Deepak Chhabra and the Long Road of Building Things That Last
Careers don’t really follow a neat plan, even if they look that way in hindsight. Most of the time, they’re shaped by decisions taken in the moment, some good, some confusing, and a few that only make sense much later. That’s more or less how Deepak Chhabra’s journey has unfolded.
Over the last 26 years or so, he has moved between very different industries — from real estate and construction to retail, hospitality, manufacturing, and more recently, digital ventures. But instead of being defined by a single role or title, his career feels more like a collection of phases. Each phase taught something different, and not all of them were predictable or comfortable.
What people usually notice about him is that he prefers staying close to the work itself. He likes understanding how teams operate, how customers behave, and where systems break down. Strategy matters, of course, but only if it connects with reality.
Wearing More Than One Hat at Vishal Group
Today, he works as Director at Vishal Group. On paper, the role includes strategy, business development, and operational leadership. In practice, it’s a bit messier than that.
Some days are about planning. Other days are about solving small problems that nobody else wants to deal with. He spends time reviewing processes, speaking with teams, and figuring out what’s actually working versus what just looks good in reports.
Instead of pushing for fast growth all the time, he usually focuses on fixing internal gaps first. It’s a slower approach, but one that avoids many long-term issues.
Side Projects That Became Real Businesses
Alongside Vishal Group, he is also the Founder and Owner of ventures like 77 Pillars, Holy Hotels, Jubliexx Live, and Unstopper. These businesses operate in hospitality, digital media, and OTT spaces.
Some of these started as small ideas and slowly evolved into proper businesses. Others needed several changes before they found the right direction. Not everything worked perfectly from day one, and he doesn’t really pretend it did.
There’s a lot of testing involved in his way of working. Try something, observe the response, adjust, and move again. It’s not always efficient, but it’s practical.
Starting with Something That Wasn’t About Money
Before business became the main focus, his first professional step was a social initiative. In 1999, he started Mother’s Care Nursery, which supported underprivileged children.
At that time, there was no clear long-term plan. It was more about doing something useful and learning along the way. But that experience stayed with him.
It created a belief that business should eventually give something back. Even now, many of his decisions are influenced by that early phase, whether consciously or not.
The Retail Years That Taught the Most
In 2001, he founded Vishal Fitting House, a retail business that he ran for more than 20 years. This was probably the most grounding phase of his career.
Retail teaches you quickly. Customers complain, suppliers delay, staff leave, and cash flow fluctuates. There’s no hiding from reality.
Those years built his understanding of people, operations, and everyday problem-solving. It wasn’t glamorous, but it was honest work.
Real Estate: Slower, Riskier, but Important
Around 2007, he moved into construction and real estate development. This brought a completely different pace.
Projects took years. Approvals were slow. Costs changed constantly. It required patience and a lot of coordination.
Real estate taught him how to think long-term and manage uncertainty. You can’t rush outcomes in this space, no matter how ambitious the plan is.
A Short but Intense Manufacturing Phase
In 2017, he launched NC Jewellers and managed it until 2021. This was his manufacturing phase.
Managing production, quality control, inventory, and labour brought new challenges. Manufacturing is less flexible than services and more demanding on systems.
Even though it didn’t last as long as some other ventures, it added valuable experience.
Trying to Keep Up with the Digital Shift
Later, he founded Digi Mentor, a digital marketing learning platform.
This move was partly about curiosity and partly about staying relevant. Digital businesses operate at a different speed. Things change quickly, and learning never really stops.
It forced him to rethink how branding, communication, and customer engagement work in an online-first world.
How He Looks at Work and Growth
Today, Deepak Chhabra continues to oversee hospitality, digital media, and OTT ventures.
He doesn’t really follow a complicated formula. Most of the time, his focus is on growing at a reasonable pace, avoiding unnecessary risks, and not jumping into trends just because everyone else is doing it. He believes systems matter more than hype.
One important principle he follows is dedicating 10% of profits to social causes. This isn’t used as a selling point. It’s just part of how he defines responsible growth.
No Big Finale, Just Consistency
There’s no single turning point to point in his journey. Most of it looks fairly ordinary from the outside — showing up, solving problems, adjusting plans, and moving on to the next thing. Progress didn’t always feel fast, but staying consistent made more difference than any one major decision.
In a space where everyone talks about fast growth and quick exits, his journey feels different. Slower, maybe, but also more stable. And in the long run, that approach seems to work better than most shortcuts.
Comments
Post a Comment