Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I’ve spent over two decades building and scaling customer-facing businesses across digital and services-led industries. A large part of my work has focused on high-volume, low-margin environments, including food delivery and quick commerce, where I’ve worked on last-mile efficiency, unit economics, and customer experience. I combine operational execution with strategic thinking, which shapes my perspective on how this industry should evolve.

Q2. How do you see the balance shifting between traditional e-commerce and quick commerce models in India’s urban markets?

Traditional e-commerce is becoming the “planned purchase” layer, while quick commerce is fast emerging as the “impulse and top-up” layer. For non-urgent or higher-ticket needs, customers still buy through traditional platforms, but for everything else, they now expect 10–30 minute fulfillment. Over time, I see these models blending, with traditional players adding faster nodes and quick commerce players expanding categories and basket sizes.

Q3. How has consumer behavior changed in the post-pandemic phase when it comes to ordering food, groceries, or lifestyle products online?

Convenience is no longer a premium feature — it is the default expectation. Consumers now order frequently across a broader range of categories, from fresh produce to OTC medicines and small electronics. Loyalty has become fluid, as customers switch apps based on speed, offers, or delivery charges. Digital payments, wallets, and subscriptions have also become more trusted, making experimentation with new formats easier.

Q4. How do you see AI, predictive logistics, and last-mile automation shaping the future of quick commerce?

The competitive edge will come from anticipating demand before it happens. AI will drive micro-market demand forecasting, dynamic batching, route optimization, and smart inventory placement. Last-mile automation — from smart lockers to selective drone/robot use — will reduce cost per delivery and improve reliability. The industry will shift from “How fast can I deliver?” to “Can I predict and pre-position inventory to deliver faster and profitably?”

Q5. Packaging waste remains a big concern in food delivery and quick commerce — what innovations or pilots have you seen that could scale effectively?

Promising pilots include reusable crates for bulk orders, compostable and paper-based packaging, and customer incentives for choosing “eco-light” packing options. Some platforms are experimenting with order-bundling within short time windows to reduce packaging material per delivery. To scale, two things are essential: sustainable options must be unit-economical, and checkout messaging must make the eco-friendly choice simple and intuitive.

Q6. Do you think the industry is moving toward dominance by a few large players, or is there still room for niche or regional challengers?

A few large platforms will dominate due to network effects, capital, and brand trust. However, there is definitely room for niche challengers — especially regional players with deep hyperlocal relationships, and category specialists in areas like gourmet, health, or high-quality fresh produce. The ones who win in the second tier will be those who stay sharp and differentiated, rather than trying to mimic the giants.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I would ask: “Can you show me, with data, your path to profitable density in your top 10 micro-markets?”
It’s easy to talk about growth, but true defensibility lies in disciplined, repeatable profitability at the neighbourhood/PIN-code level — and in a playbook that can be replicated city by city.