Author: Bihar Say | Amrita | From Bihar to India: How Sudarshan Kashyap Is Building a Smarter Automotive Business From HouseBoon to BrooMax, an entrepreneur from Bihar is
From HouseBoon to BrooMax, an entrepreneur from Bihar is tackling everyday procurement challenges in India’s Tier 2 and Tier 3 automotive markets.
The next big automotive business in India may not be built in a metro city. It may begin by understanding the problems faced by a retailer in a smaller town.
For Sudarshan Kashyap, entrepreneurship started with a simple belief: real business opportunities often hide in everyday problems.
Today, the Founder and CEO of BrooMax is building a technology-led B2B automotive commerce platform designed to make procurement more reliable for retailers across India’s emerging markets.
His journey, from co-founding HouseBoon to developing BrooMax, offers a closer look at what it takes to build a business outside India’s traditional startup centres.
Sudarshan Kashyap’s entrepreneurial journey began with HouseBoon, a technology-led home-rental platform. The venture raised approximately ₹1 crore from angel investors and aimed to simplify renting through better trust and transparency.
That experience helped him understand product development, fundraising, and customer relationships. Later, after working in product management and technology, he returned to entrepreneurship with BrooMax.
However, his next business emerged from a different market.
His understanding of Tier 2 and Tier 3 India helped him recognise challenges in the automotive aftermarket, where retailers often depend on fragmented supply networks and established supplier relationships.
The automotive aftermarket connects manufacturers, distributors, retailers, and customers. Yet, procurement can become complicated when businesses manage multiple suppliers and face inconsistent product availability.
BrooMax aims to address these challenges through a B2B automotive commerce and procurement platform.
The company focuses on retailers in Tier 2 and Tier 3 cities. Its objective goes beyond simply connecting buyers and suppliers. It seeks to improve access to products, supply reliability, and procurement efficiency.
“We don’t want to build just another B2B marketplace.”
— Sudarshan Kashyap
That approach reflects a practical understanding of the market. Technology can support a business, but retailers also need dependable supply and service.
Building in a relationship-driven industry brought its own lessons.
BrooMax initially operated largely through an on-demand procurement model. This allowed the business to enter the market with limited inventory.
However, as demand grew, the team recognised that connecting retailers with suppliers was not enough. Product availability and delivery speed also mattered.
“Availability and speed matter.”
— Sudarshan Kashyap
As a result, BrooMax began exploring inventory, supply density, and faster fulfilment. The experience reinforced a key lesson for Kashyap: entrepreneurs must know when to persist and when to adapt.
According to the supplied Business Mint profile, BrooMax has reported the following milestones:
Monthly GMV / sales
Total lubricant deliveries
Buyers and suppliers served
Reported customer retention
The company has also reported monthly lubricant volumes exceeding 10 kilolitres.
These figures offer an indication of the business’s reported activity. However, the supplied profile does not independently verify the figures or provide a detailed financial breakdown.
For Kashyap, crossing 100 kilolitres in lubricant deliveries represents more than a volume milestone. It reflects the retailer conversations, supplier relationships, and market learning behind the business.
One of the most interesting aspects of Kashyap’s journey is how he describes BrooMax’s identity.
“I don’t see BrooMax as a ‘Bihari startup.’ It is a startup from Bihar.”
— Sudarshan Kashyap
The distinction highlights his ambition to build a business with national relevance while retaining its roots in Bihar.
BrooMax plans to expand across India’s emerging automotive markets. Its proposed dark-store approach aims to position inventory closer to retailers and improve fulfilment speed.
The company also envisions a technology-enabled procurement network connecting manufacturers, distributors, and automotive retailers.
Whether this vision reaches scale will depend on execution, customer adoption, supply reliability, and business economics. For now, the company is building around a specific operational problem in a fragmented market.
Kashyap’s advice to aspiring founders comes from his own experience.
“My biggest advice is simple: start with a problem you have actually seen.”
He encourages young entrepreneurs to stay close to customers, use their local knowledge, and learn directly from the market.
He also believes founders should remain willing to change their business models when evidence demands it.
“Build for the real India.”
That message is especially relevant to entrepreneurs looking beyond India’s largest cities. Smaller markets can present challenges, but they can also reveal opportunities that require local understanding.
His final advice is simple:
“Just Start. Because that’s the whole thing.”
From HouseBoon to BrooMax, Sudarshan Kashyap’s journey reflects an effort to turn everyday market friction into a business opportunity. His next chapter will show how far a technology-led automotive network from Bihar can grow across India.
At Bihar Say, we share stories of entrepreneurs, businesses, and changemakers shaping Bihar’s future. Follow us at www.biharsay.com for more untold stories and meaningful developments from Bihar—and become part of our 15K+ community worldwide.
