DoorDash CFO Ravi Inukonda recently sat down with MIT Technology Review to share what he’s been up to since graduating from MIT Sloan School of Management. He discusses his love of puzzles, the complexity of the DoorDash business, and some of the key lessons he’s learned along the way. Read the full article here: https://lnkd.in/eVfFMs_D
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MT - Product Sales Strategy at HDFC Credila || PGDM at IMI New Delhi || Student Council 2023-2024 || Ex-Capgemini || Ex-Intern: BoB, BARC
🌟Empowering Dreams Through Practical Insight🌟 Revisiting a pivotal experience that shifted me from theoretical MBA studies to the impactful realm of real-world business. 🌱 The Memory: From Classroom to Reality During my management studies, I delved into finance, marketing, operations, and HR concepts. While classroom sessions and case studies provided the foundation, true understanding awaited through hands-on encounters. This memory starts with my visit to my uncle's clothing retail store. Armed with absorbed principles, I discussed their business. Little did I know, this chat would uncover a challenge beyond textbooks—a test where theory met reality. 🔍 The Idea: Bridging Gaps, Shaping Solutions The store faced dual challenges: seasonal demand drops and excessive stock from the previous season. A stockpile loomed between success and struggle. Storage costs soared and tied-up capital strained repayments due to credit-based inventory purchases. Operating and financial leverage concepts came to life—reducing fixed costs and optimizing orders to improve cash flow. 💡 Empowerment in Action: Crafting Empowering Solutions Inspired by my studies, I presented two solutions: 1. Strategic Inventory Clearing: Suggested deploying the workforce to villages and fairs during low-demand periods. This would clear excess stock through discounts. Workers would earn commissions, cutting the cash cycle and enhancing productivity. Strategic clearing trims fixed costs, boosting efficiency. 2. Strategic Purchase Orders: Dividing orders into smaller segments emerged as a solution. This eases cash cycle pressure, reinforcing financial leverage and reducing interest burden within discount windows. Fragmented orders manage cash flow, lowering financial risk and improving leverage. Both approaches demonstrate how these concepts bolster company performance and hurdle navigation. 🚀 Unveiling Empowered Dreams Reflecting, I stood at the junction of knowledge and application. This memory encapsulated my shift from a passive learner to an active contributor—an embodiment of empowerment. Under the call to "share a memory or #IdeasThatEmpowerDreams," I recognize education's strength in application. Beyond textbooks, a realm exists where ideas shape into actions, passion fuels solutions, and dreams gain momentum through practical insight. #IdeasThatEmpowerDreams #WiREDToEmpower by Flipkart
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"It's off by 50 basis points" I first heard the term basis point at a finance class in Esade Like a million other terms I didn't know, like Opex and Capex, I jotted it down for future reference so I could look it up afterwards. A Basis point (or bip if you're feeling fancy) refers to 0.01% It's meant to reduce confusion as with varying start points/contexts a statement like "a reduction of 1%" can be confusing - You could mean from 2% to 1% - I could understand from 2% to 1.98% Like other jargon, it can seem more complicated than it is. But is table stakes for anyone who has to use a little finance on the job. Unless of course you work at Lyft Their stock is on a rollercoaster because their press release forecast margin growth of 500 basis points when they meant 50. That's 5% vs 0.5% That's off by 450 basis points. 450 bips if you're feeling fancy #Lyft #humour #product
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Founder/CEO @ Gateway X: Bootstrapping a venture studio to $1B. Previously, Founder/CEO of Ampush (exited).
DoorDash stared in 2012 as PaloAltoDelivery dot com. Great start. YC raise. $200M in 5 years. But very soon they had a fundamental issue: Building a three-sided marketplace is a chicken and egg game. Multiply by thousands of geographies and it looked un-winnable. In 2018 they hired Andy Wells (who was my performance marketing lead at Ampush. Andy and his team went to work building their marketing foundations. Expanding backwards by starting with suburbs, taking advantage of gaps in the market. And they leveraged offshore talent to make the wheel go faster. Andy worked with me at Ampush. One of our superpowers - learned from my McKinsey days - was using global teams to get operational leverage. When I started GrowthAssistant, DoorDash became one of our first customers. Fast forward to 2024, they’re doing $9 BILLION in revenue. With a team of Growth Assistants augmenting their marketing team. I’m sitting with Andy on Monday days to ask how they did it. Lessons from the growth and ops of the biggest delivery co. in America. We’ll talk all things talent, offshoring, ops. You can be a fly on the wall 👇 https://lnkd.in/g-WBT_-Z
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🌏 Global Titans vs Southeast Asian Giants! 🚗 GoTo and Grab, though regional giants, are smaller than global counterparts Uber, DoorDash, and China's Meituan. 💰 Comparing revenues is tricky due to varying accounting methods. Grab adjusts for incentives, impacting direct comparisons. 📊 None reported positive operating profit recently. Grab and GoTo aim for adjusted EBITDA positivity, but with differing adjustments. 💸 All platforms tighten spending for profitability. Grab and GoTo, with fewer employees, show varied figures when incentives are factored. 🤝 Grab appears more cash-secure than GoTo, though accounting nuances persist. A snapshot of how regional and global players stack up!
Benchmarking GoTo and Grab against global peers
techinasia.com
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Last night in the Entrepreneurial marketing class, Lakshmi Nidamarthi shared her experiences as an entrepreneurial leader within big tech and at a private equity firm. She shared her amazing journey and how accidntly getting a master's in AI during the 90s as well as interning at an EdTECH lab in order to pay for university. Here's what she's learned over the years: 1️⃣ Follow your curiosity, not just your passion. What's that one thing you're genuinely eager to explore? 2️⃣ Stay hungry for knowledge and growth. Never stop learning. Seek mentors or individuals you look up to for guidance and inspiration. 3️⃣ Understand that proving customer interest and profitability are crucial. How you make money and the costs involved matter immensely. Then you have to share how you will improve the customer's experience. 4️⃣ In big tech, reinventing yourself every 3-5 years is not just possible, but essential. Seek opportunities to have a bigger impact or develop new skills. Evaluate your career trajectory every 3-5 years. Are you on the right path, or is it time for a change? 5️⃣ Believe in luck, but also in the value of having a manager and team lead who believe in you. 6️⃣ Adapt and think in baby steps. What would it take for people to say "yes" to your ideas? 7️⃣ Be self-aware. Understand your strengths and what you bring to the table. The tech industry, especially in a dynamic place like Amazon, is a world of constant change and innovation. Embrace it, stay curious, and always keep learning. 🚀 #intrapreneur #TechJourney #AI #Innovation #CareerAdvice #universityofwashingtonbothell #UWB https://lnkd.in/grdy3NDN
A Q&A with Lakshmi Nidamarthi
aboutamazon.com
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In the world of tech innovation, every journey starts with an idea, a spark of inspiration. 🌟 But what sets the remarkable stories apart is the unwavering belief in that idea, even when nobody else can see its potential. 🚀 At TheBHub, we know this journey all too well. We began with a vision - to harness innovation as a force for positive change. 🌍 But in the early days, skeptics surrounded us. They said it couldn't be done, that the odds were against us. Yet, we persevered. 💪 We took that idea and nurtured it, day by day. We worked tirelessly, turning that spark into a blazing fire of innovation. We faced failures, but we never gave up, because we knew that's where the real learning happens. Today, that idea has become a reality. We've built tech products that make a difference, all because we believed when no one else did. ✨ So, remember, your idea, your dream, it's worth every challenge. Keep pushing, keep believing, and one day, your innovation will shine as a beacon of change. 🌟 #InnovationJourney #BelieveInYourDreams #GetThingsDone #NeverGiveUp
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🚀 Follow for hottest food & grocery delivery news 🕹️E2E solutions for courier & restaurant onboarding operations
Delivery Hero to close tech hubs in Turkey and Taiwan In a strategic move to enhance profitability and navigate changing market dynamics, Delivery Hero announced on Monday the closure of its global tech hubs in Turkey and Taiwan, along with adjustments to the headcount at its Berlin headquarters. This decision aligns with Delivery Hero’s commitment to achieving profitability while sustaining growth, a crucial objective as investor confidence experienced a shift following the initial pandemic-driven surge. As part of this recalibration, the company has undertaken a workforce reduction of approximately 13% at its Berlin headquarters and in global service roles throughout the current year. This move reflects a proactive stance as the company progresses to the next stage of maturity in its business evolution. “While we believe that this is a necessary step as our business enters the next stage of its maturity, it does mean we will be letting go of employees who have made many valuable contributions in their time with us,” the company stated, acknowledging the impact on its dedicated workforce. Although the exact number of affected employees was not disclosed in the official statement, Delivery Hero’s half-year financial report indicates that the company employed 47,208 individuals as of June 30, 2023, compared to 51,118 at the end of 2022. The decision to close global tech hubs in Turkey and Taiwan underscores the company’s strategic focus on streamlining operations and optimizing resources. This move aims to position Delivery Hero for sustained success in the evolving landscape of the online food delivery industry. As the company undergoes these adjustments, it remains committed to its core mission of delivering exceptional service to customers while acknowledging the contributions of its dedicated team members. Delivery Hero’s strategic decisions reflect the dynamic nature of the industry and its dedication to adapting to market shifts to ensure long-term viability.
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„If you can't feed a team with a pizza, it's too large“ ☀️🛥🍕 In addition to the pizza rule, an agil management approach also includes six other rules for effectiveness. These rules were outlined in a letter from #JeffBezos to shareholders in 2017 and we try to adapt them for our SolarYacht philosophy: 1. Have a backbone; disagree and commit: This rule encourages employees to speak up when they disagree with a decision and have a better solution or idea but also to commit fully to the decision once it has been made. 2. Deliver results: We value results over process, encouraging #SolarYacht employees to focus on delivering outcomes rather than following rigid procedures. 3. Obsess over customers: Customer obsession is a core value at SolarYacht, with the company striving to deliver the best possible boating experience and design for its customers in all areas of the business. 4. Think big: Amazon encourages employees to think big and take bold risks, even if it means failing along the way. 5. Bias for action: Action and speed are highly valued at SOLARYACHT, with the company encouraging employees to take action quickly and to constantly experiment and iterate. 6. Frugality: SolarYacht is known for its focus on cost-cutting and efficiency, with the company encouraging employees to avoid wasteful spending adb unnecessary options to simplify process in production and design. Follow us on our journey to electrify yachtlife powered by #Solar ☀️🛥
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What does it mean to be a Staff Engineer at HelloFresh and why should you join one of the best teams we have in the company?? 📚 🧠 ( 𝘐'𝘮 𝘯𝘰𝘵 𝘣𝘦𝘪𝘯𝘨 𝘣𝘪𝘢𝘴𝘦𝘥 𝘢𝘵 𝘢𝘭𝘭... 𝘵𝘳𝘺𝘪𝘯𝘨... Patrick Gunia, PhD 𝘬𝘯𝘰𝘸𝘴 𝘪𝘵'𝘴 𝘵𝘰𝘶𝘨𝘩 𝘸𝘪𝘵𝘩 𝘴𝘶𝘤𝘩 𝘢 𝘵𝘦𝘢𝘮.. ) Check out this article to learn more: https://lnkd.in/egCwgAw3 Something we are very proud of here at HelloFresh is our status and maturity of the data platform. How resource demand can be all done through pull requests, and how we have a mature data platform and a caring data platform team... And again.. I'm not being biased at all! A few of our data challenges we recently had and the person we are looking for might be jumping on: - HelloFresh has multiple markets and multiple brands in multiple countries, which represented really interesting challenges ahead on a global and especially cross-platform scale 😱 ☄️ 👀 Sounds juicy? Want to learn more and get to know us? Apply via the link in the comments ⬇️
10 years with HelloTech: Interview with Staff Engineer Karsten Schmidt
engineering.hellofresh.com
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#AI, Grab targets organic growth, AI tools in path to profitability Southeast Asian ride-hailing and delivery specialist Grab Holdings is doubling down on organic growth plans and investing in artificial intelligence technologies as it targets its next big leap: full-year profitability. The Nasdaq-listed tech company, which this week announced a quarterly profit for the first time, thinks the path to growth lies in building new products and honing efficiencies more than in acquisitions. He confirmed that Grab isn't pursuing the Southeast Asian operations of competitor Foodpanda, which was recently the subject of sale talks by German parent company Delivery Hero. Regarding recent reports of possible merger talks with Indonesian rival GoTo--which GoTo has denied--he declined to comment on "rumors." Grab is "doubling down" on organic growth, Oey said. "Our focus now is... [building] new product features and new capabilities" to ramp up growth in 2025 and 2026, as is achieving full-year profitability, he said. The latter is "a priority for us...and we'll get to it as quickly as possible," he said. Grab swung to an $11 million profit in the fourth quarter from losses of $99 million in the preceding quarter and $391 million a year earlier, helped by an accounting change and belt-tightening as it reined in expenses ranging from employee costs to incentives paid to drivers and consumers to use its app-based platform for food delivery and other services. Operating loss improved to $46 million from $255 million a year ago. #RB, #AI https://lnkd.in/esBjjz-7
Grab Targets Organic Growth, AI Tools in Path to Profitability
wsj.com
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