear key dues by Q4 2025, the company might pivot into a leaner, more focused operation—possibly shedding its global ambitions to refocus on core Indian markets.