Crumbling under the weight of an acquisition-led strategy, growing debt, and the inability to achieve profitability, The Good Glamm Group has been pushed to the edge as lenders move to enforce claims on individual brands.In a post on LinkedIn, founder Darpan Sanghvi took full responsibility for the company’s trajectory. “The decisions, the choices that didn’t work, the risks that didn’t pay off … this is on me.”Once hailed as a DTC disruptor reaching Unicorn status, Sanghvi had a vision of becoming the "global, digital-first, fast-moving consumer goods (FMCG) conglomerate of the future." Fueled by over $300 million in funding, the business comprises a portfolio of innovative and fast-growing beauty and personal care brands, powered by its proprietary digital ecosystem of content and creator assets.The company faced high costs, debt, and failed integrations, resulting in significant losses. While the failure of The Good Glamm Group certainly doesn't forebode the end of DTC in India, it does raise crucial questions about scale, sustainability, and execution.The Good Glamm Group is a product of the DTC period, where visionary founders raised unprecedented venture funding with enticing strategies promising meteoric growth. Founded in 2017, MyGlamm started as a DTC beauty brand. In 2021, the company rebranded as The Good Glamm Group, evolving into a house of brand platform and initiating an aggressive acquisition spree, often overpaying brands that struggled to scale. The deals were to fuel a content-to-commerce model but placed significant strain on the company's finances as growth fell short of expectations.