For over six decades, GKB Opticals has remained one of India’s most trusted names in vision care, evolving alongside changing consumer expectations while staying rooted in expertise and trust. As Director of Brands, Priyanka Gupta represents a new generation of leadership shaping the company’s future through experiential retail, personalised curation and a stronger lifestyle-led approach to eyewear.
In this conversation with VisionPlus Magazine, she reflects on legacy, leadership, consumer shifts, and why modern optical retail today is about much more than products…it is about experience, storytelling and meaningful customer connection.
VisionPlus: GKB Opticals carries a legacy spanning six decades. How do you interpret that legacy today and what does carrying it forward mean to you?
Priyanka Gupta: For me, the legacy is not just about longevity; it is about trust that has been built over generations. Today, carrying it forward means translating that trust into a more relevant and modern context. The core stays the same, no compromise on vision care, but the expression evolves through design, experience, and how we connect with a younger and more aware consumer.
VP: You joined the business at a young age. What defining moments shaped your transition from being part of the family to a key decision-maker?
PG: The shift really happened when I started taking ownership of outcomes rather than just contributing ideas. There were moments where I had to back my instinct, take risks, and also take accountability when things did not go as planned. That process of building conviction is what moved me from being part of the family to actually leading within the business.
VP: You have introduced experiential retail concepts. What does modern optical retail mean to you today?
PG: Modern optical retail is no longer transactional. It is experiential, consultative, and lifestyle-led. It is about creating spaces where customers do not just buy eyewear, but understand their vision needs, explore personal style, and engage with the category in a more meaningful way. It is where healthcare meets fashion seamlessly.
VP: Today’s eyewear consumer is more aware and style-driven. What key behavioural shifts have you observed and how are these shaping your brand strategy?
PG: Consumers today are far more informed and expressive. Eyewear is no longer just a necessity; it is part of identity. We are seeing a shift towards multiple pairs, customisation, and purpose-driven purchases, such as lenses for specific lifestyles. This is shaping our strategy to focus more on personalisation, storytelling, and category awareness rather than just product selling.
VP: With access to diverse brands, how do you curate the right mix for each store and what factors beyond demand influence these decisions?
PG: Curation goes beyond demand; it is about context. Each store has its own customer profile, catchment, and aspiration level. We look at factors like local demographics, lifestyle patterns, and even how a customer wants to feel when they walk into that space. The goal is to create a point of view, not just a catalogue.
VP: Eyewear is increasingly seen as fashion. How important is storytelling and curation in transforming it from a necessity into a style-led category?
PG: It is everything. Without storytelling, eyewear remains functional. The moment you build narratives around style, lifestyle, or even emotion, it becomes aspirational. Curation helps simplify choices, and storytelling helps customers connect with those choices. That is what transforms the category.
VP: Initiatives like the Wedding Edit and brand events have created strong engagement. What key learnings have these experiences offered in building lasting customer relationships?
PG: The biggest learning is that people remember experiences more than transactions. When you show up for key moments in their lives, like weddings, you become more than a retailer. You become part of their journey. It has also taught us the importance of creating occasions around eyewear, not just waiting for demand.
VP: With a growing retail network, how do you balance consistency across stores while still delivering personalised and locally relevant customer experiences?
PG: Consistency comes from strong systems, training, and brand philosophy. Personalisation comes from empowering teams at the store level. It is about creating a framework that ensures quality and trust, while allowing flexibility in how each store connects with its local audience.
VP: As a young woman in a legacy-driven industry, what perspective do you bring and how do you see leadership evolving within the optical space?
PG: I think I bring a perspective that blends tradition with change. I am more open to experimentation, more focused on consumer experience, and more willing to question existing norms. Leadership today is becoming less hierarchical and more collaborative. It is about building teams that think, not just execute.
VP: As VisionPlus Magazine completes 25 years, how do you see its role in shaping industry conversations and what would you like to say to its readers?
PG: Platforms like VisionPlus play a crucial role in bringing the industry together, sharing ideas, and driving progress. As the industry evolves, these conversations become even more important. To the readers, I would say stay curious, stay adaptable, and continue pushing the boundaries of what optical retail can be.
