: So this real-time nature of the real time transparency allowed us to catch any issues a lot faster and then react to them. . It drops you at a predetermined location. The product was able to gain startup funding of USD 1.7 million in 2013 from STC Ventures. : And were going to fix it only enough until the next time it breaks. And that will be true of product and itll be true of markets, itll be true of this thing. So instead of people looking at growth rates, were in the process of shifting to the input KPIs, which people can influence and then the growth is an output. Meaning understanding local opportunities and adapting our product to meet those opportunities. : Building a structure. So how will we win against someone like that? Mudassir Sheikha: So that part, in hindsight was we underestimated that challenge and we didnt invest enough in it. Give feedback to our colleagues to keep growing them, and to drive progress in our communities. So we have these three value pillars and there are 12 values. You have to be at a certain scale to be competitive. Mudassir Sheikha: This is not going to happen without you owning it and driving it. : Or weeks. Mudassir Sheikha: So the three pillars are to the moon and beyond, be of service, and take ownership. The task at hand was to find a meaningful purpose for the business they wanted to build. You did something inspirational. So then you dont have to be as proactively pushing for it because now I know that people are looking at these numbers, right? Shikhar Ghosh: And then you have to live the process. : So whats an example of an input KPI that would affect growth? Sheikha and his team did not only focus on providing tech training to these captains. But guess what happens? But generally, Friday Ive been able to block. And on the customer side, for example, experience is a function of, you know, when you open the app, is a car available? Because you have to be looking at things and deciding when to intervene. : The people processes, the structure. [37] Saturday is my catch up day. And were starting to change the KPIs that we look at as well. Mudassir Sheikha - Author Biography | Entrepreneur [1][2], Mudassir grew up in Karachi, Pakistan. : You know, this mountain, then the next mountain, the next mountain at the same pace, almost because your growth rate has continued at very high rates. So if lets say, pricing as a topic. If its a necessary part of it, but its the customer service, its the on time, you know, its all of those things. Not just on the day to day side, but then to make sure that these transitions were caught early enough or late, not too late, and then fixed. Mudassir Sheikha: Where things started breaking, we put processes in. You understood the business completely. And then it sort of, things are in place, youve got product market fit. Pivoting For Progress: Why Careem Turned To A 0% Commission Model For Its Food Delivery Business. Then, do I get rid of this person? Shikhar Ghosh: You know, why not 10% a month? The first is the default location for any activity is the city. You could almost do any of the jobs yourself. However, the rough estimates also indicate him to be . The task and the challenge of getting that right was not as I was nave on that front. The morning times, of course, are fully blocked for thinking. : What did you expect it was going to be when you first started? Mudassir Sheikha: But we unfortunately are in an industry that is-. At that point, we were a bit speechless because we felt that things would get better in two years from when we started the business.