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Cloud reduces turnaround time essential for dynamic business like ours: Zomato CTO

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As the quick-commerce growth story takes shape in India, Zomato, which just acquired Blinkit for about $568 million, feels that quick commerce is a natural extension of its food delivery business.

India’s quick commerce market is all set to witness 15 times growth by 2025, reaching a market size of nearly $5.5 billion, according to reports.

The total addressable market for quick commerce in India stands at $45 billion, and urban areas are driving this market on the back of mid-high-income households.

Gunjan Patidar, Chief Technology Officer (CTO), Zomato, told IANS that when it comes to online ordering, faster turnaround time leads to a better customer experience and improves customer retention and here, a flexible and scalable Cloud reduces the overall turnaround time, which is essential for a dynamic business like theirs.

Here are the excerpts from the interview:

Q: There has been a mixed reaction to Zomato’s newly announced 10-minute delivery model. What is the strategic thinking behind this? Also, tell us more about the underlying technology that will make this possible.

A: We have witnessed that a faster turnaround time leads to a better customer experience and improves customer retention. It’s simple, you order food when you’re hungry, so it makes much more sense to get it as quickly as possible.

The underlying technology that enables us to deliver within 10-minutes is more or less what we already do in online ordering. The real game-changer is the process at the back. Time optimisation happens at our finishing stations through both technology and operational speed. Please note that no time optimisation occurs on the road, and the delivery partners aren’t informed of whether it is a 10-minute or 30-minute delivery.

Further, no incentive is provided for timely deliveries, and neither are the delivery partners penalised for late deliveries.

Q: The recent ‘pure tech’ IPOs have failed to impress public market investors. Even globally, high growth US tech stocks are stumbling (e.g. DoorDash). What are the secular tailwinds, key upcoming business initiatives etc. which should keep us upbeat about Zomato’s growth prospects?

A: As an organisation, we focus more on long-term initiatives than worrying about what’s the current sentiment. Even during the most critical of times, more than half of our engineers are working on projects that will change the course of Zomato in upcoming years. Coming to the current situation, we feel it’s more like a global phenomenon rather than something particular to Zomato or other tech companies. It’s a market sentiment and part of a regular business cycle. It’s not the first time and won’t be the last. Every time this happens, the market takes some time to correct itself, and things eventually fall back in place.

Our long-term initiatives are customer-centric, wherein we are currently focusing on Hyperpure growth, and deeper penetration in the cities we already operate in, to name some.

Q: How are you managing to attract and retain top talent?

A: While hiring and retaining the best engineers is still challenging, Zomato has always found the right pool. One of the reasons why we’re able to do this is because we focus more on vision than skills. While skills are essential, what distinguishes great engineers from the good is how aligned they are with the organisation’s vision. And it’s something that we gauge when we are hiring for our engineering and product teams. Our idea is to get onboard the candidates who feel connected with Zomato’s mission and vision. These people are excited to change the food industry for the better, want to play a pivotal role in where we are heading, and are keen to build something that will make people’s lives easier and better.

We also highly emphasise on-the-job learning wherein they can always learn new skills that not only help in doing the current job better but also prepare them for the future. While these things help get the right kinds of people, the culture makes people stay. Getting to work on various projects at once (be it dining or food delivery or Hyperpure) or working in an open environment empowers people in many ways. For Zomans, it’s more about qualitative growth than quantitative one.

Q: How are you using AI/ML, data analytics etc. to serve the customer better?

A: Food delivery is a high-frequency business wherein we are constantly working with multi-layered problems, for example, predicting food preparation time or estimated time of arrival. Another is balancing the demand and supply of delivery partners, especially during monsoons or festivals. Since the supply of delivery partners can be unpredictable, it becomes one of the crucial problems for our data science team. Besides these, we use machine learning to personalise our customer experiences to improve their overall experience.

For example, predicting what customers may like based on their order history or which restaurants we should recommend on the homepage or how items can be prioritised on the search page is done via data science teams.

Q: Tell us about your journey on the cloud? What has cloud technology allowed you to do that you couldn’t do before?

A: We have been using cloud technology for a long time. We started this in 2014 when we first hosted our data on Amazon Web Services (AWS). It reduces the overall turnaround time, which is essential for a dynamic business like ours.

For instance, traffic may be very different at one hour of the day from the other or during special occasions like New Year’s Eve or monsoon. All these patterns are significantly different from each other, and having a cloud enables us to be flexible and optimize basis the need. It also helps in saving a tremendous cost as we don’t have to use the peak capacity every time. We can reduce it during nighttime when there are fewer orders and scale up when the demand is high.

Q: What are the qualities that make you stay ahead of the curve as a CTO?

A: One of the founding principles is to stay connected to the technical landscape, say what the different kinds of tools and technologies teams use across departments. Then, one is being aware of the pain points and arranging or offering solutions to the team faster. One should also stay ahead of the current ecosystem. One should be mindful of conversations in the market, how work cultures are evolving, what tools are being used that enhance efficiency, and what new tech innovations are happening across the globe.

You also must be on top of the organisation’s pulse at any time, what different teams are working upon, the kind of developments they have made in the last few months and the upcoming projects. We keep doing regular catch-ups or organising group events like team lunches, showcases, and off-sites to build better team morale, management and coordination.

Business

Sugar Stocks Surge Up To 15% In Market Rally, Government Removes All Limits On Ethanol Production

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Mumbai: On September 1, 2025, the Indian government announced a major change: sugar mills and distilleries can now produce as much ethanol as they want from sugarcane juice, sugar syrup, and molasses. This rule will start from the new ethanol supply year beginning on November 1, 2025.

Earlier, during the 2023-24 ethanol supply year, there were restrictions because sugarcane output was low. But with good monsoon rains this year, sugarcane production is expected to rise. So, the government has removed all limits to support the industry and help reach India’s fuel blending goals.

Following the announcement, stocks of major sugar companies like Balrampur Chini, Avadh Sugar, Shree Renuka Sugars, Bajaj Hindusthan Sugar, and Dalmia Bharat Sugar jumped up to 15 percent during Tuesday’s stock market session. Investors see this as a big positive step for the sector.

India is the world’s second-largest sugar producer. But the industry has faced tough times due to falling sugarcane supply. With this new policy, sugar mills can now turn more of their cane juice and B-heavy molasses into ethanol. Ethanol sells at better prices than sugar, which can boost company earnings.

Also, the move helps India progress toward its goal of 20 percent ethanol blending in petrol by 2025, and even possibly 30 percent in the future.

As per the experts this is a big relief for sugar companies. The removal of production caps means mills can now use their full capacity to produce ethanol. This will improve their profits and help the sector grow.

While mills are now free to make more ethanol, the government will regularly check sugar availability in the market. This is to make sure there’s enough sugar left for domestic consumption.

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Private Corporate Investment To Cross From ₹2.2 To ₹2.67 Lakh Crore In 2025–26 Aided By RBI’s 100-Basis-Point Rate Cut

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Mumbai: Private corporate investment is expected to cross Rs 2.67 lakh crore in 2025–26 from Rs 2.2 lakh crore in 20254-25, aided by robust macroeconomic fundamentals, improved balance sheets, rising capacity utilisation, easy liquidity conditions, infrastructure push, and the 100-basis points policy rate cut starting from February 2025, according to the RBI’s latest monthly bulletin. Private corporate investment remained as one of the vital contributors to India’s long-term growth trajectory.

After a period of subdued activity during the pandemic years, the investment cycle is being rejuvenated by a confluence of supportive factors.In 2024–25, the macroeconomic backdrop is characterised by robust GDP growth, sustained disinflation, and a consequent conducive monetary policy stance, the article states.

Over the past few years, Indian corporates have undergone a phase of balance sheet repair, aided by deleveraging, improved cash flows, and strong profitability across several sectors.

The banking sector’s improved asset quality and abundant liquidity have further enhanced the credit environment, translating into easier access to financing for capacity expansion.Recent trends in high-frequency indicators — such as rising imports of capital goods, improved capacity utilisation, and increased flows in corporate bond markets — signal renewed investment appetite among firms.

Additionally, sector-specific policies, such as the Production-Linked Incentive (PLI) schemes, energy transition investments, and digital infrastructure expansion, are incentivising corporates to undertake fresh investments.The domestic economy continues to demonstrate resilience, with real GDP growth of 6.5 per cent in 2024–25, making India the fastest-growing major economy, underpinned by robust domestic demand, and steady progress on public infrastructure investments.

Investment in green field (new) projects accounted for the lion share of about 92 per cent in the total cost of projects financed by banks and financial institutions during 2024-25, in line with the trend seen in the past.

Greenfield investment generally brings new and additional resources and assets to the firms and leads to gross fixed capital formation (GFCF).Higher investment in green filed projects thus points to likely capacity expansion by private corporates going forward, according to the article.

The industry-wise distribution of projects sanctioned during 2024-25 indicates that the infrastructure sector remained the major sector accounting for 50.6 per cent share in the total cost of projects, primarily driven by investment in ‘Power’, followed by ‘Road & bridges’.Beside infrastructure, among the other major industries, chemicals and pesticides, construction, electrical equipment, and metal & metal products also accounted for the sizable share in the total cost of projects.

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India, Africa must double bilateral trade by 2030: Piyush Goyal

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New Delhi, Aug 29: India and Africa must work to double bilateral trade by 2030, focusing on value addition, technology-driven agriculture, renewable energy, and healthcare, Minister of Commerce and Industry Piyush Goyal said on Friday.

Delivering the keynote address at the valedictory session of the CII India Africa Business Conclave here, the minister pointed out that bilateral trade between India and Africa is already fairly balanced — with India’s exports at $42.7 billion and imports at $40 billion.

However, he underlined the untapped potential across regions: “This demonstrates the opportunity we have missed out on over the years, and the scope for expansion today.”

The Minister stressed that India and Africa need not compete in every sector, but rather explore complementarities.

He highlighted areas such as agriculture, food security, cooperative and self-help group movements, education, skill development, capacity building, research and development, innovation, start-ups, healthcare, pharmaceuticals, and renewable energy, which provide vast opportunities for mutual benefit.

Goyal highlighted the immense potential for collaboration in the automobile sector. He noted that while Africa imports nearly $20 billion worth of motor vehicles annually, India currently supplies only about $2 billion of this demand.

He underlined that Indian automobiles are globally competitive, both in terms of cost and quality, with manufacturing standards on par with the best in the world.

He said that Indian manufacturers can play a vital role in meeting Africa’s growing demand for passenger vehicles, commercial vehicles, two and three-wheelers, and affordable electric mobility solutions.

This opens up a wide delta of opportunity for African nations to access reliable, fuel-efficient, and environmentally sustainable vehicles at competitive prices, while India can, in return, benefit from greater imports of African resources such as critical minerals, petroleum products, and agricultural commodities.

This balanced exchange would help both regions expand trade, generate employment, and build long-term industrial partnerships, he added.

Highlighting complementarities, the Minister observed that Africa could support India in areas such as critical minerals and petroleum products, while India could support Africa in food security, technological upgradation, manufacturing, and services.

He mentioned that India is cost-competitive in services like architecture, engineering, IT, AI and telecom, while also offering potential in medical tourism.

Referring to India’s close bond with Mauritius, Goyal assured the Indian Ocean island nation continued support in addressing inflationary pressures in essentials such as milk products, edible oils, and rice.

“It is this spirit of friendship and cooperation that defines India’s engagement with Africa,” he said.

Goyal also recalled India’s support to Africa during the Covid-19 pandemic, when medicines, vaccines and pharmaceutical products were provided at affordable costs, unlike the highly-priced alternatives from developed nations.

He further said that India’s Unified Payments Interface (UPI) could help bring down transaction costs and strengthen Africa’s financial systems.

Calling the Global South the true voice of the developing world, Goyal urged African nations to work with India at multilateral platforms like the WTO to create common objectives and influence global decision-making.

He emphasised collaboration in agriculture technologies, renewable energy, generic medicines, critical minerals, and youth partnerships, noting that the young populations of India and Africa will define the future.

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