Business
Cloud reduces turnaround time essential for dynamic business like ours: Zomato CTO
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
77 pc Indian companies see AI reshaping workspaces: Report

New Delhi, July 28: Indian companies score above global peers on AI readiness but only 19 per cent have started changing office space and operations to reflect that, with a 58‑point gap between recognition and execution, a report said.
The report from JLL said 77 per cent of Indian business leaders recognise AI will need changes implemented in the workspace.
“AI will add jobs, not cut them, according to India’s business leaders, but a shortage of skills, not money, is now the biggest hurdle to change,” the report said.
Nearly 58 per cent respondents expect workforce growth over the next three to five years and 62 per cent said AI will make human roles more valuable rather than replace them.
The survey of over 2,200 CEOs, CFOs and real estate heads across 21 countries found “Indian companies are ahead of the rest of the world in putting AI to use in how they plan and run their offices”.
India scored higher than the global average on all eight AI-related measures tracked.
“For the first time in 15 years of tracking this data, 46 per cent of Indian companies cite skills shortage as their primary barrier versus only 35 per cent citing budget, capability now outweighs cost,” said Ajit Kumar – Managing Director, Work Dynamics Accounts, West Asia, JLL.
Kumar mentioned the skills gap as a positive inflection point, because skills can be developed internally and sourced externally far more readily than waiting for capital allocation cycles.
“The companies that reframe this as a skills development challenge rather than a budget constraint—and invest in the 50 per cent who are prioritizing AI support and infrastructure—will define India’s workplace transformation over the next decade,” he added.
Nearly 56 per cent of India firms track AI trends against 46 per cent globally and 45 per cent Indian companies run staff training and change programmes against the global average of 36 per cent.
“Nearly one in five Indian companies (19 per cent) say they have reached the most advanced stage of using AI in their real estate operations, against 15 per cent globally. Counting those still scaling up, 47 per cent are actively rolling out AI, against 42 per cent worldwide,” the report said.
Business
Air India, Air India Express FY26 net loss more than doubles to Rs 22,238 crore

New Delhi, July 28: Tata Group-owned Air India and its low-cost subsidiary Air India Express reported a combined net loss of Rs 22,238 crore in FY26, more than double the Rs 10,859 crore loss recorded in the previous financial year, even as their combined revenue declined nearly 9 per cent.
According to the airlines’ annual reports, the combined revenue stood at Rs 71,870 crore in FY26.
Air India posted revenue of Rs 51,452 crore and a net loss of Rs 15,368 crore, while Air India Express reported revenue of Rs 19,088 crore and a net loss of Rs 6,767 crore.
Air India is currently owned 73.82 per cent by Tata Sons, 25.1 per cent by Singapore Airlines and 1.08 per cent by employees under a share benefit scheme created during the airline’s privatisation in 2022.
Addressing shareholders, Air India Chairman N. Chandrasekaran said the carrier’s transformation should be viewed as a long-term exercise, stressing that building a world-class global airline cannot be achieved within a few quarters.
“Every great airline in history was built over decades, not quarters,” Chandrasekaran wrote in his message to shareholders.
He said Air India’s transformation should be seen as a five- to 10-year journey, given the condition in which the airline was acquired, prolonged supply chain disruptions affecting aircraft components, the need to modernise legacy systems and processes, renew the fleet, reshape the organisational culture and build a large pool of skilled technical and aviation professionals.
However, his comments indicate that the airline’s turnaround is likely to take longer than initially anticipated as the Tata Group continues its multi-billion-dollar investment to revive the national carrier following its acquisition from the government in 2022.
Earlier in the month, Air India had appointed UK-based aircraft marketing and asset management firm Skytech-AIC to oversee the sale of six Airbus A319 aircraft.
Business
There is no delay in probe into Air India Boeing crash: Govt

New Delhi, July 27: The Ministry of Civil Aviation informed Parliament on Monday that there has been no delay in the investigation into the Air India Boeing Dreamliner crash at Ahmedabad airport and the inquiry “is progressing as per established procedures.”
The investigations into major aviation accidents depend on several factors and involve multiple variables, making it impossible to specify a fixed timeline for the final report, the ministry said in a written reply to a question in the Upper House.
“The timeline for completing a major air accident investigation cannot be predicted,” the Ministry’s statement said.
It also said that all probable causes and contributing factors leading to the accident are being investigated, indicating that the probe remains comprehensive and no conclusions have been reached so far.
The ministry further informed the Rajya Sabha that the inspection of the complete Thrust Control Module at the original equipment manufacturer’s (OEM) facility is underway as part of the ongoing investigation.
The Ministry of Civil Aviation had earlier, in a reply, also stated in Parliament that the Aircraft Accident Investigation Bureau (AAIB) is “transparently” conducting its investigation into the Air India Boeing crash on June 12 last year and “all probable causes leading to the accident are being investigated.”
A preliminary investigation report was published by AAIB on July 12, 2025, and the same is available on their website www.aaib.gov.in. The investigation is in progress, and the final report will be published after completion of the investigation, the ministry stated in a written reply to a question in the Rajya Sabha.
“As per the ICAO Annex 13 requirements, the interim statement has been published by AAIB on June 12, 2026. The final investigation report will be published after completion of the investigation,” the ministry added.
As many as 260 people were killed when the AI-171 Boeing Dreamliner flight from Ahmedabad to London-Gatwick on June 12 crashed within 35 seconds of taking off. While 241 people on board the Dreamliner lost their lives, 19 people were killed on the ground. One passenger on the plane had a miraculous escape.
The preliminary report released by the AAIB on July 12 stated that both engines of the ill-fated Air India Boeing 787 Dreamliner lost thrust after the two fuel cut-off switches moved from the ‘RUN’ to the ‘CUTOFF’ position. However, the cockpit voice recorder has revealed that one of the pilots told the other that he did not turn off the fuel control switches. The fuel switches were then returned back to the RUN position just before the plane crashed.
Union Civil Aviation Minister Ram Mohan Naidu earlier said that the Aircraft Accident Investigation Bureau’s report on the Air India crash was based on preliminary findings, and urged against reaching any conclusions until the final report is released.
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