Mohd Osama Siddiqui

Received Value award ‘Think Big’ in Q2’24,‘25 & ‘Consumer Comes First’ in Q2’25 for enhancing experience & operational excellence

Driver Referral Hiring

• Reduced cost per referral hire by 33% by introducing fraud checks & optimizing status quo reward constructs
• Launched rewards for multiple referrals that advanced Leads per Referrer from 1.10 to 1.55 (~40% growth)
• Boosted Referrer/WAU by ~5pp through Lucky Draws, new marketing strategies and city team incentives
• Led 0 to 1 Referral Product strategy, increasing referral page DAUs from 70K to 130K and conversion by ~6pp

Revenue via Onboarding Fee

• Unlocked onboarding (OB) fee recovery of ₹10 Lakhs/week (₹38/OB) by advancing fee deduction timelines
• Drove 25% growth in OB fee recovery by moving from daily to weekly payout in cities with 45% of total orders
• Revised weekly deduction slabs from flat amount to % of earnings, improving show-up rates by avg. 2pp WoW
• Led GTM of OB Fee Product providing visibility on deduction plan & option to pay full fee upfront at a discount

Driver Activation

• Grew activation by 4pp by switching payout plan to drive logins in high-demand hours & long-distance orders
• Revised order-based joining bonus to login-hour based daily guaranteed earnings, growing activation by 7pp
• Designed in-app comms journey via CleverTap focusing on FOMO, social proofing & gamification for 1pp gain

Strategic Finance

• Leading medium to long term financial planning for driver hiring (monthly budget - ₹20Cr) with VP Finance
• Supporting business stakeholders to drive performance, P&L forecasts & meet Monthly Operating Plan (MOP)
• Revised budget allocation using long term unit economics & ROI thus reducing cost per hire by 25% vs AOP

Travel & Expense (T&E)

• Re-designed global T&E policy, saving ~$110K annually by reducing policy violations & driving behavior change
• Procured a global T&E solution by conducting fit-gap analysis, saving ~$240K annually (~8% of T&E spend)
• Led change management of reimbursement process and onboarded 4000 employees to new tool in 2 weeks

Headcount Capacity Planning

• Developed a hiring model for G&A department, reducing planned total number of hires for H2 2022 by ~30%
• Headcount reduction unlocked savings of $1.5M in non-headcount expenses like laptops, facilities, licenses
• Overall G&A spend as % of revenue reduced by 2.6% leading to an impact of $3.9M on 2022 EOY EBITDA

NA & EMEA Office

• Linked office attendance with performance to streamline decision making on managing out employees
• Developed a 5-year office capacity model for Chief Operating Officer to assess future office space needs
• Recommended Paris office locations to CEO after evaluating serviced offices with JLL (Global Real Estate firm)

Zoom & Google Meet

• Revoked Zoom licenses by 38% for non-external-facing teams to reduce overlapping spend with Google-Meet
• Implemented a global SOP for Zoom licensing and negotiated contract renewal, saving ~$125K annually

Inventory Planning

• Streamlined Hyperlocal inventory movement logic for 80+ warehouses by setting up national 0 to 1 SOP
• Planned selection & allocation of FQuick inventory (Mobiles & Electronics) for BBD’21, achieving 95% Instock
• Boosted overall instock across categories in dark stores by 40% through inter-region inventory movement