The founders funded the buyback completely and as per the Sirona founder, the company was last valued at INR 450 crore at the time of buyback.
Deep Bajaj, Founder, Sirona Hygiene
When Sirona’s founders signed off on selling the women’s hygiene brand to Good Glamm Group in October 2024, it wasn’t an easy decision. The rationale was clear: customers would gain wider access through Good Glamm’s offline muscle, the team would become part of a unicorn, investors would exit handsomely, and the founders could finally step back from the zero-to-one stage they were best at. It seemed like a win for everyone.
But less than a year later in February 2025, things turned. Products started disappearing from online shelves. Salaries got delayed. Customers were left searching, team members anxious, and the once-pioneering brand that had redefined conversations around taboo topics such as menstruation and intimate hygiene, began to falter.
That was the moment the founder knew they couldn’t let Sirona fade into obscurity. So, they bought it back completely in March 2025. The founders funded the buyback completely and as per the Sirona founder, the company was last valued at INR 450 crore at the time of buyback.
“The same four pillars that guided our decision to sell: customers, team, investors, founders also became the reasons to buy it back,” Deep Bajaj, Founder, Sirona Hygiene says.
Customers: Once spoiled for choice with Sirona’s innovations, suddenly couldn’t find their favourites.
Team: Who had never faced delayed salaries under the original founders, found themselves in limbo.
Investors: The brand’s value was eroding, threatening years of compounded trust.
Founders: Saw their creation slipping back into the zero-to-one stage, the very zone they thrived in.
Buying it back wasn’t just a financial calculation; it was a reclamation of purpose. “Sirona was always more than just a brand. It was a mission. Selling left a void. Buying it back was about not letting that mission die.”
When Sirona started, its core was solving problems others wouldn’t touch. Peebuddy, India’s first stand-and-pee device; herbal period pain patches; menstrual cups-these weren’t just products, they were cultural disruptors.
Today, Gen Z is changing the lens. What was once about removing discomfort is now about enhancing lifestyle. “For millennials, it was about solving dirty toilets, period stains, and rashes. For Gen Z, it’s about empowerment and choice. They use our products on treks, at festivals, in everyday life, not just out of need, but for freedom.”
Yet, the taboo persists. Conversations around menstruation still rarely make it to dinner tables in most households. That’s where Sirona’s role as both product innovator and taboo-breaker continues.
The buyback also marks a reset in strategy. Quick commerce has opened new customer segments, expanding beyond tier-A metros. Marketplaces and 15-minute delivery apps are now core growth engines, alongside selective offline presence in organised pharmacies and modern trade.
Investors, meanwhile, remain intrigued. After all, Sirona has already demonstrated the ability to build, scale, and exit. But for now, the founders are prioritising fundamentals: rebuilding trust, restoring supply chains, and reasserting Sirona’s voice in a crowded D2C market.
In an age where eco-friendly credentials are non-negotiable, Sirona walks a pragmatic line. “For us, customer first is non-negotiable. If a woman is comfortable with pads, we won’t guilt her into switching to expensive biodegradable options. Instead, we push sustainable choices like cups and ensure responsible disposal through solutions like incinerators.”
It’s this balance between customer need and environmental consciousness that sets Sirona apart in a sector often prone to moralising.
For 2025 and beyond, the focus is back to basics: solving unaddressed problems from puberty to menopause. New launches, like India’s first period stain remover wipes, show the commitment to innovation hasn’t dimmed. Strategic partnerships like vending machines at Delhi airport and hygiene kits with Bloom Hotels are ensuring access where women need it most.
An IPO? “That’s far off,” Bajaj admits. “But it’s a North Star.”
For now, Sirona’s rebirth is less about valuation and more about validation of a belief that a mission-led brand can rise, fall, and rise again.
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