What makes Lumiere different

Lumiere is a playground for the team to be inspired, learn continually, to give their best to their work and to grow by pushing the bar on their potential – all this while balancing their professional with their personal life. The piece was written in March 2007 is more a “photograph” of the then Lumiere. An organization is a living entity ever-evolving but the core of why Lumiere exists is found in this piece Lumière is a virtual organization that we founded 10 years ago, primarily as a work opportunity for women professionals who weren’t strictly willing or able to work in a conventional workplace. Does this sound like a social cause? We believe it’s a business cause and a human cause. There are lots of bright professionals out there who might want to get into a work environment that respects them for their ability to work full- flexi. Lumiere is a way of doing business, and for us a way of life/ work. It’s not part-time, and it’s not a compromise.

Over time we’ve become an eclectic multi-disciplinary team, and some smart work practices and good sense in selecting, training, empowering and rewarding them, thereby working with them to becoming good and some even exemplary qualitative market researchers.

The discipline of qualitative research is as much an art as it is a science. We build on people, and help them hone their skills in communicating, developing ways of seeing, connecting, inferring and making meaning, using their own unique perceptions, with the objective of bringing insight to business problems. Yet another abiding philosophy we live by, is that everything we do today ought to be a leg up on what we did yesterday. We drive ourselves hard – really hard.

At Lumière, we’ve discovered that everyone loves stretch, independence, being nice, and feeling respected and valued. We believe in treating our clients, our field partners, our respondents and in fact each other – with respect, concern, and empathy. And we love doing research and solving business problems. We are all in our projects together, as one extended team, trying to do our best for the project. A virtual business model is not sustainable without a tremendous sense of personal leadership and ownership of the client, and business problem.

Over the years, the team size of qualitative researchers and analysts as well as of industry and domain experts has grown. We are now looking to expand and offer the opportunity to a larger audience. The Lumière Way, with its deep underlying belief in the limitless potential of the individual provides a unique way of balancing work and life. It builds on individual strengths, inputs very highly into team members and helps them grow personally and professionally.

In 2004, the Lumière model was studied by a leading multinational as a case study for exemplary team work practices. They studied our team processes, observed us as we worked and played. This curiosity and appreciation by some shared and external appreciation gave us further confidence that we were doing a lot of things right.

In February 2007, came an unusual request from the head of a large Indian retail giant which read, ‘we are inspired by Lumière and would like for our HR team to study your organization’. They sent across their HR team to study how they might attract and engage with women professionals seeking flexi, project-based work.

As modern urban life gets more stressful and demanding, personal economic independence grows, more work place opportunities open up, more people would want to become ‘consulting partners’ to an organization. At Lumière our employee turnover is lower than 5% and our doors never close for exiting employees, who are encouraged to go out there, but come back whenever they feel the need for greater need for flexibility increases.

The challenge for us as we grow is to attract women professionals who will make Lumière a career option of choice. It’s an invite to explore this playground of infinite possibilities, even as you take time off to smell the roses.

1992 - 1996
1997 - 2001
2001 - 2007
2013 - 2019


Deepa starts working at Hindustan Unilever Ltd., and after working there for a few years decides to take a career break to take care of her son. The family plans to move to Jamaica, and she wishes to resume working. There are not a lot of opportunities post a career break for her, and this makes her realise the plight of women all across the world who are trying to resume working after taking a break. The seed for Lumière is planted. Deepa joins J.A. Young Research Ltd. to get back to her roots, and ultimately decides to start her own firm under her CA's advise.



Start of Lumière Consultancy in Jamaica



The family is aching to return to India, and post the birth of her second child, Deepa gets an offer from HUL to rejoin them. She has an itch to make it on her own, and so declines. This results in a different type of engagement between the two, and Lumière engages exclusively with HUL by expanding their scope. Deepa builds a stronghold in consumer behavior, and Lumière develops into an entity of its own. Inception of 'Consumer Centricity', which is their future key to strength, begins. With an expansion in their work, they need more resources and a group of like-minded talented professional women to join the team. Lumière gives them solace, a place to grow, rebuild their careers, and achieve goals beyond their expectations. They begin with mentoring initiatives, with an urge to inspire young individuals. People approach them through word-of-mouth, references, and to create opportunities beyong market research, Lumière becomes a Pvt. Ltd. company.



An opportunity arises to be a part of something big, to analyse the growth mindset and the creation of a best practice document for sequential recycling. Lumière makes an impact across categories and branches into Product Testing and Category Creation.



Lumière touches ₹ 1 crore. Their brochure is presented at MRSI. The company turns 10, and Milind joins the team as an observer. This becomes the phase of Lumière's upheavel: from scaling up, digitization and automation of processes, to plugging in leakages across departments and accounts. Their billings reach ₹ 3 crores.



Rashmi Bansal dedicates a chapter of her book 'Follow Every Rainbow' to Deepa and Lumière. The company enters adulthood, and they facilitate change management for Lumière. The introduction of the Gallup Strengths to the portfolio is a game changer. A revamp of the technological infrastructure ensues, giving way to an articulation of Lumière 3.0.