Instacart: Profitability & Scaling

Instacart (May 2015 - June 2018)
Senior Operations Manager | Head of Manhattan Operations | New Market Launches

​When I first joined Instacart in 2015, we were not profitable. We were losing money on every delivery, so the faster we grew, the shorter our runway became. This was not sustainable. The goal was set to become unit economic profitable in less than a year, and through a laser-focused, driven, integrated, and all-hands company-wide effort, we did it. My team was focused on driving operational efficiency and lowering costs.

Now that we had become profitable, it was time to scale.

I led our growth in the Bay Area, our flagship region. We launched our service to over a million households across Northern California (starting with Marin County, the East Bay, and Sacramento) and scaled our team to 6K+ shoppers. Later on, I moved to NYC to run our Manhattan market, and continued launching new markets there.

These were some of my best memories. One moment I'm analyzing a P&L, next I'm in an absurd carrot suit passing out flyers. It was an all-hats, whatever-it-took kind of role to launch new markets. I loved it and am thankful for the team and everything I learned.

"Nat’l retail-delivery service rolls onto Long Island" - Innovate LI