Arpan Tyagi’s journey through the corridors of Indian fashion retail is one of steady ascension, marked by an unwavering commitment to growth, resilience, and reinvention. Today, as Vice President and Business Head at Arvind Fashions Limited, he stands as a young yet seasoned leader whose 12-year association with the company has not only shaped its retail architecture but also reinforced its stature as one of India’s most admired fashion powerhouses.
But his story begins much earlier, in the formative years of his career when he cut his teeth in retail operations at United Colors of Benetton in 2007. It was here, as a Territory Sales Manager, that Arpan first experienced the exhilarating pace of fashion retail, learning the art of balancing global brand ethos with local consumer aspirations. From there, his move to Louis Philippe in 2011 as Manager of Retail Operations gave him a canvas to refine his operational rigor and brand execution skills, preparing him for the larger, more transformative responsibilities that lay ahead.
In March 2013, Arpan joined Arvind Fashions Limited as Senior Manager and Regional Manager for North India, beginning a relationship that would define his professional identity. Over the years, his trajectory within AFL has mirrored the evolution of the company itself, with every role he assumed adding new dimensions to its growth story. Arpan’s sharp business acumen and people-first approach converged to deliver tangible results, expanding the brands’ footprints, deepening alliances, and driving consistent revenue growth. His ability to develop high-performing teams and establish strong regional operations not only set new benchmarks but also showcased his knack for nurturing talent and fostering collaboration across levels.
The year 2017 brought a pivotal chapter in his career, when he took over as General Manager and Retail Head for U.S. Polo Assn., one of the crown jewels in AFL’s brand portfolio. Under his leadership, the brand’s retail presence grew exponentially, guided by a carefully curated national strategy that blended aggressive franchising with thoughtful expansion into emerging markets. Arpan’s eff orts to strengthen USPA’s retail architecture were instrumental in solidifying its dominance in a highly competitive category, ensuring the brand resonated with consumers across urban metros as well as aspirational tier II and III markets. His flair for blending retail strategy with consumer insight helped USPA move beyond being just a brand into becoming a lifestyle statement for millions of Indian shoppers.
By 2022, his rise to Associate Vice President and Business Head marked not just a personal milestone but also a testament to his growing influence within AFL’s leadership circle. In this role, he orchestrated end-to-end strategies across premium brands like USPA, FM, and Arrow, and pioneered formats like Megamart & Club A, while simultaneously navigating the complexities of institutional business operations. From developing innovative retail formats to optimising wholesale and liquidation channels, his leadership was characterised by a balance of entrepreneurial agility and structured retail systems. His vision for inventory optimisation and profit maximisation revealed an ability to marry creative retail thinking with operational discipline, ensuring that growth was both ambitious and sustainable.
Now, in 2025, as Vice President and Business Head, Arpan sits at the helm of some of AFL’s most dynamic business verticals, steering strategy, planning, and execution in a way that continues to keep the company ahead of shifting market winds. His expertise spans a wide spectrum—concept designing, retail development, national account management, and consumer-centric goto-market planning—making him one of the most versatile leaders in the industry. Yet what truly distinguishes him is his belief that success is not merely a measure of revenue or scale. For him, growth must carry with it a sense of purpose: to designexperiences that delight consumers, to build teams that thrive on trust and innovation, and to craft systems that ensure excellence at every step of the retail journey.
Eighteen years into his career, Arpan Tyagi remains a leader with the curiosity of a learner and the ambition of a builder. From his early days with Benetton and Louis Philippe to his transformative years at Arvind Fashions, he has consistently demonstrated an instinct for spotting opportunities and converting them into milestones of success. Whether scaling international brands for Indian sensibilities, positioning them in ways that resonate with diverse consumer bases, or leading with a vision that values people as much as performance, his career has been a testament to the power of perseverance and foresight. At every turn, he has shown that fashion retail is not just about clothes or stores, but about building stories, shaping aspirations, and creating enduring value for consumers, brands, and teams alike.
In tracing his journey, one finds the story of a leader who has risen with the industry, carrying with him the conviction that the future of retail lies in balancing resilience with reinvention, and strategy with soul.
Shifts in Retail Playbook
“Over the past two years, our retail strategy has evolved from opportunistic expansion to a focused, structured, and specification-driven approach under the guidance of our MD and in alignment with AFL’s larger vision. The transformation has been anchored on a clear store format grid, ensuring faster rollouts, timely renovations, and a stronger franchisee network,” said Arpan Tyagi.
The focus has been threefold on:
- Quality of stores, speed to market, and mystery audit systems to ensure consistency in consumer experience.
- Experience overhaul with bold facades, scientific layouts, and clear zoning to elevate in-store journeys.
- Training and grooming improvements to enhance service quality at the consumer touchpoint.
- Festival-driven campaigns and in-store events to create excitement and deepen consumer engagement.
Impact in Action
Arpan highlights that the strategies he implemented over the last two years have delivered tangible results, both operationally and in consumer engagement. “By streamlining formats and strengthening our retail grid, we have not only improved efficiency but also elevated the overall consumer journey,” he said.
Some of the most notable impacts include:
Format Efficiency: Transitioning to larger, bundled-brand formats has significantly enhanced markdown control and overall store productivity.
Franchisee Quality Upgrade: Strengthening the franchisee network has ensured greater consistency, profitability, and long-term sustainability.
Consumer Connect: CRM integration has begun improving consumer loyalty and engagement leading to great repeat purchases.
What’s Powering the Growth
“Our recent growth has been fueled by a sharp focus on discipline and clarity in execution. By sticking to defined specifications and plans, we have ensured consistency in store formats and operational excellence across markets,” explains Arpan.
“At the same time, adopting a cluster-focused approach has allowed us to prioritise high-potential geographies, deepen our presence in strategic regions, and maximise efficiencies in operations, marketing, and consumer engagement. Together, these two pillars have become the key drivers of sustainable and scalable growth for the brand,” he added further.
Shifts Driven by Consumer Demands
Over the past two years, AFL has consciously redefined their approach to align with the rapidly evolving consumer expectations, ensuring that every interaction with the brand delivers consistency, excitement, and value.
“A key area of focus has been the overhaul of in-store experiences, where bold store facades, scientifically designed layouts, and clear category zoning have transformed how customers engage with our retail spaces. Parallelly, training and grooming improvements have been prioritised to elevate staff interactions, making the overall consumer journey more personalised and professional. To keep the excitement alive and strengthen consumer connect, we have also rolled out festival-driven campaigns, which not only celebrate occasions but also create an engaging atmosphere that resonates with shoppers. Together, these initiatives have allowed us to stay closely attuned to consumer needs and deliver experiences that are fresh, relevant, and memorable, explains Arpan.
Harnessing Data and Digital
AFL significantly strengthened their growth trajectory by embedding data and technology at the core of retail strategy, ensuring seamless experiences across both physical and digital platforms. “A major step forward has been Digital + Physical integration, which has allowed us to blur the boundaries between online and offline, creating a true omnichannel journey for our customers. Alongside this, unified analytics has empowered us to make sharper, data-driven decisions—whether in inventory planning, consumer insights, or operational efficiency,” said Arpan.
“Most importantly, we are focusing on tech-enabled hyper-personalisation, delivering targeted offers, mapping customer journeys more intelligently, and ensuring that every consumer feels understood and valued. Together, these initiatives have helped us build stronger engagement, increase loyalty, and unlock sustainable growth,” he explained further.
Charting the Next Phase of Growth
As AFL steps into the next phase of growth, their focus is firmly set on building a sharper, more impactful retail ecosystem that balances expansion with excellence. “The core of this strategy lies in leveraging Tech & Data for high-quality execution, enabling smarter decision-making and ensuring consistency across every consumer touchpoint. Equally critical is our emphasis on high-impact stores only, where each location is designed to deliver meaningful consumer experiences and stronger productivity rather than sheer numbers. Finally, we see immense opportunity in geographic white space expansion, tapping into underserved markets that align with our long-term vision. Together, these priorities will shape a growth journey that is both sustainable and consumer-centric,” concludes Arpan.
