Leaders

A student’s journey after graduation is rarely as smooth as it is imagined. For many young graduates, the world that once felt full of promise suddenly seems filled with closed doors. Job postings demand experience that fresh candidates haven’t yet acquired, and those who do manage to land roles often find themselves stuck in low-paying jobs that offer little room to grow. The mismatch between qualification and opportunity can leave even the most ambitious individuals disheartened. But in the face of these challenges, a quiet shift is happening. A growing number of young minds are no longer waiting for opportunities, rather they’re creating them.

They’re stepping away from the conventional job hunt and stepping into entrepreneurship, choosing to become job creators rather than job seekers. Among this bold and determined generation are two bright women, Aswini C and Prarthanaa K, who chose to build something of their own when the doors of traditional employment didn’t open. With a diploma in pharmacy and a passion for medicine, Aswini wanted to bring quality healthcare to rural areas. At the same time, Prarthanaa, with her background in commerce and a strong interest in business, was ready to invest her learning, savings, and ambition into something meaningful. Together, they co-founded Winpra, a healthcare company rooted in purpose, aiming to make high-quality medicines and nutritional supplements are affordable and accessible in underserved communities. Their story is a powerful reminder that big impact often begins with small steps. It captures the spirit of “Small Girls vs Big Dreams” as two young women who dared to imagine a future beyond what the world had set out for them. Instead of shrinking in the face of challenges, they chose to rise, to act, and to believe in something greater.

In a candid conversation with Women Entrepreneurs Review Magaziene, Aswini and Prarthanaa share what inspired them to take the leap, how their vision for Winpra came to life, and what it truly means to build something meaningful in the face of limited opportunities.

Take us through your educational journey. What led to your foray into the field of Pharmacy?

I’m Aswini C. I’ve completed my D.Pharm and have always been interested in the field of medicine. Studying pharmacy gave me practical knowledge about how medicines work, how they’re used, and how they can help people.

After my course, I started looking for pharmacist jobs, but the process was frustrating. Openings were limited, and most required experience that freshers like me don’t have. That’s when I started thinking differently. Instead of continuing the job search, I began to explore the idea of starting something on my own. Around the same time, Prarthanaa K, my friend and now business partner, was studying B.Com and learning about company law. She decided to skip higher studies at a well-known institution, took a few online courses, and put her savings into starting a business. Her corporate knowledge and my pharmacy knowledge made a good match. Now, we’re working together to build a company that offers quality medicines to rural areas at affordable prices.

Tell us how Winpra came to life, and what key responsibilities each of you shoulder in building and running the company.

Winpra is a company we started with one clear idea, to make high-quality medicines and nutritional supplements accessible, especially in areas where people often don’t have enough options. We work with specialized manufacturing companies that follow WHO-GMP and ISO standards, so product quality and safety are always a priority.

The name Winpra is actually a mix of our names, “Win” from Aswini, and “Pra” from Prarthanaa. It’s a reminder of how we started this together, combining our strengths and dreams. While I always wanted to make good pharmaceutical products available in rural areas, Prarthanaa’s goal was to build and run a company of her own. Winpra brings both of those goals together.

Our products cover both pharmaceutical and nutraceutical needs. So apart from medicines, we also offer supplements that support overall wellness. That’s why we go with the slogan, “Well-wisher of your wellness”. For us, it’s not just about treating illness, but helping people feel better, live better, and take charge of their health in the long run.

As major shareholders, we’ve divided our responsibilities based on our individual strengths. I focus on market analysis, demand forecasting, pricing, and sales, while Prarthanaa leads product design and marketing strategy. At the same time, we often wear multiple hats and support each other’s roles as the company evolves.

What are some of the most pressing challenges you face in your current role and how are you navigating through these roadblocks successfully?

One of my biggest challenges is pricing. We’re committed to offering high-quality medicines and supplements, but keeping them affordable, especially for rural areas, requires a lot of planning. Quality always comes at a cost, so we’ve had to be very selective with our manufacturing partners and focus on efficiency without compromising on standards.

On the other hand, Prarthanaa faces the challenge of marketing slightly higher-priced products in rural markets, where people are price-sensitive and not always familiar with newer brands. To work around that, we’ve taken a different approach with our marketing model.

Instead of putting pressure on our medical representatives with monthly targets, we introduced the concept of “no monthly target, only life goal”. This shifts the focus from sales numbers to long-term impact. We’ve also launched flexible roles through our marketing associate program, giving job seekers a chance to work full-time, part-time or even as channel partners, which is especially useful in semi-urban and rural areas.

Another unique initiative we’ve introduced is the Winpra Mr MR Club, which rewards top performers with benefits that really matter, support for building a home, owning a car, a retirement plan, and even a share in pharmacy store franchises. This way, we’re not only addressing marketing challenges but also creating real career paths in healthcare marketing, especially in regions where such opportunities are rare.

Tell us about the impact created by Winpra in this regard. What is your vision for the company’s future?

The impact so far has been encouraging. More people now recognize the quality and standard of our products. We’ve received positive feedback from healthcare professionals who appreciate the efficacy of what we offer, which is a strong sign that we’re on the right path. Our vision is to grow from serving rural areas to making a global mark. But it’s not just about scale, it’s about the experience we create along the way. We want to build a company where healthcare professionals feel confident recommending our products, where customers trust us to support their wellness, and where our channel partners and marketing team feel a real sense of belonging. We aim to keep things rooted in purpose, offering genuine value, maintaining quality, and creating a culture where people are proud to be associated with Winpra.

How do you foresee the Indian pharma landscape evolving in the years to come? Which market trends will create a significant impact on the pharma landscape going forward?

The Indian pharma industry is becoming more competitive, especially with both the central and state governments promoting generic medical shops. This is a welcome move for affordability, but it also pushes companies to be more conscious about quality and pricing if they want to survive and grow.

Moving forward, companies that can offer reliable quality at the right price will have an edge. That’s where we’ve placed our focus at Winpra, on building trust through consistent product performance and transparent practices.

Another shift I see is in how pharma products are marketed. Traditional sales pressure doesn’t work well anymore, especially in rural and semi-urban areas. That’s why we follow “no monthly target, only life goal” approach. This change in mindset not only reduces pressure on our team but also encourages them to focus on building genuine relationships and long-term value.