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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When farm challenges grow, smart tools need to grow with them.
Updated
January 8, 2026 6:32 PM
A drone spraying water over an agricultural field. PHOTO: FREEPIK
Farms today are under pressure. Fields are getting bigger, workers are harder to find and many jobs still rely on long hours of manual labor. XAG’s new P150 Max agricultural drone is designed for exactly this reality. Instead of replacing farmers, it takes over the heavy, repetitive fieldwork that slows them down, making farm operations more efficient and more precise.
The P150 Max is built around one simple idea: a single machine that can handle multiple farming tasks. Most farm drones focus only on spraying or mapping, but this one is fully modular. With a quick switch of attachments, it can spray crops, spread seeds or fertilizer, map fields or transport supplies. This flexibility helps farmers keep up with changing tasks throughout the day without needing different machines, improving both productivity and cost-efficiency.
A key challenge in agriculture is that fields are rarely smooth or predictable. Tractors can get stuck, smaller drones can’t carry much and some areas—like orchards or hilly plots—are simply hard to reach. The P150 Max fills that gap with an 80-kilogram payload and fast flight speed, letting it cover more ground per trip. Fewer takeoffs mean less downtime and more work completed before weather or daylight cuts operations short.
When it’s time to spray, the drone uses a smart spraying system that allows farmers to adjust droplet size based on the crop’s needs. This matters because precise spraying reduces waste and improves targeting. With an output of up to 46 liters per minute, the drone can serve both large open fields and dense orchards where consistent coverage is traditionally difficult.
The spreading system applies the same logic. Instead of dropping seeds or fertilizer unevenly, the vertical mechanism spreads material smoothly and resists wind drift. This ensures uniform application across irregular or hard-to-reach land—an ongoing challenge for modern farms aiming for higher yield and better resource use.
Another everyday issue for farmers is understanding and surveying the land before working on it. The P150 Max helps here with a built-in mapping tool that covers up to 20 hectares per flight and instantly converts the images into detailed maps. With AI detecting obstacles like trees or irrigation lines, the drone can plan safe and efficient autonomous routes, reducing manual planning time.
Beyond spraying and spreading, the drone can transport tools, produce and farm supplies using a sling attachment. This is particularly helpful after heavy rain, when vehicles cannot easily move across muddy or flooded fields.
Under all these functions is XAG’s upgraded flight control system, which provides centimeter-level accuracy even when network signals are weak. Integrated sensors—including 4D radar and a wide-angle camera—help the drone recognize hazards such as poles and wires. Farmers can manage all operations through the XAG One app or a handheld controller, both of which automatically generate the best route based on field shape and terrain.
Since long field days require long operating hours, the fast-charging battery system can recharge in about seven minutes using a dedicated kit. This supports continuous drone use throughout the day with minimal interruptions.
After years of testing, the XAG P150 Max is essentially an effort to make practical, scalable farm automation more accessible. By combining spraying, spreading, mapping and transport into one heavy-duty platform, it offers a way to ease labor shortages while keeping operations efficient and sustainable. Instead of focusing on one task, the drone aims to take over the time-consuming physical work so farmers can focus on decisions, planning and crop management.