he director at Malpani Group and founder of Amruta Tea says a single screening question, “Does their energy match ours?”, reshaped hiring and accelerated growth.
Amruta Tea’s recent growth spurt, as described by founder Ishita Agrawal Malpani, did not come from a new product line or a splashy marketing push. It began with a mindset shift in hiring.
In a personal reflection shared by Malpani, she notes that the brand grew 40% faster after she began turning down even qualified candidates who didn’t align with one non-negotiable: energy. “Now, when I meet potential team members or agencies, I ask myself one question first: Does their energy match ours?” she wrote. That single filter, prioritising enthusiasm, momentum and openness to change, has since guided how Amruta Tea builds both its team and its partner ecosystem.
Culture as the Growth Lever
Malpani’s post is clear about what changed. She started choosing enthusiastic learners over experienced professionals who seemed burnt out. She also passed on “technically brilliant” candidates when their presence felt draining.
The outcome, by her account, has been tangible: a faster-moving organisation and what she describes as “amazing” results.
“When you get the vibe right, everything else falls into place,” Malpani wrote. “The right energy creates momentum, makes challenges feel manageable, and turns Monday mornings into something you actually look forward to.”
The Ripple Effect Beyond the Core Team
Malpani isn’t limiting this screen to employees alone. She extends the “energy fit” test to agencies and vendors, arguing that every recurring interaction shapes how leaders think, prioritise and solve problems. In her words, “Each interaction adds something to how I think, approach problems, and see possibilities.”
That belief, she says, has made her more intentional about who gets a seat at the table, from the oldest team members (who, she notes, have embraced change with open arms) to external partners who match the pace and positivity she wants modeled inside the company.
Why This Stands Out?
Rather than adding layers of process or complex frameworks, Malpani’s approach removes noise. It centres on a single, human question, does this person energise the room? and accepts the trade-off of passing on high-skill, low-spark profiles. The thesis is straightforward: in fast-moving consumer businesses, energy can be the flywheel; skills grow inside the right culture, but a drained culture rarely elevates great résumés.
Malpani credits her own team for shaping the leader she is becoming. “Besides family, I spend most of my time with the Amruta Tea team,” she wrote, adding that their energy and enthusiasm for growth push her to think bigger. The message doubles as a prompt to other founders: the people around you don’t just deliver outputs; they define the ceiling of what you believe is possible.
Culture – The Main Course
For Amruta Tea, Malpani says, culture is not garnish, it’s the main course. The company’s hiring now orbits around energy, optimism and a willingness to embrace change. If her account is any guide, the returns can be meaningful: a faster growth clip and a team that looks forward to Mondays.
“We’re not just building a tea brand. We’re building a culture,” Malpani wrote. “And that starts with being intentional about who gets a seat at the table.”
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