Over 70% of the United States population lives in areas where restaurants do not deliver, indicating an underserved market.

Unlike our peers who operate in cities, we successfully deliver in the suburbs of Palo Alto, an area that is more spread out and challenging.

To truly solve the grocery delivery problem for customers, we needed to own the entire process from backend to delivery.

In New York, customers are often willing to pay more for delivery due to the lack of personal transportation options.

Companies like Instacart and DoorDash found success in markets that larger tech firms like Google were not interested in pursuing.

Courier services that send people to pick up takeout orders are slower and more expensive because they do not partner with restaurants.

During our time at Y Combinator, we focused on understanding whether consumers would pay for delivery services and if restaurants would be willing to partner with us.

We faced existential crises, especially when we realized there was no retention in our early model, leading us to question if there was even a viable business model for grocery delivery.

We realized that the demand for delivery services was stronger outside city centers, leading us to focus on suburban areas rather than competing in densely populated urban markets.