Mr. Jaisinh Vaekar represents the fourth generation of the VPSA Paramasiva Nadar Group of Companies. The group was based in Virudhunagar, 520 kilometres from the state capital of Tamil Nadu, Chennai.

The VPSA Paramasiva Nadar Group's roots date back to 1912 and lie primarily in the Chilli business. Virudhnagar was the country's leading producer of chillies, and the VPSA Paramasiva Nadar group played a significant role. They were one of the largest Chilli exporters.

In the 1960s, they were the first to export a variety of stemless dry chillies to the United States. The variety was referred to as S4 Chillies and became a trademark. They eventually entered the European market as well. Midway through the 1970s, chilli production shifted from Virudhunagar, Tamil Nadu, to Guntur, Andhra Pradesh, and the group followed the market. In the late 1970s, the company began exporting to Chaebol Samsung in South Korea. The group became the largest exporter of dried chilli in the 1990s.

The VPSA Paramasiva Nadar Group had 40 male business members at the time.

1995 marked the completion of Mr. Jaisinh Vaekar's Bachelor of Business Management (BBM) at Christ College, Bangalore. In 1997, he received his Master of Business Administration in International Business from Charles Darwin University in Australia. During his time in Australia, he held a part-time position at McDonald's. This experience exposed him to hygiene and housekeeping standards that will prove useful in the future. Mr. Jainsinh was permitted to pursue his education abroad on the condition that he return to the family business upon completion.

He joined the organisation in 1997.  In 1999, the group experienced a division. The cousins left, and there were now fifteen members of the family, including the next generation.

Mr. Jaisinh Vaekar assumed the duty of business diversification. In response to the market shift towards powder form, they established a manufacturing unit. They also entered the distribution industry and expanded into numerous categories. They began distributing ITC Tobacco, FMCG products, Nokia phones, Aircel SIM cards, Modern Bread, and Unilever products, among others.

Mr. Jaisinh Vaekar's passion for marketing made him thoroughly enjoy this phase. Working with major brands gave him phenomenal exposure. He gained tremendous branding and marketing knowledge. In 2003, Mr. Jaisinh Vaerkar was entrusted with the management of the chilli powder manufacturing unit, as his father had relocated to China to explore export opportunities.

Mr. Jaisinh Vaekar, realising the potential of the chilli powder business, left his distribution company. He concentrated on exports and supplied some of the largest brands in the world.

Mr. Jaisinh Varekar was always interested in launching their own brand. A few months after launching a brand in 2010, he was forced to discontinue it due to other responsibilities. When the next opportunity arose, he resumed branding efforts and introduced the brand Thillais Masala. Mr. Jaisinh Vaekar embarked on a mission to lay the groundwork for establishing the brand. In his early years, he committed branding errors such as failing to research the competition.

Initially, he failed to comprehend the target audience, sold the "what" instead of the "why", and made other errors, but he quickly overcame them. He engaged in extensive reading, attended numerous trade shows, met relevant people, and as required, hired consultants.

Even though the spices product category is competitive and crowded, he realised that only 25% of the market was served by organised players. 70% of the market remained untapped.

He also opined that as the nation's income rises, its citizens gravitate toward more protein-rich foods, such as meat, poultry, and fish.

He believed the 200 man-years of procurement experience his team possessed would assist him in delivering products of high quality and consistency.

He worked on the Thillais Masala positioning. He concentrated on regional cuisines and created time-saving blends that catered to regional preferences. He presented items such as Virudhunagar Salna Masala, Marina Fish Roast Mix, Chettinad Chicken Mix and a variety of other mixes . These are the first of their kind in the industry.

Mr. Jaisinh also employed very innovative marketing strategies. He ensured that his products are sold in all chicken and meat retail establishments. He utilised all of his prior experience in FMCG distribution and made significant inroads into major retail outlets.

He developed the institutional vertical and supplied to restaurants and caterers with bulk spice blend. This enabled him to utilise the available manufacturing capacity and achieve economies of scale.

The journey from a legacy trading business to a brand is extremely challenging. The mental shift is particularly hard. In trading, the results and gestation period are shorter, whereas creating a brand requires more time, investment, and consistency.

Mr. Jaisinh Vaekar has laid the foundation for Thillais Masala to become a Rs 100 cr brand by 2030, and he ultimately wants his group to be identified by the brand.