The Kathuria brothers seem straight out of a scene from Hum Saath Saath Hain. They live together, work together, and are part of a 12-member joint family, much like in a Sooraj Barjatya film.
When Sunil was in Class 10, he was given a classic family ultimatum: “If you pass, you study. If not, welcome to the shop.”
“I failed,” he said, laughing—without a shred of regret. Turns out, business was in his blood all along.
Today, the roles are neatly divided across generations. Om Prakash oversees finance, quality control, and procurement. Pushpendra heads production, while Sunil manages operations across 20 outlets.
Then comes the next-gen: Ankit Kathuria (36) is the ‘innovator-in-chief’. He is the brain behind new expansions, packaging, exports, and branding. Meanwhile, Karan Kathuria (31) handles e-commerce, quick commerce, and everything in between.
Despite leading operations, Sunil still turns to his elder brothers for big decisions.
“It’s instinctive,” he said. “It’s my duty to honour his position and role in the family and business.”
"Om Sweets may lack Haldiram’s pan-India presence, but it enjoys strong local loyalty, especially in the NCR region. Its stores are often positioned as experiential—clean, air-conditioned spaces where customers can sit and enjoy fresh sweets, almost like a café model for Indian mithai"
At Om Sweets, values are more than just talk. They’re literally framed on the wall. Two Hindi signboards spell out the family’s mission and mantra:
“Hume Om Sweets ko aur uchaiyon tak leke jana hai. (We must take Om Sweets to greater heights)” and “Hume aur aage badhna hai. (We have to go even further.)”
These values have trickled down to their staff as well.
“The Kathurias are a rare breed in the F&B world. Their value system is something you won’t find anywhere else,” said Harsh Chopra, deputy general manager at Om Sweets who previously worked at Haldiram’s.
Early in his tenure, Chopra suggested removing the Rs 25 bowl chole—thinking it was undercutting pricier dishes like chole bhature and chana kulcha.
“Customers would bring their own bread and skip the full meals. So I thought if we remove it, customers will have no option but to order full meals,” he said.
But Sunil reminded him that while business is about profit, it’s also about purpose. “That bowl of chole, for many customers, can be the only affordable hot meal, especially on a daily basis.” It’s a learning Chopra carries with him. He has seen the family build the brand while ensuring that nobody is left out.
“Now, our price hikes are modest—barely 5–7 per cent, and only when inflation forces our hands,” he added.
