Bengaluru-based coffee-first beverage quick service restaurant brand Drickle, formerly known as BONOMI, has raised close to Rs 6 crore in seed funding through an equity round. The investment marks a key milestone for the young brand as it looks to deepen its footprint in India’s most competitive coffee market.
The seed round witnessed participation from a group of angel investors and operators, including Param Kandhari, Naresh Krishnaswamy, Abhinav Mathur, Hemanshu Jain, Vinay Bhopatkar, Vaibhav Sisinty, Dalvir Suri, and Rishit Jhunjhunwala. Entrepreneur Shaili Chopra also joined the round through Ideabaaz.
Follow-on momentum after earlier raise
This latest fund infusion builds on capital raised earlier in the year. In April 2025, Drickle secured Rs 5.3 crore, followed by an additional Rs 50 lakh as an extension of that round via Ideabaaz. The continued investor interest reflects confidence in the brand’s operating model and its early market traction.
With the fresh funding, Drickle aims to accelerate its next phase of expansion while strengthening the foundation needed to support long-term growth.
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Expansion plans focused on Bengaluru
The company plans to deploy the newly raised capital across several strategic priorities. A significant portion will be directed toward expanding Drickle’s outlet network within Bengaluru. The brand is also investing in strengthening its backend manufacturing capabilities, building leadership and operations teams, and increasing spending on marketing and brand-building initiatives.
By focusing on operational depth alongside physical expansion, Drickle aims to scale sustainably while maintaining consistency in product quality and customer experience.
Compact outlets designed for high-frequency demand
Founded by Rahul Nijhawann and Vardhman Jain, Drickle currently operates seven compact-format outlets across Bengaluru. Each store typically spans between 150 and 200 square feet and is strategically clustered within micromarkets. This clustering approach is designed to drive repeat consumption and improve unit-level efficiency by serving dense catchment areas.
The brand operates in the Rs 100 to Rs 150 price range, positioning itself as an accessible, everyday beverage option rather than an occasional premium indulgence.
Coffee-first menu with evolving preferences
Drickle follows a coffee-first approach, with fresh-brewed flavoured coffees forming the core of its menu. At the same time, the brand has broadened its offerings to include beverages such as matcha, boba, and Thai tea, catering to evolving consumer tastes and younger urban audiences.
This diversified menu allows Drickle to attract both traditional coffee drinkers and customers seeking newer beverage formats, without moving away from its primary identity as a coffee-led brand.
In-house manufacturing as a strategic advantage
A key differentiator in Drickle’s operating model is its owned backend manufacturing facility in Bengaluru. The company produces coffee brewing solutions and several key ingredients in-house, giving it greater control over quality, costs, and supply chain reliability.
This setup allows Drickle to run asset-light outlets that do not require espresso machines, reducing upfront capital expenditure and simplifying store operations. At the same time, tighter control over production helps the brand manage margins more effectively as it scales.
Building for efficiency and consistency
By combining compact store formats, clustered locations, and centralized manufacturing, Drickle has built a model focused on operational efficiency and consistency. The approach enables faster rollouts, easier staff training, and standardized beverage quality across outlets.
As competition intensifies in India’s organised coffee and beverage space, Drickle’s focus on affordability, speed, and backend efficiency positions it to carve out a distinct niche within urban consumption markets.
With fresh capital in hand and clear expansion priorities, the brand is now preparing to take its coffee-first vision to a wider audience across Bengaluru.
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