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Context is everything.
Detailed stories on technology startups, business and economic current affairs.
Detailed stories on technology startups, business and economic current affairs.
An energized Deepinder Goyal is reworking the food delivery business. The result so far has been a culture change that has sparked senior and middle management exits.
Editor's note: Deepinder Goyal didn’t like the message. Or more specifically, a snapshot of a conversation privately exchanged between two Zomato executives. One of them, a fairly senior product executive, had disagreed with something Goyal had said or done and expressed the same to his colleague, who in turn shared the conversation with Goyal. He was not in the least bit pleased that a colleague had disagreed with his point of view. So he pulled up the executive, yelled at him and fired him—all in a day. Except that the next day, the team at Zomato realized that it needed the product executive after all. “He was managing, let’s just say, a really crucial element of the company tech and nobody checked if it could be maintained without him,” recalls a person in the know of the incident, who asked not to be named. “They called him up, and asked him to come back. He refused. I guess he had self-respect. Many just end up compromising since there are ESOPs involved.” This is just the tip of the iceberg of what several …
An energized Deepinder Goyal is reworking the food delivery business. The result so far has been a culture change that has sparked senior and middle management exits.
Editor's note: Deepinder Goyal didn’t like the message. Or more specifically, a snapshot of a conversation privately exchanged between two Zomato executives. One of them, a fairly senior product executive, had disagreed with something Goyal had said or done and expressed the same to his colleague, who in turn shared the conversation with Goyal. He was not in the least bit pleased that a colleague had disagreed with his point of view. So he pulled up the executive, yelled at him and fired him—all in a day. Except that the next day, the team at Zomato realized that it needed the product executive after all. “He was managing, let’s just say, a really crucial element of the company tech and nobody checked if it could be maintained without him,” recalls a person in the know of the incident, who asked not to be named. “They called him up, and asked him to come back. He refused. I guess he had self-respect. Many just end up compromising since there are ESOPs involved.” This is just the tip of the iceberg of what several …
After 15 years, more than $550 million in funding and over $200 million in revenue, the cloud kitchen startup must find a way to make a profit and go public. Grover is the man Rebel has chosen for the job.
In less than two years, the instant delivery startup that puts quality above all else has attracted marquee VC investors, earning a valuation of $255 million. How far the niche bet will take it is anybody’s guess.
Pricing constraints and uncertain daily-use demand cast doubt on instant help’s ability to replicate quick commerce.
After 15 years, more than $550 million in funding and over $200 million in revenue, the cloud kitchen startup must find a way to make a profit and go public. Grover is the man Rebel has chosen for the job.
In less than two years, the instant delivery startup that puts quality above all else has attracted marquee VC investors, earning a valuation of $255 million. How far the niche bet will take it is anybody’s guess.
Pricing constraints and uncertain daily-use demand cast doubt on instant help’s ability to replicate quick commerce.
