How Polka Tots is making ethnic babywear functional and stylish
Polka Tots, founded in 2017, specialises in babywear and kids’ essentials for newborns to eight-year-olds. With over 1,000 SKUs, the brand combines traditional Indian designs with practical, comfort-first products, reaching over 24,000 pincodes across India.
Ethnic clothes for children in India are usually made using adult patterns and fabric unsuitable for sensitive skin. The disconnect between cultural preference and functional usability has created a structural gap in the market. Ahmedabad-based Polka Tots addresses this problem.
Founded in 2017, the brand saw an opportunity to create a category that blends tradition and comfort.
The company’s portfolio encompasses cotton-based ethnic and casual apparel, including kurta-pajama sets, co-ord sets, angrakha tops paired with dhotis, frocks, shirts, and nightwear. It also sells diaper bags, stroller accessories, carriers, swaddles, bibs, bedding, dinner sets, car seats, and high chairs.
Founders’ journey
Brothers Ashil and Atish Shah started Polka Tots. Atish, based in the US, observed how global baby care brands invested in material quality and thoughtful design. Their conversations often centered around a pressing question: why did India, with its diverse culture and population, still rely on generic, low-context baby products?
The turning point came soon after Ashil’s daughter was born. Following tradition, he was asked to wrap her in a plain white dhoti from his grandfather’s home.
“I remember holding that dhoti and feeling conflicted. It carried family sentiment, but it didn’t feel right for her. That moment made me rethink what newborn essentials should truly provide: comfort, intention, and a sense of care,” he recalls.
This experience inspired the first product, a 100% organic muslin swaddle, designed for softness, colour, and everyday usability. “We wanted a product that parents could feel proud to use and that babies could wear comfortably,” he adds.
From the US, Atish observed the Indian market’s limitations. “The gaps were hard to ignore. Most products were generic or white-labeled, with very little design thinking or adaptation for Indian culture and climate. We realised there was space to build something original, relevant, and functional,” he says.
The brothers decided to pool their savings, return to India, and establish a brand rooted in Indian parenthood and childhood realities.
Early growth and expansion
Polka Tots began with a Rs 20 lakh investment for product research, sourcing, and supplier network development. The initial catalog comprised roughly 10 SKUs, mainly daily baby essentials.
Over the years, Polka Tots scaled to over 1,000 SKUs, spanning ethnic and casual wear, muslin essentials, strollers, carriers, diaper bags, feeding products, gifting sets, car seats, and high chairs.
“There’s a strange joy in watching a sketch become a sample and then a finished product held by a child across the country,” Ashil reflects.
By 2025, the brand had clocked a Rs 30 crore GMV, with Rs 22 crore in net sales, and maintained a monthly GMV of Rs 2.5 crore. The founders project an ARR of Rs 150 crore within three years. Today, it has a team of 45-member across design, production, sampling, operations, and marketing.
“Every small success reinforces the purpose of what we are building. Scaling in an unorganised sector is challenging, manufacturing delays, logistics, and inconsistent supply, but each obstacle sharpened our approach and grounded us in reality,” Atish adds.
Behind the scenes
Polka Tots operates a 13,000 sq. ft. warehouse in Ahmedabad, handling D2C fulfillment cycle. Its tech-enabled systems allow processing and shipping of more than 5,000 orders daily, ensuring accuracy and reducing dependency on third parties.
Design happens entirely in-house, with a dedicated sampling unit enabling rapid prototyping. A focused manufacturing facility produces top-selling items, maintaining quality consistency and preventing stock-outs.
“Having end-to-end control over design, sampling, and manufacturing allows us to innovate while keeping quality uncompromised,” Ashil explains.
Packaging has become an extension of the brand philosophy. Seed paper tags, sustainable materials, and interactive tags that double as puzzles or activity sheets enhance usability while reinforcing the brand’s ethos. “Parents interact with packaging for only a few seconds. We wanted those seconds to be meaningful, not wasteful,” Ashil says.
Sales, distribution, and customer reach
Polka Tots follows a 100% online model, selling through its website, mobile app, and platforms such as Amazon, FirstCry, and Myntra. The app has crossed 22,000 downloads.
The brand’s products have delivered over 24,000+ pincodes in India, with strong uptake in Tier I and II cities, with plans to deepen penetration in Uttar Pradesh, Bihar, Chhattisgarh, and Assam.
“India remains our primary market, but international expansion allows us to test scalable models and reach diaspora communities who value culturally relevant products,” Atish notes.
Although the market is heavily cultured with various players, including GJ Kids, Tiber Taber, Ed-a-Mama, Toffey House, Mee Mee, and numerous regional labels. Polka Tots differentiates itself through comfort-first design, climate-appropriate fabrics, and cultural relevance.
“Most global designs don’t translate well to Indian climates or lifestyles. We Indianise every step, from fabric selection to motifs, so that every product is usable, familiar, and meaningful,” Atish says.
Future growth plans
Polka Tots is planning to raise Rs 8 crore to strengthen online operations, enhance marketplace presence, and expand teams across design, operations, and technology. The brand is growing at around 40% year-on-year.
The brand is looking to launch Girls’ Ethnic Wear, expected to significantly expand contribution from the ethnic category, potentially tripling sales within this segment. “Ethnic wear for girls has been a largely overlooked segment. With carefully designed fabrics, colors, and patterns, we aim to make everyday traditional wear both comfortable and desirable for young children,” Ashil notes.
The brand aims to enter quick commerce with high-frequency items such as dry sheets, cloth diapers, and gifting products. “Quick commerce allows us to meet parents’ everyday needs faster, creating repeat engagement and making our products a part of daily routines, not just occasional purchases,” Atish adds.
It is also looking to expand offline distribution from 5 to over 25 distributors in the next year, particularly targeting Tier II and III cities, while medium-term plans include exclusive retail stores in high-footfall locations.
Edited by Affirunisa Kankudti