An interview with Tengin founder Madhu on turning coconuts into a business built around farmers, villages and communities.
Updated
June 1, 2026 1:46 PM
Workers of Tengin. PHOTO: TENGIN
In Southern India, coconuts are part of daily life. They are used in food, rituals, farming and home remedies. For Tengin, a social startup whose name means “coconut” in Kannada—a South Indian language—the crop also offers a way to build a rural business with deeper local impact.
Founded by Madhu Kargunda in 2017, Tengin works with farmers, artisans and women’s collectives in Karnataka to make products from almost every part of the coconut. Its range includes virgin coconut oil, desiccated coconut powder, shell-based handicrafts, candles, home décor items and other coconut-based goods.
The larger idea is simple. Farmers should play a bigger role in the value created from the crops they grow. Tengin is trying to help rural communities move beyond supplying raw produce and take part in processing, branding, packaging and sales.
Madhu grew up in an agricultural family. Over the years, he saw many young people move away from farming to look for stable jobs in cities. To him, the problem was not farming itself. The bigger issue was that farmers often missed out on the value created after crops left the farm.
A coconut might be grown in a village, but much of the income comes later through processing, branding and retail. That gap stayed with him, eventually leading him to leave his eight-year career in IT and return to agriculture full-time.
Started with just making virgin coconut oil, Tengin has grown into a wider coconut products business. The startup is now working with around 15 to 20 farmers and artisan groups across Karnataka. It is also building production capacity for larger retail and B2B partnerships.
Today, Tengin generates annual revenue of roughly ₹50-60 lakh, or around US$52,000 to US$62,000. It has also started testing international demand, including a recent export of around 200 kilograms of desiccated coconut powder to Texas.
As Tengin expanded, the team began looking more closely at parts of the coconut that were usually treated as waste or low-value byproducts, such as coconut shells and coir. At first, Tengin treated them that way too.
“When we started, we used to burn some of the shells”, Madhu said. “Later, we realized it was an economic opportunity”.
That changed the company’s product strategy. Local artisans working with Tengin now are turning coconut shells into bowls, incense holders, candles, coffee mugs, mobile stands and handcrafted décor items.
This gives Tengin a place in the circular economy, where waste materials are reused instead of thrown away. For Madhu, though, sustainability has to do more than reduce waste. It should also create income in the community.
“We wanted to minimize waste and maximize wealth locally”, he said.
Tengin does not depend only on one central factory. Instead, it works with smaller village-level production groups that connect to a larger business network. This helps farmers stay close to their land while also taking part in processing and manufacturing. It also creates local jobs, which can reduce the pressure to migrate to cities.
Yet, the model is not always easy. In the early days, Tengin had to convince some farmers to move from chemical farming to natural farming. Moreover, the weather has also become harder to predict. Irregular rainfall and changing harvest cycles can affect coconut prices and production consistency.
Still, Madhu sees the village-based model as central to Tengin’s identity. For him, villages are living systems built on shared work, local knowledge and interdependence.
“The definition of a village is inclusiveness”, he said.
That belief also shaped Tengin’s “coco tourism” initiative. Through the program, visitors meet farmers, learn about farming practices and see how coconut products are made.
During one visit by MBA students from Indiana State University, an unexpected spell of rain gave the group a closer look at village life. Farmers gathered and began singing traditional folk songs to express gratitude to nature. For the students, it became a lesson in culture as much as business.
Madhu sees these moments as part of what rural entrepreneurship can protect.
“If villages become empty, we lose language, traditions and local knowledge too”, he said.
Tengin’s model is not difficult to copy on paper. Madhu is open about that.
“Anyone can do it”, he said, “but what matters is how you work with people”.
For him, the harder part is building long-term trust with farming communities. Tengin works through relationships more than rigid contracts. This encourages farmers and local groups to participate in the system in a more collaborative way.
That trust has become one of the startup’s strongest assets. It shapes how Tengin works with producers and how it presents its products to customers.
For Madhu, it is not enough to call a product sustainable. Customers should be able to understand where it came from, who made it and how their purchase supports the people behind it.
That matters even more in a market where terms like “eco-friendly” and “organic” have become buzzwords. Madhu knows that these words can feel empty when brands do not show what they actually mean.
“Anyone can use these words today,” he said. “What matters is whether consumers can actually see what you are doing”.
This is why Tengin focuses on transparency and storytelling. The startup wants customers to see the full journey of each coconut product, from the farm to the finished item. It also wants them to understand whose livelihood is connected to that journey.
Madhu also believes small brands cannot depend on products alone. Products can be copied, but a clear story, a trusted community and a visible impact are harder to replicate.
“Don’t try to sell only the product,” he said. “When you try to sell the product, you are being sold once”.
Each Tengin product includes details about the people behind it and how profits are shared. In that way, the company connects its coconut products to the farmers, artisans and village systems that make them possible.
For Madhu, entrepreneurship starts with the problem. Founders, he believes, should understand the problem deeply before thinking about scale and revenue.
“An entrepreneur is someone trying to solve an existing problem”, he said. “Sometimes it may be a small problem, sometimes a niche one. It could be in technology, energy, farming or any other sector—but first understand what problem you are trying to solve”.
Farming has also taught him patience. He gives the example of coffee.
“When you plant coffee, you know it may take five years before you see results”, he said, “but you still [have to] water it every day”.
He sees entrepreneurship the same way. Building systems, communities and trust takes time. Growth may be slow at first, but daily work matters.
Adaptability is another lesson he returns to often. Farming conditions change constantly, and so do markets. In both cases, people have to keep learning, unlearning and adjusting.
“Entrepreneurship is about constantly learning new things because the world is changing all the time”, he said. “You need to stay relevant, understand what connects with [your customers] and adapt accordingly”.
Looking ahead, Tengin plans to grow its farmer network, strengthen production capacity and expand its export business. Madhu is also looking to collaborate with more platforms, storytellers and communities that can help amplify the voices behind the products.
The startup is also involved in rural community initiatives, including support for government schools and menstrual health awareness programs.
For Madhu, giving back is part of how he defines success. With more resources, he would invest further in farmer education, village-level production systems and community development.
By building a business around coconuts, Tengin is also making a larger case for rural entrepreneurship. Its work shows that a modern consumer brand can grow without losing its connection to the farmers, traditions and village ecosystems that make that growth possible. For Madhu, that is the real measure of progress: creating value that stays rooted in the community.
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Bitmo Lab is testing an ultra-thin, bendable tracker built to fit inside items traditional trackers can’t
Updated
March 17, 2026 1:02 AM
Bitmo Lab's MeetSticker tracker. PHOTO: BITMO LAB
Location trackers have become everyday accessories for keys, bags and luggage. But as personal items grow slimmer and more design-focused — from minimalist wallets to passport sleeves and specialised gear — tracking them has become less straightforward. Most trackers are built as small, rigid discs that assume the presence of space, loops or compartments. That assumption has created a growing mismatch between modern product design and the technology meant to secure it.
Hong Kong–based startup Bitmo Lab is attempting to address that gap with a device called MeetSticker. Instead of the solid plastic casing typical of most trackers, MeetSticker is engineered to be flexible and ultra-thin, measuring just 0.8 millimetres thick. The bendable design allows it to sit within narrow compartments or along curved surfaces without altering the shape of the object. Rather than attaching to an item externally, it is intended to integrate discreetly inside it.
That structural shift is the core of the product’s proposition. By removing the rigid shell that defines conventional tracking hardware, MeetSticker can be placed in items that previously had no practical way to accommodate a tracker. Bitmo Lab states that the device connects through a proprietary network and a companion application compatible with both iOS and Android, positioning it as a cross-platform solution rather than one tied to a single ecosystem.
The implications extend beyond form factor. Objects without obvious attachment points — such as compact travel accessories or specialised tools — could potentially be monitored without visible add-ons. In doing so, the device broadens the scope of tracking technology into categories where aesthetics, aerodynamics or compact design matter as much as functionality.
Before moving toward retail distribution, however, the company is focusing on validation. Bitmo Lab has launched a five-week global alpha testing programme beginning February 9. Sixty participants will receive a prototype unit and early access to the app. According to the company, the programme is designed to assess durability, usability and real-world performance before a wider commercial release. Participants who provide feedback will receive a retail unit upon launch.
Such testing is particularly relevant for flexible electronics. Unlike rigid devices, bendable hardware must withstand repeated flexing, daily handling and environmental exposure. Early user data can help refine manufacturing processes and software optimisation before scaling production.
As with other connected tracking devices, privacy considerations remain part of the equation. Bitmo Lab has stated that data collected during the alpha programme will be used strictly for testing purposes and deleted once the programme concludes.
Whether flexible trackers will redefine the category will depend on how they perform outside controlled testing environments. Still, the introduction of a near-invisible, bendable tracking device reflects a broader shift in consumer technology. As everyday products become thinner and more design-conscious, the tools built to protect them may need to adapt just as seamlessly.