Atul Hegde is a prominent figure in the digital marketing world. With over 25 years of experience in media and advertising, Hegde has witnessed the industry undergo an incredible transformation, with he himself transitioning from traditional advertising to pioneering groundbreaking strategies in the digital ecosystem. Hegde has demonstrated adaptability, foresight and commitment to innovation throughout his professional journey, which has shaped the success of his ventures, particularly YAAP, a leading digital marketing agency he founded in 2016, and Rainmaker Ventures, a $50 million venture capital firm focused on nurturing tech startups.
Hegde is the Founder & Director of YAAP, an agency known for its robust offerings that merges content, design, and distribution in a seamless, innovative manner. YAAP’s clients include brands like Apple, Maruti Suzuki, Adani, ITC, and Dubai Tourism. Atul has consistently taken a forward-thinking approach to building YAAP, keeping the company at the forefront by adopting new technologies and adapting to evolving market demands. Under his leadership, the company has integrated AI and data-driven solutions into its workflow, allowing it to stay ahead of the curve in a rapidly evolving digital environment. It has propelled the agency’s international expansion, with offices in Singapore, the UAE, and India, solidifying its reputation on the global stage.
Elaborating on YAAP’s global expansion strategy, Hegde explains, “Regardless of the market, we stick to our core strengths: design, discovery, and distribution. We don’t believe in outsourcing content creation.”
Before establishing YAAP, Atul held significant positions in some of the most well-known agencies in India. He served as the CEO of Ignitee Digital Services and COO of Vyas Giannetti Creative, both of which provided him with invaluable insights into the intricacies of digital marketing, client relations, and operational management. His exposure to both the creative and operational aspects of the business has enabled him to build agencies that are not only known for their cutting-edge marketing strategies but also for their operational efficiency and profitability.
This blend of creativity and business acumen has allowed Atul to create a work environment that fosters innovation while maintaining a strong focus on client satisfaction and business growth. His leadership at YAAP and Rainmaker Ventures reflects his belief in the power of technology to transform the marketing industry. As he continues to drive these companies forward, Atul remains focused on staying ahead of the curve, embracing new trends, and setting new standards for what’s possible in the digital age.
Over the past three years, YAAP has grown at an impressive average rate of 50% year-on-year—nearly two and a half times the category average of 18–20%. Discussing his strategy for scaling YAAP further, Atul says, “To continue expanding, we’re focusing on acquisitions and entering new markets.”
Sharing the core principles that guide his ventures, he adds, “Investing in others means betting on them, while building your own company—like YAAP—is betting on yourself. In both cases, passion is key.”
Q] With over 25 years in advertising and digital marketing, you’ve witnessed the industry’s evolution firsthand. What pivotal moments have shaped your career, and how have they influenced your approach to digital marketing?
Spanning nearly three decades in the industry, a defining moment for me was a Silicon Valley trip in the early 2000s, organised by the late Pradeep Guha. At a time when the internet was in its infancy - Google was four years old, Facebook barely two, and YouTube freshly acquired by Google. We visited campuses of tech giants like Yahoo, Google, Facebook, Apple and even Disney in LA. Meeting visionaries like Jerry Yang at Yahoo was eye-opening, as these companies eagerly connected with leaders of the Indian advertising industry. At that time, I was working in mainline advertising, and back then, the presence of Digital was almost negligible, but that trip clarified its immense potential. Though it took another 7–8 years for Digital to take off in India, that experience convinced me to transition into the field. It was a pivotal shift, and there’s been no looking back since.
Q] As the founder of YAAP and Co-founder of Rainmaker Ventures, what core principles guide your entrepreneurial ventures? How do you identify and nurture potential in startups?
Founders must deeply understand and commit to what they’re building, rather than chasing fleeting trends. Seventy percent of the decision relies on connecting with the founders or having genuine passion for your venture. For instance, my background in advertising made building a company in this space a natural choice. Passion and dedication are non-negotiable; everything else—strategies, processes, or mistakes—can be addressed. Time and again, we’ve seen that backing the right founders ensures resilience. Despite challenges or setbacks, their commitment enables them to bounce back stronger.
Q] What kind of growth have you seen for YAAP in the past one year?
Over the last three years, YAAP has grown at an average rate of 50% year on year, nearly two and a half times the category average of 18–20%. In the past year, its bottom line grew by 400%, with a 40–45% increase in top-line growth, driven by improved efficiency and premium pricing. While maintaining 50% year-on-year growth, YAAP acknowledges that this rapid growth is not sustainable in the long-term. To continue expanding, we’re focusing on acquisitions and entering new markets. For now, the momentum is strong, and we aim to sustain this growth for the next couple of years.
We are on our way to build a INR 100 crore net revenue biz in the next 12 months. That puts us above any independent digital agency in the country and also maybe among the top 25 agencies overall. No one has built this kind of scale and continued to be independent. With our acquisitions we should cross INR 500 crore topline in 24 months’ time with a 50% jump in net revenues. With our focus on acquiring tech led businesses in the space of marketing analytic and influencer marketing we should easily surpass this target. We are planning to acquire a startup in the AI marketing analytics space, a large content creation studio, and a content creators tech platform and market place.
Q] How does YAAP’s 3D philosophy—Design, Discovery, and Distribution differentiate it in the competitive digital content landscape.
Our offerings differentiate us. While most digital marketing companies focus on either creative or tech, YAAP capitalises on the ‘three Ds’: Design, Discovery, and Distribution, i.e., integrating strong design and creative philosophy with media and technology. This approach shaped our first acquisition, Brand Planet Delhi, part of Elephant Design, which had worked with notable clients like Coca-Cola and Paper Boat. This acquisition underscored our focus on brand understanding and design excellence. In design, we handle everything from packaging and website design to YouTube shows and content design. Our packaging and brand identity portfolios are particularly strong, defined by quality over quantity. Discovery, the next logical step after creating content, focuses on influencer marketing, a space we entered five years ago, long before it became mainstream. We’ve since partnered with Taggr, a leading SaaS platform for influencer analytics and campaign management, strengthening our expertise in this evolving field. On the other hand, distribution involves pushing content via paid media, including media planning, buying, and execution. We acquired Oplifi, a Singapore-based programmatic media agency that has grown into a full-service media company handling everything from performance marketing to lead generation and programmatic advertising. Fully integrated into YAAP, Oplifi represents the distribution aspect of our framework. This integration of design, discovery, and distribution continues to set YAAP apart in a competitive landscape.
Q] How much has your philosophy and approach changed since the time you started YAAP, close to seven years ago?
Back then, the market was crowded with no real entry barriers for digital marketing agencies. Despite this, we aimed to build a scalable, world-class company—not by opening numerous offices globally but by ensuring top-quality work. From the beginning, our systems and team reflected this vision. As I often say, YAAP is a startup, but we’re not upstarts. Unlike traditional agency structures, YAAP follows a partnership model with senior partners, leaders with deep expertise, heading specific domains like design, media, and content. These partners include founders of acquired companies or specialists in their fields, ensuring clarity in roles and avoiding internal politics typical in large networks. Also, media veteran Raj Nayak is on our Advisory Board. Our priority is understanding brand needs and providing tailored solutions. This begins with discovery through influencer marketing and leads to distribution, our third pillar. Over the last seven years, we’ve stayed focused on our three pillars: design, discovery, and distribution, resisting the temptation to expand services beyond our expertise. This disciplined approach has been key to our success. Clients can engage us for individual services or the entire suite, depending on their needs and how we deliver on expectations.
Q] With a presence in Singapore, the UAE, and India, how does YAAP tailor its strategies to cater to diverse markets? What challenges and opportunities have you encountered in this international expansion?
Our key lesson came in the first few years when we struggled to crack local markets. We realised that the best approach was through acquisition or by hiring a strong local leader. For example, six years ago, we acquired Oplifi in Singapore, followed by Crayons in the UAE three years ago, strengthening our presence there with local talent and clients. While India remains our largest market (70% of our business), we’re focusing on expanding internationally, particularly in Saudi Arabia. We plan to launch an office in Riyadh this year, betting on the country’s long-term growth and on emerging brands eager for global resources. We believe in investing heavily when entering a new market, whether through acquisitions or local leadership. This philosophy applies everywhere we go. For example, in Dubai, we’ve worked with Dubai Tourism for six years, winning a global RFP early on. In Saudi Arabia, we’ll either work with large local brands or acquire a company already serving them.
Q] The integration of AI is changing the digital marketing landscape rapidly. How do you see generative AI shaping the future of content creation, and how has its adoption impacted your approach at YAAP?
Right now, AI in marketing is mostly AI-washing—using AI tools like ChatGPT for content generation but lacking real impact. Generative AI will transform the industry, but it’s still early. We’re focusing on AI’s practical applications, particularly in marketing analytics, where there’s significant potential. This aligns with our distribution business and the 3‘D’s framework. AI can also improve influencer marketing through predictive analysis and insights into content creators. While many use AI for content, we see more value in marketing analytics, which we’re actively pursuing. We’re considering an acquisition of a company specialising in AI-driven marketing analytics for FMCG brands. We also plan to integrate AI into influencer programs and improve internal efficiencies like finance and workflow management.
Q] What strategies do you recommend for independent agencies to achieve sustainable growth and maintain operational focus?
Many independent digital agencies in India, despite making waves in the media, struggle financially. Most agencies where the founders receive accolades and are launching striking campaigns are not profitable. If you examine companies with INR 10 crore+ in EBITDA and over five years of existence, they’re few and far between. Agencies often plateau around INR 30-40 crore in revenue with just INR 2-3 crore in EBITDA, unable to scale due to structural issues and lack of access to capital. The core problem is financial mismanagement—agencies often have large teams but low profits. Many face cash flow problems, which distract from innovation and scaling. While independent agencies produce some of the best work, they need better structure, particularly in financial management. A platform for independent founders to share financial knowledge and resources would help. Today, small agencies can access capital if founders are educated on the process. With the right guidance, agencies could grow rapidly. Large brands are more open to working with smaller agencies, removing the mindset barrier from the past. A capable CFO can also transform financial operations, making a significant impact on growth. If agencies prioritise financial management, they have immense potential to scale. It’s unfortunate that, despite their hard work, few agencies reach significant scale.
Q] Given the rapid growth of influencer marketing, how do you see it evolving in the coming years? What role will agencies like YAAP play in shaping this segment?
Influencer marketing has become a commodity, with 80% of the INR 2,000 - 3,000 crore market concentrated among 300-400 content creators. This model is unsustainable due to consumer fatigue and the rise of inauthenticity, with consumers easily spotting orchestrated campaigns. The next shift in influencer marketing will be the long tail, where managing thousands of influencers will require technology and data platforms. Campaigns will evolve to target specific regions and demographics, focusing on genuine influence over mere reach. Currently, influencer marketing is too focused on follower count as a reach metric, rather than the actual ability to influence. Niche influencers with smaller but more engaged audiences can deliver greater value. As brands and agencies recognise this, influencer marketing will shift towards prioritising influence. While larger creators will still be used for their reach, the approach will evolve with clearer objectives and better use of technology and analytics. Additionally, content creation needs to move beyond generic campaigns with replicated messages. Consumers are tired of these tactics, and many brands are questioning their effectiveness. By focusing on influence, technology, and authentic content, influencer marketing can continue its rapid growth and unlock its next phase.
YAAP’S LEADERSHIP
“The real strength of organisations like YAAP lies in its agility. When we say ‘Build for Now,’ we mean the present moment—but ‘now’ is also constantly evolving. Six months from now, the landscape will change, and we need to be ready. Our structure enables this adaptability, as we have independent partners across different disciplines and geographies working seamlessly together. It doesn’t matter where the client is—the creative team could be in one location, the servicing team in another, and the client in a third. The traditional model of servicing, media, and creative teams meeting the client together is no longer necessary. This flexibility enhances our agility.”
Anjan Roy
Senior Partner, YAAP
“We started our programmatic trading desk with the goal of democratising access to programmatic advertising. We wanted to create a platform similar to Google Ads, where anyone—including small shopkeepers—could leverage programmatic advertising to reach their core audiences beyond Google Ads. Another key motivation was the stagnation in large organisations. While career progression happens in terms of designation, the scope for hands-on learning diminishes, as teams and processes take over. The journey became even more exciting when we were acquired by YAAP. We transformed into a full-fledged media agency—not just a digital media agency, but an end-to-end media solutions provider. We now have offline partners, which has allowed us to participate in major pitches and tenders. We operate as an integrated unit, blending media with creativity to drive successful brand launches. This seamless collaboration, unique to independent agencies, is highly valued by clients.”
Anup Kumar
Co-Founder, Oplifi & Senior Partner, YAAP
“When we started nine years ago, one of our biggest challenges was attracting top talent across verticals. Today, we are confident in the strong talent pool we’ve built across our three interconnected verticals, which define YAAP’s structure. Our team is tech-savvy, data-driven, and creatively inclined, enabling us to leverage new technology for growth. Talent acquisition remains a key challenge in the service-first industry, but our ability to secure skilled professionals across locations has strengthened our ability to meet client needs effectively. YAAP’s success hasn’t relied on one single strategy—we have evolved continuously. We focus on building for today while staying functional for tomorrow. For instance, we anticipated the rise of AI and proactively established an in-house AI initiative to integrate AI into client deliverables for smoother operations.”
Manan Kapur
Senior Partner, YAAP
