Anoushka Shah on Navigating Textiles, Sustainability, and Women Leadership

Anoushka Shah

Executive Director,

Acme Yarns Private Limited

The textile industry, traditionally dominated by men, is witnessing a new wave of young, dynamic leaders who are reshaping the business landscape with fresh perspectives and innovative approaches. At Heimtextil 2026, the TVC Media Team had the privilege to sit down with Anoushka Shah, Executive Director of Acme Yarns Private Limited, part of the renowned LP Group of companies.

In this exclusive interview, Anoushka shares her journey, vision for the textile industry, and insights on sustainability, technology, and women leadership in a male-dominated sector.

Could you tell us about yourself and the LP Group? What does your company do?

I'm Anoushka Shah, and I'm part of the LP Group, which is a conglomerate of eight companies operating across the textile value chain.

We have JKL, which leads in domestic markets in India. Then there's Acme Yarns, which I'm currently heading—we focus on the export market for fibre, yarn, and grey fabric, exporting to over 35 countries. Under Acme Yarns, we also have garmenting and knitting divisions. Our knitting unit produces around 300 tons per month, while our garmenting division manufactures approximately 300,000 pieces monthly.

We also operate an integrated unit called LB Tex, which houses around 324 weaving looms. We produce 2 million meters of denim fabric per month and another 2 million meters of finished processed fabric per month.

On the retail front, we have My Casa Copenhagen, our first flagship store in India, and Casa Copenhagen, an online brand selling bed sheets, towels, and home textiles globally through Amazon. We have offices in the US, Canada, and Germany.

I specifically look after Acme Yarns. We're headquartered in Ahmedabad with additional offices in Mumbai, Bangalore, and Tirupur domestically, and international offices in Bangladesh, Hong Kong, Vietnam, Mauritius, and the USA. We manufacture and export cotton yarn with a capacity of 80,000 to 1 lakh spindles, producing around 1,000 tons of yarn monthly, including both ring-spun and open-end yarn.

As a young woman entrepreneur entering the family business, how has your journey been? What is your vision for the company?

Honestly, initially, I struggled to understand this business because I had never studied B2B marketing or management—the trend was more toward B2C when I was in school. But about six to seven months into the business, I started understanding the nuances, and that's when my interest really developed. I've been working full-time for the past 2.5 years now.

My vision is to lead this company and grow it continuously. Right now, we are a two-star export house, and my goal is to increase our sales and target emerging trends. The industry has evolved significantly, especially post-COVID. While cotton yarn was the dominant trend earlier, we're now seeing a shift toward synthetic products and value-added offerings.

My thought process is to target such plants and customers where I can start new product lines for the company and truly see it grow.

Sustainability has become a buzzword in the industry. What is your take on sustainable manufacturing?

I believe sustainability is no longer optional in textiles—it's essential. Almost all companies should be sustainable in one way or another. But it's not just about being certified; it's about how you take care of the future and make life better for coming generations.

Currently, we hold almost all major certifications, including Organics, Better Cotton Initiative (BCI), Regenerative, GRS (Global Recycled Standard), and Kasturi Cotton. I'm personally researching what other certifications are emerging and how we can become even more certified and compliant.

Sustainability isn't just about certification—it's about securing a better future for the next generation.

You have visited Heimtextil 2026. What are your views and feedback about the show?

This was my first time at Heimtextil, and I've never seen such a massive exhibition in my life. I always thought China hosted the biggest shows, but this was truly impressive.

We came with two objectives: first, to supply yarn to buyers, and second, to source towels and t-shirts. So it was a two-way strategy for us.

From the feedback I've received from others, some say Heimtextil has lost its charm somewhat, and of course, the market isn't what it used to be. However, from what I'm seeing, Europe is still buying actively.

I think this exhibition has a very prominent significance in today's times.

As a young entrepreneur, what advice would you give to other young people and startups entering the textile business?

I'd highlight three key points:

First, balance hard work with smart work. Hard work is very important, but with new technology and AI coming in, it's crucial that we work smartly as well. Today's generation—myself and others younger than me—we cannot work 15 to 20 hours a day like the older generation did. We need a balanced life where we give time to both professional and personal commitments. The way to achieve this balance is by leveraging technology and AI effectively.

Second, never get complacent—keep researching. Trends are changing constantly. Textiles isn't what it was even 10 days ago. From a textile perspective, we need to continuously research how to sustain ourselves in this market.

Third, find your USP. If you don't have a unique selling proposition, it's very difficult to stand out.

Innovation today is all about balance—leveraging technology and AI to make the most of whatever you do, while maintaining work-life harmony.

Speaking of USP, what would you say is your unique selling proposition in the business?

I think our main USP is that we're operating in this challenging textile market, which is heavily dominated by men, with a predominantly female team. I'm very proud to say that almost 90% of my team comprises women—all experienced textile merchandisers and experts with over 15 years of experience.

I'm very grateful to have such a supportive and experienced team because they guide me in the right direction. As a director, I'm not the only one taking leadership decisions—they're far more experienced than I am, and they have significant input in how we strategise and move forward.

Having an all-women team in a male-dominated industry isn't just our USP—it's our strength.

In a family business, there can sometimes be generational differences in values and thought processes. How do you tackle this challenge?

Initially, I used to follow whatever my dad, my uncle, and everyone else was saying. But I'm very glad that they've given me the freedom to control Acme Yarns and take it ahead in the way I envision.

They don't object or impose their ways on me. They never tell me, "This is not right, you should do it this way." I have complete freedom, and for that I'm very grateful.

Of course, whenever I need guidance, I always go to my father. He has over 30 years of experience, whereas I have just 2.5 years. So I'm very glad that I have access to that wealth of knowledge and experience.

They've given me the freedom to lead while always being available for guidance—that's the perfect balance.

Conclusion

Anoushka Shah represents the new generation of textile leaders who are combining traditional business acumen with modern technology, sustainability practices, and inclusive leadership. Her vision for Acme Yarns Private Limited and the LP Group reflects a forward-thinking approach that balances innovation with heritage, and ambition with responsibility. As she continues to carve her path in the textile industry, she stands as an inspiration for young entrepreneurs, particularly women, looking to make their mark in traditionally male-dominated sectors.