From Mumbai’s streets to a beverage plant: The journey behind Three Sisters Drinks

In 2006, Sanjay Prasad Bari spent his days driving an auto rickshaw through Mumbai’s crowded streets. Nearly two decades later, he walks across the floor of his own beverage manufacturing plant, discussing production targets and distribution plans. The shift did not happen overnight. Bari’s entry into the beverage business began modestly through local soda pubs, where he learned the basics of flavour, pricing and customer preferences. Over time, he began to understand the backend of the trade – sourcing, bottling, margins and scale. That exposure slowly shaped a larger ambition: to move from retail counters to manufacturing. That ambition eventually led to the formation of Three Sisters Drinks, operated under Adhar Beverages Private Limited.

Founded in 2021 along with co-founders Nimish Solanki, Akshay Solanki and Manish Kanunga, the company follows a dual approach. It builds and sells its own beverage brands while also undertaking contract manufacturing for other companies. The idea, according to the founders, was practical. Running a beverage plant involves high fixed costs. Producing for other brands alongside their own helps keep utilisation steady and cash flows predictable.

This manufacturing-first mindset has become central to the company’s growth strategy. In the last financial year, the company reported revenue of around ₹11.9 crore. It expects to close the current year at approximately ₹26 crore while remaining profitable. The brand has expanded its presence across several Indian states and exports to multiple international markets. The company says repeat orders, both domestic and overseas, have supported its expansion. The founders briefly entered the national spotlight when they appeared on Shark Tank India Season 5, arriving in an auto rickshaw, a nod to Bari’s past. The episode brought attention to their journey and business model, though the company’s growth plans were already underway before the show aired. Recently, the firm raised ₹2.51 crore from independent investors. The funding is expected to support capacity expansion, wider distribution and operational improvements at its plant. Despite the visibility, the founders describe their approach as steady rather than aggressive. The focus remains on improving production efficiency, maintaining margins and building demand market by market. For Bari, the business is less about the symbolism of moving from driving passengers to running a plant, and more about consistency. The lessons from his early years – long hours, thin margins and daily uncertainty – continue to influence how he views risk and growth. What began on Mumbai’s roads has evolved into a manufacturing venture with global ambitions. The journey reflects not just a change in profession, but a gradual climb through learning, adaptation and scale.