Our goal: 25 acquisitions; 6 completed, 19 to go
Mumbai: Saurabh Varma, former CEO of Publicis Communications South Asia, is on an ambitious quest to establish Wondrlab as a global communications powerhouse with Indian roots. Launched amid the pandemic in November 2020, Wondrlab has swiftly risen, now boasting over 550 employees across India and Poland and marking significant milestones with four strategic acquisitions. But this is just the beginning—Varma envisions 21 more acquisitions over the next three years, fuelling an aggressive global expansion.
Founded by Varma alongside Vandana Varma and Rakesh Hinduja, Wondrlab set out with a clear mission, to replicate traditional networks. The focus is on blending products and platforms with digital business transformation (DBT) to meet the needs of a global clientele. This innovative approach has fuelled the acquisition of trailblazing companies like What’s Your Problem (WYP), a digital-first creative agency, and Opportune, a data-driven influencer marketing platform.
The latest addition to Wondrlab’s portfolio is WebTalk, a Polish B2C digital marketing agency acquired in January 2024. This strategic move not only enhances Wondrlab’s service offering but also strengthens its international footprint, with new hubs planned for Vietnam, the U.S., and West Asia. Acquisitions and fast-paced, inorganic growth are at the core of the strategy. Not just building an agency; but creating a global network. The blueprint is straightforward, you either acquire or get acquired, and this journey is being steered with intention. By focusing on digital solutions and leaving legacy structures behind, Wondrlab has positioned itself to excel across DVCC (digital video content and community), digital media and data, digital business, and martech/ad tech—solidifying the role as a fully digital-first company.
Technology remains at the heart of Wondrlab’s evolution. A prime example is their proprietary platform Hector, initially developed for Amazon and now serving clients on platforms like Flipkart.
Central to Wondrlab’s approach is the use of artificial intelligence (AI), particularly to elevate client services and drive operational efficiency. AI is central to the agency’s strategy, empowering it to steer clients toward optimal decisions without the tedious process of manual data analysis.
With over $13 million raised for acquisitions and product development—and more funding on the horizon—Wondrlab is set for robust growth. Supported by visionary clients who believe in this direction, the agency can now confidently invest in tech-driven innovations while sustaining strong cash flow. Wondrlab is creating something truly impactful, with a future full of promise as a network that seamlessly combines service and product innovation to keep pace with the evolving demands of a digital-first world.
MadeInMedia’s Kalpana Ravi caught up with Saurabh Varma – Founder & CEO Wondrlab India, for a one-on-one chat in the Wondrlab office. Varma spoke about the various aspects, acquisitions, and much more…….
What key market gaps inspired the creation of Wondrlab as India’s first platform-led martech company, and how do you plan to scale this vision globally?
While India has produced remarkable companies, the challenge has been building a cohesive network, largely due to limited access to capital. Networks that have thrived elsewhere often did so through acquisitions. Now, however, India is positioned for transformation, with capital more accessible than ever.
Why focus on a platform instead of a traditional network? Because legacy networks, built over the last 50-100 years, have fundamental limitations. A major difference between modern and legacy networks is the hub approach. Legacy networks followed clients into every country—setting up offices in each one. Today, global brand offshoring allows for consolidation into five or so hubs with nearshore and offshore capabilities, handling website development, content, e-commerce, and data from these centers, eliminating the need for offices in 120 countries.
Secondly, a new-age network is defined by both Digital Business Transformation (DBT) and Marketing Transformation (MT) from inception. Unlike legacy companies that built on either MT or DBT, this modern approach seamlessly integrates both, enabling unparalleled value creation. Legacy companies now attempt to add layers, like technology and content, but their focus is often unbalanced, with cultural silos that complicate integration. Building a network from the ground up, with DBT and MT intertwined, avoids these issues and sets up a more cohesive model.
Thirdly, the modern network redefines itself through product and service offerings. Legacy networks operate in a service layer, much like an agency, without building products. Platforms, such as Wonderlab’s Hector, Visor, and Oppa, represent a shift toward technology-driven solutions that legacy networks typically avoid, as they rely on partnerships rather than direct platform creation. Product development demands a technology-first mindset, and that’s embedded in a modern network.
The fourth key difference is in cross-sell capabilities. Legacy networks, divided into silos, fail to collaborate; each silo competes for revenue, which is counterproductive for clients who want a seamless solution. Clients may select separate firms for each function—PR, social media, experiential marketing, etc.—if they see only siloed operations. Modern networks are structured to eliminate these divisions, creating a holistic approach that benefits both the client and the network.
Finally, acquisitions are managed differently. Legacy networks often turn founders into employees, which stifles innovation and ultimately drives these entrepreneurs away. In contrast, modern networks structure acquisitions to retain founder autonomy, with equity distributed among them, fostering a shared ‘currency’ within the network. This model keeps the entrepreneurial spirit alive, incentivizing founders to stay and contribute long-term.
Legacy networks may excel in acquiring competencies, but they struggle with integration. Extraordinary brands acquired by creative agencies often fade or operate in silos. Taproot, BBH—where have these brands been fully integrated, and where are their founders now? For entrepreneurs, the freedom to build and shape culture is crucial. Restricting them with bureaucracy undermines acquisitions and drives away talent.
How, then, does a modern network integrate recent acquisitions like WebTalk and Cymetrix? The answer lies in a common currency. Merging P&Ls can sideline leaders, but here, equity offers a democratized incentive, motivating collaboration. The operational framework allows each acquired company to preserve its culture while aligning goals. Success in this model is rooted in creating mutual benefit, where everyone has a stake in each other’s achievements.
In essence, democratizing incentives isn’t just about financial gain—it’s about fostering a unified, ambitious network that thrives collectively.”
How do you approach acquisition decisions, and what do you seek in companies when integrating them into the Wondrlab network?
Not every company is the right fit for us, and we’re not the right fit for every company. Some founders aim for a full exit—they’ve dedicated 15 years to building something, and now they might want to spend a few more years before stepping back, retiring, or transitioning to VC roles. That’s their journey.
For us, however, we’re in it for the long haul. Our approach is to empower founders to keep running their companies while we fuel their growth, rather than taking the reins ourselves. What does that mean? If a client presents an opportunity for integrated, multi-service support that adds value to their business, we’ll pursue it. Take the story of What’s Your Problem (WYP), for example. When I was advising the Online Rummy Federation, we called for pitches from several agencies. After reviewing them, I told the team that WYP was the best candidate by far. I found myself thinking, “I wish they were my agency.” That thought stuck with me, so the next day, I reached out to Amit, and after some discussion over coffee, we decided to join forces.
I firmly believe in Oliver Wendell Holmes’ quote: “For the simplicity on this side of complexity, I wouldn’t give you a fig. But for the simplicity on the other side of complexity, for that, I would give you anything I have.” We aim for simplicity, but it’s a simplicity that comes after understanding complexity. While gut and instinct play a role, there’s always strategy behind it. Without a strategic fit, even if I like something, we won’t move forward. It has to make sense for our model.
In our approach to service acquisitions (not products), we look for companies growing at 20% with an EBITDA of 20% as a baseline. Beyond the numbers, we consider the founder’s intent: Do they want to stay and build, or are they looking to exit? Is it a legacy business, or is it a new-age company that fits within our strategic framework? In WYP’s case, they were evolving as a content company—platform-first, with a deep understanding of Facebook and Google, creating exceptional content. It had everything we needed to build for the future.
Ultimately, what we’re building is a team of extraordinary founders, connecting on both a personal and professional level, creating something magical together. Behind the wonder and creativity, there’s a robust infrastructure of data, analysis, and structured strategy. It’s a balance of vision and method, where true magic happens.
We’ve identified key areas in our portfolio where we’re eager to add the right companies. Right now, we’re evaluating nearly 40 companies, with some already nearing conversion. We’re focusing solely on founders who align with our vision.”
How is Cymetrix helping Wondrlab clients leverage data to drive smarter marketing decisions and improve customer experience?
Cymetrix is fundamentally a CRM company, addressing the growing need for clients to build deeper, more personalized connections with their consumers—which is where CRM plays a critical role. For Cymetrix, over 50% of revenue comes from the U.S., where its focus on CRM solutions is substantial, particularly around Salesforce. When clients adopt Salesforce as their platform, the real challenge is implementing it effectively. Many organizations use only a small fraction—about 5-10%—of the platform’s capabilities. Cymetrix specializes in helping clients unlock the full potential of these platforms to use them optimally.
How do you use data analytics with platforms like Opportune and OPA to measure influencer campaign success and maximize ROI for brands?
When we look at micro and nano influencer companies, we view them as platforms that drive engagement rather than performance. They aren’t focused on ROI, like a performance marketing company, and they don’t operate in the top-of-funnel space either. What they specialize in is what we call the middle funnel. If the top funnel represents awareness, the middle funnel is engagement, and the bottom funnel is conversion. With Neon, our performance marketing acquisition, the focus is entirely on ROI—spend $1 and see $4 in return.
Micro and nano influencer platforms, however, excel in driving engagement and encouraging product trials. For new clients who want to get their product in the hands of consumers and spark conversations around it, these platforms are ideal. Rather than relying on a single celebrity, they allow you to connect with hundreds or thousands of influencers, offering a more authentic form of engagement. Today, people trust those they know and follow, making these micro and nano influencers highly effective.
Available on iOS and Android, these platforms make it simple: download the app, launch a campaign, and choose your influencers. Influencers can then opt-in to participate, and you select those that best fit your needs, whether that’s a beauty, lifestyle, or travel influencer. The data provided shows you each influencer’s actual following and past engagement, making it fully transparent.
You pay influencers based on the engagement they’ve previously driven, and every cost is clearly outlined. After launching the campaign, the influencers create content, you approve it, and it goes live. Metrics are tracked on the platform, so it’s a complete end-to-end system—from creating a brief to selecting influencers, managing campaigns, and tracking metrics. If you’re looking for one or two celebrities, this isn’t the platform for you. But if you need a vast network of influencers, this platform is ideal.
What key challenges do businesses face in their marketing transformation journey, and how does Wondrlab help them overcome these?
One thing I’ll share, Kalpana, is that we’ve realized every journey is unique. For instance, the revenue model from zero to 100 crore is entirely different from the journey from 100 to 500 crore, and even more so for brands generating over 500 crore.
When a new client starts, especially after raising funds, they’re focused intensely on immediate returns. Performance marketing becomes essential—they’re thinking, “Can I just make it through the next quarter? If I spend one rupee, I need four back.” At this stage, there’s little focus on building the top of the funnel.
However, as a brand grows to around the 100-crore mark, challenges emerge. The cost of acquisition starts rising if they haven’t built brand equity at the top of the funnel. Performance costs increase, and because there isn’t a strong flow from the top to the bottom of the funnel, they start looking at middle and top-funnel strategies.
On the other hand, larger brands often take a top-down approach, willing to invest in building brand equity and awareness, knowing that performance will follow. Both approaches exist side by side, tailored to the client’s stage, objectives, and growth needs.
In essence, there’s a playbook for each stage: zero to 100 crore, 100 to 300 crore, and so on. The strategies shift as brands grow, and there’s no one-size-fits-all rule.
What key leadership lessons from your role as CEO of Publicis Communications India are you applying at Wondrlab to drive consistent growth?
Publicis Group is a major force, bringing together an impressive range of brands. When you compare Publicis to other networks, it’s clear they’ve done remarkable work, largely due to their effective integration of data and technology. By combining data, creativity, and tech into a cohesive solution hub, they’ve set an industry standard. For me, it’s about learning from this success, drawing from the wisdom of extraordinary leaders, while also looking toward the future—not just staying in the service business, but exploring product-based ventures as well.
It’s also a matter of defining our direction as a team, finding where our collective interest lies, and committing to that path. Whether we succeed spectacularly or fail spectacularly, we want to pursue it our way. This approach means constantly challenging ourselves, trusting our instincts, and strategy, and chasing ambitious goals. Our vision isn’t to play small; we’re determined to build a groundbreaking company in India, setting out to establish the country’s first true platform network.
Wondrlab’s recent acquisition of WebTalk, a Polish B2C digital marketing agency, in January 2024, reflects our commitment to enhancing service offerings and expanding our geographic reach, with future hubs planned in Vietnam, the US, and West Asia. This is not just a casual expansion; it’s a serious move into the global market, backed by significant resources.
We’re still early in this journey, not even at “base camp” yet, with much ahead. Though it sometimes feels like a long road, we’re still a young startup, under four years in, working to bring a new approach to the table. We’re fortunate to have clients who are open to this journey and supportive of our vision, and for that, I’m incredibly grateful.
Today’s market is highly competitive, and we’re always exploring strategies to stand out from traditional agencies. The digital age has transformed everything, and for us, that means moving beyond commoditized services. If you’re stuck in the fee-for-service game, it’s tough to survive, as clients continually seek the same results at lower costs.
The real game-changer is building tech that scales and gives clients a competitive edge. While investing in technology is a risk, we’ve embraced it. The risk of creating a product is that it could fail or become obsolete, but it’s a risk worth taking because it’s how we differentiate ourselves from everything else in the market.
How do you see consumer behavior evolving post-pandemic, and how does Wondrlab help brands adapt to these changes?
I’m honestly quite anxious, Kalpana. I’m deeply concerned about what’s ahead, and I think we’re vastly underestimating how much disruption is coming our way in the next five years. This isn’t about a pre-pandemic or post-pandemic world—the pandemic merely altered some behaviors. What’s truly unsettling is the convergence of so many maturing technologies all at once, which I believe will drive exponential change in ways we can’t fully predict. Everything we plan today could quickly become obsolete, and that constant possibility keeps me on edge.
What truly unsettles me is the fear that something new might arise and make us all irrelevant before we even notice. In the face of this, I believe the only path forward is to stay as innovative, open-minded, and self-challenging as possible. That’s all we can do.
Where do you see Wonderlab in the next 2 years?
For us, acquisitions are not just a one-off tactic but, a structured, ongoing approach. By that, I mean we are always in active mode, continuously assessing acquisition targets daily to find those that align well with our strategic goals. We’ve structured this acquisition journey into three main phases, though there could certainly be a fourth, fifth, or sixth phase as we progress. Across these stages, our goal is to complete 25 acquisitions. So far, we’ve achieved six, leaving 19 more to reach that target.
