Zepto

“So last time I did office hours with them, they said that they automated 30,000 tickets per day.”

“Now, obviously at scale, the insight is that it's not just important because people are used to it, but it's just, it's a necessity because you've got a lot smaller household sizes in India. You've got a low penetration of four wheelers. You've got much more p…”

“A lot of the people that were in the market In the early days of grocery delivery in India, we're trying to build its supply chain backward instead of user backward or customer backward, right? And so they would build out models that were, you know, two hour d…”

“We had gone from zero in August of 2021 to two and a half years later, we had hit about a billion in GMV. And the business was actually pretty close back then to EBITDA and operating cash flow breakeven.”

“There are up to 1.5 million orders a day across 50 cities throughout India, with over three billion dollars in GMV and growing 300% a year. And they're a unicorn at a five billion dollar valuation.”

“And so today, you know, greater than 50% of the tickets that are raised on Zepto, not just like a rules-based chatbot, are actually solved dynamically by a generative chatbot that's been modified for our exact use cases, right?”

“We went from basically, like, close to zero in scale to, like, two hundred million in, in run rate scale in, like, six months, right?”

“Today we've got, like, 3000 plus corporate employees, right? And mainly ops folks”

“It was actually the first location, the first dark store we launched was in a neighborhood in Mumbai called Bandra. And pretty quickly that neighborhood became bigger for us than the rest of the entire city that we were operating in.”

“We've got an opportunity to build, you know, the largest, you know, grocery player in India, which it's, is a seven hundred billion dollar market, right? And so if I'm in that position, we can easily build 20, 25, thirty billion of top line,”

“70% of our markets are profitable. The most mature markets are touching four to five percent EBITDA.”

“But even from a capital perspective, we went from, like, effectively the hundred, 125 K from YC to, like, a nine million dollar round To a fifty million dollar round to a hundred million dollar round in like four months.”

“So we've scaled that effectively starting last year and we've gone from zero to over a 100,000 orders per day.”

“The insight was, yes, let's do 10 minute delivery, but also let's build out the full stack of commerce where we're able to run the logistics, we're able to Have a much better sense and selection on quality control and sort of that audacious thinking Put us in …”

“We started training on Lama to try to build out a better, I mean, to basically build out the relevance engine in-house, and that gave us much better results, and we were able to surge the ads businesses out of that, so that had a big impact on bottom line”

“Because it was like the only unicorn round in India for that year.”

“In the early days when you're delivering like in an hour. And so, people would use the app. The next week, three, four percent of people use it again.”

“And, you know, today we're doing not like, you know, 708 hundred products. We're doing now almost 45,000 to 50,000 products that you can order. Everything from like, you know, oranges and apples all the way to earphones and hoodies.”

“We built out like our search stack in-house, the entire relevance engine, Bidding, attribution, campaign management, automated keyword suggestions. I think we've built out a really high quality performance ad stack out of India for one of the first players to …”

“We've gone from like a forty million ARR in ad revenue last year to this year, we've just crossed two hundred million ARR, right?”

“So we just decided to hack around, work on a project, and it just started off as like a WhatsApp group where we were delivering groceries for our neighbors, because it was a nightmare to get groceries in the first wave of the pandemic.”