“Don’t wait for the right time. If you believe in an idea, pursue it with everything you have. Clarity comes from action, not overthinking. And remember, your journey is your brand. Stay authentic.”
Rivansh Kumar is a 29-year-old Delhi entrepreneur who has spent the last six years reshaping India’s dining scene. Today, he owns and operates 15 restaurants, each one with a shared vision that believes that food is meant to be more than nourishment; it is an experience that holds the potential to spark conversation and build connections.
Currently, his brand lineup spans One8 Commune, Neuma, Milagro, and Pinode, among others.
Rivansh’s restaurants are built around the idea that dining should be an experience rather than a transaction. Each brand in his portfolio offers a unique story. For instance, One8 Commune celebrates global fine dining, Pinode serves modern Indian cuisine, Neuma features European fine dining, and Milagro focuses on Spanish cuisine.
Rivansh makes sure that his focus goes beyond the menu to craft spaces that inspire and connect. Every design choice, flavour profile and service gesture is made with the intent to delight the senses and create lasting memories for every guest.
Inside scoop from the 30 Under 30 interview with Entrepreneurs Today.
Interviewer: What do you think ties all your ventures together?
Rivansh: “What ties all these ventures together is a strong commitment to quality, innovation, and experience. I don’t look at restaurants as just businesses or dining spaces. They’re living, breathing experiences that tell stories, spark conversations, and create emotional connections. From ideation to execution, I’ve been hands-on in every part of this journey, and that involvement has shaped the ethos of everything I’ve built.”
Interviewer: What do you believe makes your ventures stand apart in such a crowded market?
Rivansh: “The restaurant industry is one of the few where art, commerce, and human emotion collide. It’s unpredictable and competitive, but also immensely rewarding. What makes it unique is the pace at which trends evolve and the emotional investment people make when they dine out. Being able to influence culture through hospitality is both a privilege and a responsibility.”
Troubled Waters
Rivansh’s journey has been quite difficult, as he had to start without a safety net or deep pockets. He poured every rupee back into the business and relied on his vision and drive to win over investors and partners. The only way he could build trust was by reinvesting in talent, branding and guest experience.
Scaling fifteen restaurants also meant facing a new set of challenges each time. Most common problems included logistics, licensing and hiring in different cities, which tested his patience and systems. When the pandemic struck, he was even forced to rethink delivery formats, costs, structures and safety protocols. Reflecting on how he got through the adversities, Rivansh shares,
“I overcame these through building strong internal systems, a trusted operations team, and by staying obsessively hands-on in every launch.”
A Rewarding Journey
Despite the challenges, the journey has been quite fulfilling for Rivansh. He is grateful to have had the support of his family and for them trusting him with his financial and creative risks. Having that support gave him the space to dream big. He believes,
“Families today can support entrepreneurs by encouraging experimentation, giving space for failures, and not enforcing traditional definitions of success. Sometimes just having someone believe in your vision makes all the difference.”
The Takeaways
One of the crucial lessons Rivansh has learned is that without execution, vision has no meaning and that success only comes with consistency. Even if one has the best ideas in the world, it’s of no use without hard work.
Lastly, as he signs off, he says,
“Don’t chase trends, and build meaning. Consumers are smarter than ever; they can see through inauthenticity. Build something you believe in, be obsessed with quality, and don’t be afraid of failure. It’s part of the process. And most importantly, don’t just aim to create a business, create a legacy.”
