Bengaluru: In the modern entrepreneurial landscape, we often hear about overnight success and viral growth. But behind the glossy Instagram tiles of The Tanira and the impending brilliance of Ahissa House lies a founder, Himanshi Nagpal who prefers the quiet hum of a spreadsheet to the loud noise of the spotlight.
Transitioning from the rigorous world of ACCA (Association of Chartered Certified Accountants) to the tactile, emotional world of fashion and fine jewelry is no small feat. Yet, for Himanshi the shift wasn’t a departure—it was an evolution. We sat down to discuss the mechanics of building a brand, the lessons learned at Kamala Nehru College, and why the backend is the secret ingredient to any luxury venture.
Transitioning from a rigorous ACCA background to founding two brands is a major shift. At what point did you realize your finance training was going to be the backbone of your venture?
While I was pursuing ACCA, I was doing well academically, but deep down I always felt it wasn’t where I truly belonged. I had this constant urge to build something of my own and explore entrepreneurship. Over time, I realized my long-term vision was not just to work within a system, but to create one. That said, studying ACCA turned out to be a very strong foundation. It equipped me with technical financial knowledge and strategic thinking skills that now make business decisions much easier and more structured. In many ways, my finance background has become the backbone of my entrepreneurial journey.
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How does that accounting expertise help you navigate the financial risks and investments involved in launching two distinct brands simultaneously?
My education helps with financial structure, but I’ve learned even more practically from my co-founder and my father. They’ve guided me on how and where to invest wisely. In the beginning, I didn’t always have clear direction. There are so many opportunities, but not all are right for you. Over time, I’ve gained much more clarity about when to invest, what to release, and how to make decisions that truly work for us.
Since Ahissa House is currently in the certification phase for March, what has that process taught you about the technical standards and the “behind-the-scenes” side of the diamond industry?
Compared to clothing, the diamond industry is far more technical and precise. The standards, grading, and quality checks are much more detailed and structured. I’ve learned that even the smallest detail can impact a diamond’s value and credibility. It’s a much bigger and more complex process than what we deal with in fashion, and it has made me appreciate the importance of precision and strict quality standards.
Many people see the finished product on Instagram, but the “building” phase is often hidden. What has been the most challenging operational hurdle you’ve cleared since starting in April?
Coming from a completely different educational background, fashion initially seemed simple. But once it became a brand, I realized how technical it actually is. Understanding fabrics—how they fall, stretch, and behave—was a major learning curve. Maintaining our ‘one size’ theory across different styles and materials was challenging at the beginning. However, over time, we developed a strong understanding of what fabrics work best for us. What once felt difficult has now become one of our strengths.
You mentioned being more active in the backend for The Tanira right now. What does a typical day look like for a founder who is focused on the operational and strategic side rather than being “front-facing”?
I spend a lot of time ensuring our vision is clear and that people genuinely understand our message. It’s about checking whether the audience is actually connecting with what we’re building. Right now, my focus is heavily on numbers and trends—analyzing data, understanding viewer response, and refining our positioning. Since we’re still in the building phase, strengthening these foundations is more important than anything else. Getting this right early on is crucial for any new brand’s long-term growth.
Why was it important for you to focus on the backend first? Do you think more founders should prioritize the “mechanics” of the business before the marketing?
I don’t think either side is 100 percent right—as a founder, you eventually have to manage both operations and marketing. However, if I had to prioritize one, I would always strengthen the foundation first. Without strong systems and clear processes, marketing alone can’t sustain growth. In the end, a brand needs both—but structure should come before scale. It’s a hard truth, but building things the right way takes time. The process may feel longer, but that’s just the reality of creating something that lasts.
Looking back at your time at Kamala Nehru College, were there specific skills or experiences from your University of Delhi days that you find yourself using now as you scale these businesses?
At Kamala Nehru College, my biggest learning came from being part of such a diverse environment. Interacting with people from different backgrounds helped me understand how differently individuals think and function. That exposure has helped me a lot in marketing and brand building. It gave me a better understanding of human behavior, audience psychology, and trends—which is extremely valuable while scaling a business.
Where do you see the intersection of Indian heritage and professional standards (like diamond certification) heading in the next few years?
India has a deep legacy of craftsmanship and design, especially in jewelry, but today customers also expect transparency and proper certification. Going forward, I see traditional artistry being supported by global standards and structured processes. The future lies in blending heritage with professionalism—preserving culture while ensuring credibility and trust.
In an era of “fast everything,” how do you maintain your core values of quality and certification while managing the pressure of a brand launch?
Being young, I also relate to the ‘fast everything’ mindset. But once you start building a brand, you realize how important structure and systems are. Without a strong foundation, the chances of failure are much higher. I’ve learned that viral numbers don’t create sustainable sales—strong systems, clear processes, and the right operational structure do. Speed may bring attention, but only a solid foundation ensures long-term growth.
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What does “success” look like to you today, now that you are in the thick of the operational grind, versus what it looked like when you were still a student?
As a student, I was very outgoing and carefree. Success felt exciting and almost magical—more about big dreams than practical realities. Today, being deeply involved in the operational side of business, my definition of success is much more grounded. It’s about consistency, discipline, and building something sustainable. I still have the same high ambitions, but now I focus on turning them into something real and long-lasting.
If you could go back to that day in April when you first decided to start, what is one piece of logistical advice you’d give yourself?
I would tell myself: keep going, keep doing. Don’t get stuck trying to perfect everything before you begin. Overthinking slows you down, but consistent action moves you forward. It’s better to keep working, keep solving, and keep improving along the way. Progress comes from momentum, not perfection.
