We build service businesses that hold their standard at scale
Incorporated in Mumbai in 2016, DNM Ventures Private Limited operates two brands, 142 locations and a shared corporate platform designed to make the hundredth unit as good as the first.
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- Years of operating history
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- Operating locations
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- People in the group
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- FY 2025-26 network revenue
From one outlet to a national operating platform
The company began with a single garment care outlet in Andheri and a two-person consulting practice advising local retailers on expansion. Both taught the same lesson: growth fails on process, not on demand. Customers rarely leave because a business is small; they leave because the experience changes from one visit to the next.
DNM Ventures was built around that observation. Before a brand is allowed to franchise, we operate it ourselves in at least two catchment types, document every task that affects the customer, and prove the economics over two consecutive quarters. Only then do we invite partners in.
That discipline is slower in year one and considerably faster afterwards. It is also why our franchise partners renew: the model they bought is the model that runs.
- Incorporated 2016, headquartered in Mumbai
- 142 operating locations across 11 states
- 2,400+ people in the group network
- Profitable at group level since FY 2019-20
Mission, vision and how we define success
Mission
To make dependable, professionally run services available in every Indian city by giving capable local entrepreneurs a complete operating system rather than only a brand name.
Vision
To be India's most trusted multi-brand service operator by 2032, with 600 operating locations, three category-leading brands and the lowest partner churn in each category we enter.
How we measure it
Three numbers govern every review: customer repeat rate, franchise partner profitability, and quality audit score. Revenue is an outcome of those three, never a substitute for them.
Six values that decide arguments
These are the tie-breakers we use when a commercial decision and a quality decision point in different directions.
Partner profit first
A franchise partner who does not make money is a failure of our model, not of their effort. Partner unit profitability is reviewed before group revenue in every monthly meeting.
Document or it does not exist
If a process is not written, trainable and auditable, it cannot be part of the network. Tribal knowledge does not survive the fifth location.
Measure what the customer feels
Turnaround time, damage rate and delivery accuracy are tracked at unit level weekly, because those are the things customers actually notice.
Honest qualification
We decline enquiries that will not work. A signed agreement with the wrong partner in the wrong catchment costs both sides far more than a hard conversation.
Safety and dignity of frontline work
Chemical handling, machine safety, working hours and wage discipline are non-negotiable audit items at every unit, company-owned or franchised.
Long money over fast money
We fund growth from operations and partner capital. We do not buy volume with discounts that cannot survive a full financial year.
Milestones since incorporation
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2016
Company incorporated
DNM Ventures Private Limited is registered in Mumbai, consolidating a garment care outlet and an advisory practice.
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2018
Franchise Solutions formalised
The advisory practice becomes a named brand and completes five franchise development mandates in its first year.
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2019
First processing hub
Central processing separates from retail, reducing cost per garment by 31 percent and enabling a low-capital store format.
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2021
Franchising begins
The first Dry 2 Clean franchise agreements are signed after two years of company-operated proof.
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2023
In-house technology
A single internal platform replaces four third-party systems across orders, CRM, routing and partner reporting.
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2025
Operations Academy
A permanent training facility opens in Mumbai, certifying every associate, supervisor and partner before a unit opens.
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2026
142 locations
The network reaches 142 operating locations and Pune hub capacity rises to 6,000 garments a day.
How the group actually earns
There are four revenue lines. We publish them because opacity is where most franchise disputes begin.
- Company-operated unit revenue from Dry 2 Clean stores and processing hubs
- Franchise fees and ongoing royalty from partner-operated units
- Processing revenue where partner stores send garments to a group hub
- Advisory fees from Franchise Solutions consulting mandates
- Negotiated group procurement, passed to partners at cost plus a disclosed handling margin
- Institutional contracts for hotel, hospital and corporate linen programmes
Where the company goes next
Between FY 2027 and FY 2032 the plan is to reach 600 operating locations and add a third brand in an adjacent service category, selected on the same test we applied to garment care: fragmented supply, repeatable process, and a customer who cares about consistency more than price.
Capacity comes first. Two additional processing hubs are planned in Bengaluru and Ahmedabad, each sized for 8,000 garments a day, before further store expansion in those regions. The group does not open collection points faster than the hub that serves them.
The advisory business will remain deliberately small and senior-led. Its purpose is partly commercial and partly a research function: every external mandate teaches us something about franchise structures that we apply to our own network.
- 600 operating locations targeted by FY 2032
- Two new processing hubs planned in Bengaluru and Ahmedabad
- Third brand under evaluation in an adjacent service category
- Advisory kept senior-led and capacity-capped by design
Want to understand the model in detail?
Our corporate team can walk you through the operating structure, unit economics and expansion plan.