A Two-Person Team and a CRM Built In-House: SK Consulting Marketing's Case for Emerging Founder Champion

Shinam Khandelwal reports ₹2 lakh in monthly retainer revenue from five B2B clients in Delhi. His nomination turns on systems more than size.

Shinam Khandelwal has been part of the Unhu Founders Community for a matter of weeks. He says so himself, twice, in his own submission. What he brings to the Emerging Founder Champion category is not a long history inside the community but a Delhi consultancy that has been quietly assembling infrastructure while most firms at its stage are still assembling clients.

Khandelwal reports that SK Consulting Marketing has reached ₹2 lakh in monthly revenue, earned from five retainer-based B2B clients at an average order value of ₹40,000 each. The core team is two full-time members.

The revenue figure is the smaller part of the story. The larger part is what those two people have been building alongside client work.

Khandelwal writes that the team has developed its own CRM tool, designed for luxury, lifestyle and personal brands, and that it now carries eight functions: lead generation and management, lead nurturing, sales conversion, SMS campaigns, website building against a library of over 1,000 plug-and-play templates, course launches through marketing funnels, online reputation management, and a reporting layer meant to make growth measurable rather than assumed. The stated goal is a closed system, one where a brand partner can move from first enquiry to reported outcome without leaving the platform.

Building a product inside a services business is a familiar temptation and an unusually common way to lose a year. Khandelwal's account of why it worked comes back to structure. He describes a deliberate decentralisation of authority, with each role in the agency held by someone whose expertise is narrow and deep rather than broadly adequate. Team members are tracked against clear KPIs, and he writes that their scope and stake in the business expand according to the skills they perform best on. Training modules exist to automate repeat tasks for new joiners, which is the kind of investment a two-person firm usually postpones indefinitely.

He extends the same logic to the firm's freelancers, spread across the country, describing an arrangement in which they are expected to value their revenue impact on the business rather than only their deliverables.

The instinct for systems appears to predate the company. Khandelwal writes that his seven years as a full-time employee spanned advertising agencies, media platforms and the brand consumer marketing team of a Fortune 500 company, and that he set out to import operating systems into SK Consulting from the beginning rather than retrofit them later.

The consultancy positions itself across lifestyle, luxury, healthcare, education and personal brands, working as an extension of a client's internal team rather than as an external agency running campaigns at arm's length. Its stated approach is strategy first, with brand positioning connected directly to demand generation and customer acquisition. Khandelwal's own framing is that visibility is not the deliverable. The measurable outcome the client asked for is.

Inside the community, he is already trading B2B proposals with a handful of members and is open about wanting to associate with founders looking to grow rather than simply network.

For a category built around founders on the way up, the case is straightforward. Two people, five paying retainers, a product built without outside capital, and an operating structure designed before it was needed.