Cookie Settings Our site uses cookies in order for the site to function properly and for your user experience to be even better. You can read more about them use and control their settings.
Services Marketing & strategy Creative & content Tech & experience Segments B2B E-commerce & DTC B2C Lead Generation B2C Branding Cases About Podcast Insights & events Events Webinars E-books Blog Growth academy Careers Contact
sv fi en
sv fi en

Episode #22

What is it like to go from a startup to a household brand in just a few years? Or hire 1,200 people in a single month? We discuss this and more with foodora’s CEO Hans Skruvfors.

Subscribe and never miss an episode!

Watch video: Unpacking foodora’s growth journey with CEO Hans Skruvfors

Unpacking foodora’s growth journey – Youtube transcript

Today’s guest is Hans Skruvfors the CEO of Foodora. Foodora is the most popular platform for restaurant Grocery and other deliveries in the nordics before joining Foodora Hans Skruvfors held leadership roles at companies like mapa Accenture and Procter Gamble welcome to the show hunts thanks Joshua super excited to be here so a lot of I think probably everyone in our audience listening right now has How foodora got started seen or knows about Foodora but could you give a brief kind of overview of the story how did you guys end up where you are today uh that’s a that’s a good maybe a complicated question as well because um Foodora was actually founded in in Germany in 2014 um with a with the simple idea basically to deliver food from restaurants to a customer’s home uh but back in 2014 this this service was available throughout Europe but with one key difference that the the restaurant themselves delivered the food so the Foodora ID was basically to take over that Port uh from the restaurants I uh having the Riders and the couriers deliver the food for the restaurants um and then um and then Foodora took off uh expanded basically all over the world um Australia Canada Austria and so on but then also closed down in many many of those countries or being acquired but then ended up being more of a Nordic company actually um so where it all started in in Sweden in 2016 um so two years later than in Germany with uh you know the classical founder story maybe like the two two guys in a very very small office with uh you know filled with delivery bags and uh and the dream and now uh you know like seven years later uh quite a big office where like five 500 people here in in the Stockholm office um we have employed uh more than 5 000 riders in Sweden we have uh 500 Pickers in our Foodora markets um our grocery stores so we’re like from seven years on we become one of you know the Sweden’s biggest private employers um so it’s uh it’s been quite a journey Experiencing massive growth during the pandemic see that that’s pretty incredible and didn’t you say that um during one of this this period of like really intense growth you hired 1200 people in a single month yeah that’s uh that’s true and uh I don’t know actually how we how we made it happen but we uh we did uh because it it’s all sort of um kicked off in a way uh really really fast uh when when kovid hit um which was obviously uh you know uh a really bad thing for the world in in many many aspects but for us it really triggered two Mega Trends um that was sort of sleeping a little bit that obviously it was digitalization e-commerce that suddenly just boomed uh because people didn’t want to go out um and at the same time uh it was the home delivery part um before you were kind of used to you can go to your seven days later you can go to the postal office at your Casco or your IKEA store or wherever uh and suddenly like getting things home became super super important so we uh almost overnight we basically doubled our order volume and just kept on going it was like a real real hockey stick but you know in on every day um and you might think as a digital company that it’s uh you know shouldn’t be so hard just buy more server capacity right and everything will be okay um but you know I think everything broke down uh you know we had no careers to to deliver the food um uh customer super happy they unhappy they they ordered um they didn’t get the food our customer service you know I got the really bad calls into them people were super frustrated um and restaurants you know before we had like a you know we had a sales team right going out to restaurant telling them like oh can you please be on our platform here’s the contract and so on and now it was instead like thousands and thousands of restaurants coming to us like we need to be on the platform tomorrow um and obviously we had no Personnel for for any of this so um we really had to ramp up uh staff and recruitment super super fast what was the thing that allowed you to not just kind of break down in this period of really rapid growth like to basically be able to keep the team motivated to um really focus on the essential things um ignoring a lot of fires I would have guess um and yeah how did you stay focused and just survive this crazy crazy ride it’s a good question uh but we survived somehow right uh but I think really early on um I I had this idea in back of my mind that I continuously communicated to the management team and the in the entire company that you know in life uh I think so many times we live as zombies we don’t really change our behavior and especially as customers you you get used to a certain Behavior you shop but your usual store or you buy pizza you know via phone from your classical Pizzeria that’s next door and so you don’t change behaviors and suddenly we had an amazing opportunity once in a lifetime in a way and this Paradigm Shift uh to really make a big you know Mark on the Nordic Society uh going from someone that barely no one knew to becoming a like super successful and big company and and this was the time to to grab that opportunity something to you know tell our grandchildren when we’re sitting the retirement home um and I think that dream of like we let’s yes let’s just make it happen Let’s uh this is our time and to get the entire company on board that this is this is it this is when we will make a big change uh if we grasp this opportunity so um um and I think everyone bought into it but it was honestly there was a lot of fires as you say it was a lot of hard work um I know for example like in the management team we we had a management team meetings two hours a day uh even on even on weekends in the beginning so because we wanted to make sure that everyone got like cannot be bottlenecks when you have to move that fast right then there’s so many fires so like just super quick on on decision making um uh so it was a very intense time uh we were very tired I think or we were but uh I think it was one of those like you know like Navy SEAL movements when you are very close in as a group and you’re experience something that’s quite tough but also very positive and you came out of it like super super strong yeah I bet it’s like something that everyone was working during that time can look back on like you said and remember not not just remember it fondly but also be proud of like what you guys were able to accomplish yeah yeah for sure and it’s uh it’s quite fun still to sort of remember like where we where we came from you know uh and how small our business actually were and now uh I think almost everyone knows about Foodora in one way or another and see us on on the streets and uh yeah becoming like honestly it was a little bit of what we were talking about becoming from uh that no one knew us to becoming a household name that everyone knows about us everyone has a maybe your opinion about this good or bad but like we we took a place in the in the Nordic society and uh obviously there to stay The importance of quick decisions yeah it’s very few companies have done that Journey that quickly and you kind of alluded to this but obviously lots of fires um things happen and customers are frustrated how did you how do you think about trying to maintain customer satisfaction so that you’re not just experiencing all this growth but it’s actually a sustainable growth because our customers are going to keep going back they’re going to you know spread the word uh with word of mouth and and so on yeah and that that was I think um a little bit that I talked about before like everything sort of broke down in the beginning right when everything it doubled um and what was super then important to us was that we needed to make decision and solve things super super fast and you cannot do that when you’re hierarchical uh you need to push the decision-making power out uh in the organization and enable them to take make and take decisions as fast as possible and and create that culture that you know the only failure there is is not to act and enable people to dare to to actually do that um I think we just talked about like I think it’s so much in the culture uh and and showing that like acting and taking fast decisions are more important than taking the right decisions um and I think by by doing that and being transparent uh with the everything is not always you know easy and and positive but we’re doing everything we can to to to turn this around you also gain a lot of uh uh respect from from customers as well being that transparent um so by enabling everyone in the organization to make fast decisions and being transparent we we solve sort of the the CX or the experience um step by step and it um it really helped to to grow a very very big and loyal customer base yeah I think that’s something that doesn’t isn’t like pointed out of enough which is if you make a mistake but you solve it in a really you respond to it in a really positive friendly helpful transparent way you can actually turn that you can increase loyalty like you don’t just bring it back to where it was you actually you actually increase it which is uh can be pretty powerful yeah yeah I fully agree and I I’m not saying in any ways that we’re we’re perfect on this and we can obviously still be much better but I I really seen some examples where the you know customers ordering via platform but also like our restaurants partner for example where we where we screwed up um but then just acknowledging being there taking responsibility for the mistake being transparent uh you know showing that we’re good people that we want the same thing we want to do good and a little bit like overcompens it um and I think many of the the best relationships we have are coming from uh sort of uh not the bad spot but like you know like not a spot where it’s like okay uh we’re more Partners but there’s no relationship but then actually uh the partnership breaking down a little bit but then going the extra mile to solve it and then suddenly you become super strong in that relationship that’s incredible but how did you how do Positivity and hiring the right people you were you able to get that kind of positive optimistic solution focused culture and how we were able to spread that throughout the entire organization team uh it’s it’s a good question and I think uh I in in many ways I’m not a big believer in uh you know when you walk into a lot of different offices you see this uh we believe in cooperation or uh integration or whatever it might be because it doesn’t really mean anything like every company works with cooperation or so and I I really believe it it sits in in the people and it’s uh it’s the leader’s most important role is to create that culture create that optimism and it uh it needs to start with the with the meal and then um if I’m behaving in a certain way uh and I’m hiring people that behaves in in that way uh where you’re you know focus on taking risk and that’s what you want to do and have fun and be positive see opportunities there’s like no challenge yes there there’s always opportunities as you say uh we might have a challenge with a restaurant partner but that can actually be an opportunity to create something stronger and so I’m a big believer in uh in that that culture comes from the top and how you not what you say and uh but how you act and then um yeah and then it just goes on from there and then hire the right people uh a higher own attitude not on if you have the best grades or the best knowledge experience from a certain field many times you will learn that but attitudes always beats experience in my book is there any specific attitude that you you look for or any specific ways that any questions or ways that you kind of try to find that when you’re interviewing someone um I maybe it’s uh maybe it’s a classical thing but I um and maybe it’s more common actually as well in in the US but I I always ask for mistakes uh uh there’s so many people comes to me and like the CV is so much better than mine it looks perfect it saved up it’s an MBA here or top grades here or McKinsey there or you know like it it just looks amazing um but I but I believe you grow as a person and you um when you overcome things um and I and there’s so many times where if if there’s not good examples of when you overcome things or gone through hardship it can be actually in private life but or in work life that’s when you become a stronger individual and also start to dare start to you know learn from your mistakes and dare to do mistakes and realize that it’s it’s not that bad um I I think so many of us are and in interview processes or we come from a place where we have like this mental straight jacket that we are rewarded when we do when something that someone tells us to do when when the teachers tell us in school that we should learn about all the kings from the 17th century the one that gets the best grade is the one that just do that uh and not the one that actually questions why are we doing this uh why is this important for us how can this you know leverage my life and like can we do it in another way or should we learn actually something else um so so many times when people come to me in the interview stages I know they are perfect they that’s they’ve gone through that in life but can they actually Break Free of that uh and that’s what I try to figure out in the interview processes okay that’s that’s interesting I think anyone who’s trying to get a job at Foodora should pay attention to that answer um you mentioned delegation and Empowering your team to make decisions and mistakes empowering people and that obviously requires giving them the freedom to make mistakes like you said but how do you actually create that kind of uh shall we say psychological safety where you know a lot of companies talk about like you said they put the poster on the wall but everyone knows if you make a mistake and you have to go to the your boss or to management and explain it you will be scolded you’re going to be blamed or ashamed and so people don’t do it uh because our egos are I mean we’re all fragile people um so how did you actually go about creating this and showing that this is not just talk we’re actually allowing you encouraging you to take responsibility and make make mistakes or make decisions and and potentially make mistakes yeah um I think we do that in a in a lot of different ways and and trust me it gets harder and harder the bigger the company gets because everyone the bigger something becomes the then everyone wants more control because it feels unknown right so you always have to fight this all the time um so we talk a lot about that you need to dare you need to do the mistakes you need to you need to DARE but then you also need to be like bump so which is a cartoon figure in the here in Sweden at least um I’m not sure if did bumps make it to Finland I don’t think so but this yeah Swedish speaking fence yes but okay but he was this okay super strong uh bear in in a um and um he always said if you’re strong then you have to be nice um so it’s also like so we we really like if you gonna walk on the line and dare to do things and and challenge yourself we also need to be super nice to each other uh it means celebrating when something goes really well but it also is equally as important or maybe even more important to bring each other up and push each other to when things are not going the right way or you’re actually doing mistakes that that’s when that’s when you’re as a leader uh make a difference to say that amazing there is actually no mistakes in this world that only means that you tried and now you need to try again um and you learn something from your first try so it’s um we we that is the philosophy that we just need to be super nice to each other like whenever someone is down or making a mistake it’s actually um it’s actually something good and you let’s let’s do it again um um and I think another I think we need to do this even better to be honest but um really trying to celebrate in everything from All Hands lifting up good examples and so on but into the one-to-ones as well not only celebrating results but celebrating the actions uh I think in so many companies you celebrate oh we we reach this fantastic Milestone of sales or we reached this amazing kpi congratulations flowers to you but but instead yes you can celebrate that but also like focused on actually celebrating actions that this team started this thing amazing um you know like oh and now we’re on to like we created the completely new process they might not even be like results yet but like celebrate the actions that Breaking Free From The Habit uh and I think when you lift those things up people see that and realize okay I can do that as well I I love that could you talk about the importance of having fun at work and I I Having fun at work I’m talking I saw an example of this um I think it was from your LinkedIn where the Swedish marketing team had created this using chat TPT to create this Swedish anthem-based or styled uh product description for a cucumber it’s obviously a just like a quirky funny thing to do but does that kind of speak to a culture of where you don’t really take yourself all that serious and there’s a lot of freedom to just do goofy things for the sake of having fun yeah I I love that you’ve seen that I think that’s one of the one of the moments where I was really really proud because I I had nothing to do with that you know that cucumber have product description example uh it’s sort of just organically happen right uh and that’s when I sort of know that I I at least during that day I felt like okay I created something good here in terms of culture um because I think I’m such a big believer in having fun at work um and and in life we’re just here a very very short time um and you actually tend to spend it mostly at work more than you see your family um and and and then if you’re going to spend most of your life at work not having fun that’s going to be a miserable life um so I think that’s just super important and I also a really strong believer and if you if you’re doing something that you think is fun you’re gonna do it much much better than something you do not think is fun um you know doing when I have to iron my shirts I I hate it and I then I don’t actually do it very well but when I do something else that I think is very fun I’m good at it right um and that’s that’s why we really talk a lot also about like we need to be we need to be fair we need to be professional but we also need to be silly having fun being goofy there are certain aspects where we just okay let’s look in be laser focused and be professional but also like you cannot do that all the time you don’t have that mental strength to do that like nine hours a day so to to be able to be professional you also need to have a lot a lot of fun and um and and be silly and goofy as you say yeah I think uh it’s quite common for people to to feel that there’s this misconception that you have to choose like either you’re very serious and committed to to to the objectives and focusing on performance or you’re this person who just kind of goofed around I think I you know personally also a lot of times I’m so have been so focused on the results that I didn’t realize that having fun is actually a can be a really good way of actually getting better results like you mentioned yeah um so when covet hit and you had this crazy Creating a culture of entrepreneurship and innovation you were in crisis mode essentially I mean it wasn’t you had good problems yes there’s still a problem very good problems but your management team meeting for two hours even on weekends um you’re a small company everyone working closely together and now it’s been been three years over three years and you’ve grown a lot household brand as you mentioned big team hundreds of people at the office thousands of careers um how have you kind of seen the culture change and are you actively trying to maintain some of the elements um of the culture and the mission and the excitement that you had during that time of Crisis and and kind of just working together as a small team I I honestly think and I tell my sheriffman that as well that my uh even if he loves to talk on on the p l and so on that my most important uh thing in this company is to keep that entrepreneurial spirit that we that we had in the beginning um I I just want to be the one that proves that you can run a big company in an entrepreneurial way with entrepreneurial Spirits um where you enable everyone uh at the office or out there on on the field to feel um that they have the power to change that they have the powers to take decisions on the spot um and and to have fun and to be goofy um and um and just innovate and just always innovate coming up with new ideas I think in so many I’ve been working in this big companies as well and the one that wins is the one that does what you’re supposed to do within that box and I I I don’t think Innovation and Improvement uh maybe sometimes it comes from sort of top down but I think the best ideas always comes from bottom up where you if you sit with something every day uh and you just do things but if you and you get frustrated um that you need to that person is the best person to fix that it’s actually challenged that way you’re working challenge that process even challenging that why do we even do this why do I have to fill out this short who who doesn’t even look at this short like and and I it’s just so important to to to keep that culture and keep that culture of um there’s always opportunities and then we’re going to be positive um and it’s it’s uh it’s obviously tough it’s tough it’s easier when you’re 20 or 30 people like we were in the beginning and you could run around and uh you know talk to people and encourage you like now uh I don’t know even yeah obviously I don’t even know the names of all of our employees or um so so how how can you how can you keep that but I um I said we we work in a lot of ways in the performance review processes and we with the um but also with leadership like I If you have the right leaders if I act in a way that I want people around me to act that’s going to spread um and um so I’m doing everything uh and we’re doing um you know we have this thing that I think is a little bit controversial but um whenever someone uh comes to you as a manager with a new ID we always say yes uh and it’s sounds maybe a little bit crazy uh but I I think that you know like coming back to that everyone has that straight jacket on when you when you when you grow up in high performers have that straight jacket on that just do whatever that is you’re told within the Box and when then someone dares to step outside of the box dares to go to the manager and Pitch the new ideas if you say no to that even if it’s the worst idea you ever heard that person will crawl back to his or her shell and never come up with a new idea so always say yes always say yes and then then like then then it can be fixed along the way right but say yes you need to encourage that drive to actually want to fix and change things um so um yeah I think that’s sometimes a new a little bit of a shock when you come here as a new manager it’s like okay first rule always say yes I think that’s pretty incredible because it’s so like you said it definitely sounds a bit crazy but it’s also so simple that you can scale it to every single manager and be like this is this is how we do things um are there any other things like that any other crazy rules that you’ve seen work really well um I I don’t know actually if we have more crazy rules but I I think that’s the that’s the that’s the big one and then um and then I think what what comes along with always saying yes is the the philosophy of act and adapt um that’s really engraved in our culture as well that I am also maybe an effect of me coming from you know my background in in big companies uh uh where you you tend to analyze and analyze and analyze and then finally after months of analysis you’re ready to take a decision and then the competitor do something else and suddenly Everything Changes in then you go back to the drawing board and you analyze more um I I really want to turn it around let’s ACT first let’s jump into the water start swimming and then you analyze like how is this going oh we’re drowning okay let’s fix that but let’s fix that while we’re swimming uh so it’s also like let’s say yes let’s try things um and so do the acting then we can analyze and then we can learn and then we can you know change things and so it becomes great um and and then I think it’s it’s a pleasure to work in a in a digital business in that sense because we we have the safety net in a sense to to test this we can test this in turku area 17. uh we can try to create the ID there there might be some customers that are super angry at this in turku you know area 17. but hey then then we learned and then we know what we did wrong then we try it again in another area and suddenly like oh this is great this is what customers love and then we can roll it out across um you know a nation or a cut or a city so it sounds like you’re trying to build this culture but you have hundreds of people who are empowered on every level to go out make mistakes try things and experiment yes how do you how do you um is there a tension between this constant experimentation and then when you see something that works wanting to kind of standardize it and spread it throughout the organization you know this thing at in turquo Era 17 was you know test was phenomenal let’s roll it out all over the country is there a tension between the two and if so how do you manage it uh it’s um obviously there is attention right um on those things and it’s um it’s um is one thing is for me is also like trying to when you look at the team around you that you need to have balance teams as well like if if everyone around me would be exactly like me uh we would have a lot of fun initiatives and uh projects but no one would really uh roll them out naturally and standardize them and make them into processes because we we need that as well as a big company so one thing is actually surrounding myself with at least some people that can you know actually facilitate and help that and not only launch new fun stuff but to to actually then say that this is good this is how we’re going to roll it out and you know uh make educate people like this is how we’re gonna do it put up processes and and so on um um so I think that’s one tension and then then there’s always going to be tension like when when you when you try to mix the team like that you’re going to have people that maybe not enjoy risk that much and then you have some people that enjoy risk as much and then to keep that mentality that it’s you know act and adapt that say yes to everything and then it’s not the end of the world if it goes wrong it actually thought that something it it’s it’s uh it’s a constant battle that a battle worth having absolutely um and I just I just wanted to kind of add here um if you go to kind of your LinkedIn you see lots of examples of all the things you’ve talked about um so that’s actually it really looks like at Foodora you’re kind of living this culture from the top down of trying things um things that seem kind of crazy or out there but um and it yeah and just kind of constantly be doing that stuff yeah Trying new things and learning from failures and I also think it’s uh you know it’s really good sharing uh someone like that you know some of the mistakes if there are mistakes in this world at least you know some of the tries that didn’t end up uh so well I um sometimes I talk about like I I I had this super I did I felt myself that we should have a we should work with home chefs um because um we have a sister company in Pakistan called foodpanda and there they have home chefs um 25 000 home chefs with like that creates like an own restaurant so you would you go into food Panda or Foodora and you would obviously see the McDonald’s and KFCs of this world but you’ll also see Joshua’s pasta place and that would actually be you at home in the kitchen um and I felt that he was like amazing because you can get home-cooked meals ordered to you and like in in half an hour um and I remember we started this and I was so excited and I I didn’t see any problem with the idea uh but we obviously we failed miserably um I think I don’t know I was like there’s so much uh I think the legislation nature of Sweden and Pakistan is maybe not exactly the same of food health and uh authorities and uh yeah yeah ah so much regulation that we really didn’t really manage to push through but it’s uh but it’s it’s also like sharing those stories and like this this was totally on me and I know there was like a in another podcast I think from like a magazine that you say like you’re you’re crazy and it’s this this will never work and yeah it didn’t but uh what have we done okay that failed in a way but then then we know that maybe we can actually twist something to make it work but we uh but if you let out the 100 balloons 10 of them will fly so um that I I think that’s a such a that’s such a so true and it feels like you have a very similar approach to what Amazon was doing certainly in the early days and and Jeff Bezos pointed out that you know as they grow he hopes that the size of their mistakes grow as well because that means they’re trying things and and like you said even if it’s a failure mistake there’s often so much you can learn from it that you would not have learned from um just analyzing the numbers or Theory uh just looking at the theory and thinking about how it could be you actually need to try it before you can can learn from it yeah and and I um I think that’s one of the big reasons why Amazon is is so successful to be honest um I really love this I do if it’s Jeff Bezos himself or someone else that um tells this I’m not sure but like the person at least says that it’s there are no hockey sticks in this world like you you start you in terms of growth you you start something like Amazon uh uh eShop or e-commerce right and then that will have like a huge growth but in in the end it’s going to be tougher and tougher to get to that hockey stick momentum but you actually have a hockey stick in Amazon because after a while you add something to that first curve you add AWS like the cloud-based solution right and um and then suddenly that have like a huge growth and then you add like Amazon deliveries on top of that um and suddenly so when you look at Amazon it looks like amazing hockey stick growth but it comes from different vertical different business lines um and and I think Jeff Bezos says that in one of the talks as well and this is what you see right but you don’t see the 60 things that they launched that’s now in the graveyard but uh okay you then 60 ideas may be failed in a way but then AWS became a business that’s you know like huge so it’s it’s really really important to sort of shoot up this test balloon some of them will fly and take over the world and some of them will you know slowly sink to the ground and it seems like you guys are certainly doing that What’s next at foodora um I guess groceries one of the later editions I think I remember correctly gross merchandise volume increase 4X from 21 to 22 so pretty spectacular growth is is that kind of how your approaching strategy without developing all the details obviously but is that kind of how you’re approaching strategy is that we need to we need to constantly find new avenues of growth because Foodora is in the enviable position of being a household brand like so many companies are just striving to get there and never do of course um you guys are there so what’s the what’s next like how are you thinking about how are you thinking about about growth in the future when you’re in a position that you are yeah no no no definitely I think that’s a key key part of our strategy and and that’s the reason why we went into to groceries as you say uh I think there’s so much growth potential still within sort of the the restaurant delivery business that we’re in um but we’re becoming quite big there as you say like so we will not grow uh 400 every year there anymore uh it will still grow there’s a huge potential but we need to find those extra or that added on verticals or business lines and groceries for sure um is is the second one for us uh where we will see immense growth and a huge potential still it’s so in the nordics in Sweden and and so on almost across the world it’s so underutilized um whenever I go and Shop groceries in a store I cannot imagine why people are doing this so I think this is just you know like why is life I think it’s four percent shopping online and groceries and it’s it makes no sense um for me why that’s not 50 and I think that’s where we’re going maybe it’s going a little bit slower than I anticipated but still you know every percentage of that grocery pies is Big um and then obviously obviously there will be more um sort of verticals or or businesses that we can build on top um as you know like we have like you know in Sweden for example like we have the the 5000 Riders right there are constantly out there uh so if you’re next to a hamburger place and there is a flower store next to it why not deliver flowers as well so I think um there’s so much opportunities of having this um you know big flit too to actually start delivering even more and then we are experimenting and and have these Partnerships now as well um it’s only a little bit more difficult I think the it’s actually it’s not difficult in in a product or Tech with but it’s it’s hard for the the customers and educating the customers to go from I’m super hungry I I or hangover I need a pizza to okay then this the switch to oh I need milk bananas and uh you know diapers to my child it’s it’s a big leap for customers oh Foodora can actually deliver that home to you in 30 minutes but it’s even longer to think about like oh I have no batteries um in my um whatever it can be a radio or speaker at home um ah Foodora I would go to Foodora find a technique magazine in it or a class also store or whatever it might be I can actually get my batteries home in 30 minutes and and you can do that now already actually but it’s it’s it’s a big big marketing journey to uh to become top of mind and also batteries so to say yeah for sure uh but it does it sounds like uh you kind of have your work set out for you there’s a lot of work to be done but there’s a the opportunities is is absolutely enormous yeah um you The #1 lesson learned joined Foodora CEO um it was a essentially it’s like the company you joined then it was a completely different company than you join now or that you’re running now and and so I guess your role and what your day looks like has changed a lot um what would you say is there anything that stands out in terms of a really important unexpected impactful lessons that you’ve learned uh in your years at Foodora um there are so many so many things I think the uh maybe a personal lesson more than than anything is that you know in the in the beginning we were so small uh I was kind of a normal person anyway to the other people or the employees and I you know I’m still homes I’m still silly uh I’m not the cool guy in any way uh but and I tried to break down hierarchies as much as possible but I I realized that now when I come in that I’m I’m becoming more of a symbol in a way than and then maybe then I wish to be but but it also means that in in every interaction I had with people if it’s a big meeting like all hands or like um you know just meeting someone uh by the coffee machine the way I act there the way I talk the way the messages I convey the positivity hopefully the energy that’s gonna stay with the people around me and the EDM please and my colleagues it just it’s just I think um I’m just aware that like if I uh if I have a bad day I I need to just you know go into the bathroom cry for five minutes and come out and be very positive again because it’s like that’s what’s that’s what’s conveyed more than actually like any strategy or any fantasy culture world that stands on the wall so it’s it’s really to be like always on conveying what I want everyone else to convey in their daily life and I think that’s that’s a big lesson and uh or lesson but like that’s something that I really come to realize over the years I think that’s incredibly impactful that you can’t wish yourself to a culture uh you actually just have to live it every single day and it starts with U.S leader yeah for sure Hans it’s been a absolute pleasure to have you on and to hear about uh you guys a story what’s the best place for people who want to follow all the fun I think my LinkedIn profile if it was LinkedIn profile are good ways to to follow um uh and then obviously we have career pages and uh um yeah you can read about this in media and so on where we tend to be a little bit all over the place but uh I think LinkedIn is the is the way to follow us for sure okay perfect um yeah like I said thank you so much for coming on and I wish you all the best of luck it’s going to be really interesting to to to follow um what you get up to next thanks Russia it’s been a pleasure keep rocking thank you for listening you can find all episodes of the growth pod on Spotify YouTube and apple podcasts

Read More