TSL Parivar

Client

Tarragon Steel Ltd, a steel business operating across Bihar and Haryana. Long-established as a dealer, they moved into manufacturing under their own brand from a plant in the Delhi industrial belt — over 100 factory workers and more than 50 ground staff across sales and accounts.

The ask

Reach the North Indian market for their new in-house brand, then expand south. Concretely: get connected to the architects, rajmistris (masons) and distributors who actually decide which steel goes into a building.

What discovery found

The gap wasn't marketing reach — it was that no platform connects these three groups to each other. Architects specify, rajmistris execute, distributors supply, and each operates through personal networks with no shared system. The rajmistri in particular is invisible to every existing B2B tool, despite being the person on site making daily material decisions, and earning on a per-day basis where an idle day is lost income.

What we recommended

Build the channel rather than advertise into it. A platform that segregates and manages every architect, rajmistri and distributor as a distinct participant, with the product catalogue, pricing and order flow running between them — so Tarragon owns the relationship instead of renting attention.

What we built

A mobile-first portal covering the full chain: product listings, per-segment pricing, distributor selection against a listed product, and order routing through to the rajmistri. Separate data and workflows for each participant type. December 2025 to March 2026.

The hardest call

A significant part of the end audience has low literacy. Every interface convention that works for a distributor's back office fails for a rajmistri on a site. We rebuilt the flow around that constraint and spent real time with the client explaining why — then went further and educated the rajmistri base on getting connected to nearby architects and distributors through the platform, so it delivered them work rather than just delivering the client a channel. That reception is what made the platform stick: it was visibly built for them.

Results

₹15 Cr in order value attributed to the platform in its first six months of operation, with projected order volume higher for the following quarter. The platform gave rajmistris a direct route to new orders, which for a per-day-income workforce is the difference between a working day and an idle one.