While headlines chase unicorns and hype cycles, a fundamental, quiet shift is restructuring the B2B digital services landscape. The old model—where companies frantically managed a patchwork of specialized vendors for marketing, tech, and compliance—is cracking under its own inefficiency. Emerging in its place is a new archetype: the integrated digital growth partner. At the forefront of this unglamorous but profound revolution is Avisekh Sharma and his venture, NextBigBox. Founded in 2021 with ₹10 lakh, now boasting a ₹3 crore+ turnover, NextBigBox represents not a flashy disruption, but a systematic, client-driven reinvention of what it means to be a service provider in the digital age.
Sharma’s journey is the perfect origin story for this new model. He is neither a lifelong ad man nor a Silicon Valley-style coder. He is a hybrid—an engineer with a banker’s discipline and a strategist’s mind. This background allowed him to see the glaring flaws in the incumbent system with painful clarity. “The traditional agency model is built on silos,” he explains. “The SEO agency optimizes for traffic. The dev shop optimizes for clean code. The compliance consultant optimizes for risk mitigation. But no one is optimizing for the client’s business outcome.” This misalignment of incentives created what Sharma calls “the integration tax”—the massive hidden cost in time, money, and missed opportunity that clients pay to manage and force-collaboration between their disparate vendors.
NextBigBox was conceived to eliminate this tax. Its value proposition is deceptively simple: one partner, accountable for the interconnected digital whole. But this simplicity masks a radical operational complexity. Sharma didn’t just create a company that offers multiple services; he built an organization whose very structure is cross-functional by design. Project teams aren’t divided by service line but are assembled as full-stack pods containing marketing strategists, full-stack developers, fintech analysts, and UX designers from day one. This internal architecture is their first and most critical innovation, ensuring that the solution delivered is born integrated, not painfully stitched together post-facto.
This model positions NextBigBox in a unique competitive space. They are not competing directly with global IT behemoths like Infosys or TCS on pure scale and legacy system overhauls. Instead, they offer a more agile, marketing-savvy, and product-focused alternative for mid-sized growth companies. Conversely, they compete with niche digital agencies by offering vastly greater strategic depth and technical robustness, particularly in regulated sectors like finance and edtech. Their competition isn’t a specific firm, but the entire old way of doing things—the very notion that a CMO, a CTO, and a CFO should have to coordinate three different external partners to launch one digital product.
Sharma’s leadership reflects this quiet, systemic disruption. He is inspired by “leaders who combine vision with execution,” a necessity when building a new category. His challenges were less about technological breakthroughs and more about organizational and market innovation: educating clients on a new procurement logic, battling the inertia of “we’ve always done it this way,” and attracting talent versatile enough to thrive outside traditional specialist boxes. The early struggle for credibility was overcome not with loud marketing, but with case studies that demonstrated the tangible ROI of integration—like showing a client how their customer acquisition cost dropped by 40% not because the ads were cheaper, but because the entire funnel, from click to contract, was seamless and automated.
The societal impact of this integrated model is significant, though often indirect. By making sophisticated, compliant fintech tooling accessible and affordable for smaller NBFCs and startups, NextBigBox acts as a catalyst for financial inclusion. By helping traditional Indian businesses—manufacturers, educators, retailers—build competent, secure digital storefronts and operations, they are accelerating the formalization and modernization of the economy. They are not just serving clients; they are upgrading the digital infrastructure of India’s ambitious small and medium enterprise sector, one integrated stack at a time.
Looking to the future, Sharma sees the integrated model as the inevitable winner. As AI and data become central to business operations, the need for a unified data layer across marketing, product, and finance becomes non-negotiable. Siloed vendors cannot build this. NextBigBox’s roadmap is to evolve from an integrated services firm into a platform-enabled ecosystem. Their most successful, repeatable solutions—like their proprietary eKYC engine or their AI-driven campaign orchestrator—are being productized. The vision is to offer a core platform that ensures compliance and data cohesion, upon which clients and even other agencies can build, with NextBigBox providing strategic and development services. They aim to become the operating system for digital growth businesses.
For the new generation of entrepreneurs and innovators, Sharma’s path offers a crucial lesson: Disruption doesn’t always have to be a loud, consumer-facing spectacle. Sometimes, the most powerful change happens in the unsexy back-office of the economy, in the supply chains of business services. “Look for the friction that everyone has accepted as ‘the cost of doing business,’” he advises. “That’s where the real opportunity lies. Don’t just build a better mousetrap; redesign the entire pest-control system.”
Avisekh Sharma and NextBigBox stand as compelling proof that the next wave of Indian business excellence may not come from a single disruptive app, but from a smarter, more holistic, and deeply integrated way of supporting the disruptors. In a noisy market, they are the quiet re-wirers, methodically replacing a tangled web of point-to-point connections with a streamlined, intelligent, and accountable grid. They are not chasing the spotlight; they are building the stage upon which the next decade of Indian digital innovation will perform. And in doing so, they are writing a new, more efficient blueprint for how business gets done.
