Macobs Technologies is a digital-first house of brands that spotted an untouched corner of men’s personal care - grooming below the belt - and turned it into a premium e‑commerce business with a single flagship label, Menhood. Founded in 2019 in Jaipur and listed on the NSE’s SME platform in mid‑2024, the company was built on a simple, repeatable playbook: find a taboo topic men are reluctant to shop for offline, wrap it in a brand that feels aspirational rather than clinical, and sell it entirely through online channels where discretion is built in. That same playbook is now being extended into women’s personal care and, through a recent acquisition, into health‑and‑wellness nutrition - each new brand incubated with the cash and customer insights of the one before it.
Business segments
A single operating segment today - men’s grooming - with two adjacent brands being assembled on the side, all sharing the same direct‑to‑consumer digital engine.
1. Menhood: the taboo‑busting men’s grooming brand
Menhood makes specialised trimmers, hygiene products and self‑care items for parts of the male body that mainstream brands ignored, and sells them exclusively online - no shelves, no awkward counter encounters.
- Built for a gap no one else was filling - the founder saw that men’s grooming stopped at the face, so Menhood was created to serve “below‑the‑belt” needs, from sensitive‑area trimmers to male‑skin hygiene products, establishing a category that barely existed in India before.
- E‑commerce is the store and the shield - every sale happens through the brand’s own website or third‑party platforms, which means a customer never has to pick a trimmer off a physical shelf; that privacy is central to why the model works for a taboo product.
- Content does the heavy lifting - the company runs digital campaigns that educate men about grooming and spark open conversation on topics society rarely talks about, so the brand is not just selling products but reshaping norms, which builds community and repeat buyers.
- A lean team behind a national reach - with only 16 permanent employees and no owned factories or immovable properties, Menhood reaches customers across India through a pan‑India distribution network of retail and wholesale channel partners, keeping the business asset‑light while scaling geographically.
- Riding a cultural tailwind - the Indian men’s grooming market is projected to grow at about 12% a year through 2030, driven by social media, celebrity influence and a broader shift toward self‑care among men, which expands the addressable audience without the company having to create demand from scratch.
2. Womanhood: the same playbook, rewritten for women
A planned personal‑care brand that will take the Menhood formula - taboo‑aware, digital‑first, community‑led - and apply it to women’s needs, funded by a preferential warrant issue.
- A brand built from scratch with earmarked capital - the company intends to use proceeds from a warrant issue to develop the product range, procure raw material and inventory, hire a dedicated team and set up initial operations, so the launch does not drain the parent brand’s resources.
- Offline push as a deliberate second channel - unlike Menhood’s pure e‑commerce model, Womanhood plans to open retail outlets, engage distributors and dealers, and build logistics and point‑of‑sale infrastructure, giving the brand a physical presence from the start.
- Marketing spend mapped to launch - the rollout budget covers digital and traditional media campaigns, product‑launch promotions, PR and branding, meaning the company is treating the launch as a full‑funnel exercise rather than a quiet soft launch.
Group structure and partners
A founder‑led public company that stayed solo until early 2026, when it bought a majority stake in a nutrition D2C brand to bolt on a higher‑repeat‑purchase category.
- No subsidiaries until the Dhanta Wellness deal - as of March 2025 the company had no subsidiaries, joint ventures or associates; it was a single‑entity operation with Menhood as its sole brand.
- A 50.01% stake in “Get my Mettle” - in January 2026 Macobs acquired a controlling interest in Dhanta Wellness Private Limited, a Delhi‑based D2C brand selling energy bars, protein bars, peanut butters and nutritional supplements, for about ₹10.5 crore in cash.
- The logic is cross‑sell and shared infrastructure - the acquisition was aimed at a nutrition category with higher repeat purchases, where Macobs can bundle products, lift customer lifetime value, and combine performance marketing, warehousing, customer support and procurement across brands.
- A tight board with founder control - the five‑member board includes the founder as Managing Director, a Whole‑Time Director, one Non‑Executive Director and two Independent Directors; related‑party transactions flow to entities connected to directors and key managers, including firms providing IPO, advisory and legal services.