Case study · Deliveroo · 2021 to 2022
Fixing the first eight weeks.
I owned the commercial performance of 2,000 restaurants, and too many new ones were leaving. The data told me when. The owners told me why.
-20 → +40partner NPS within 12 months
2,000restaurants in the portfolio I owned commercially
$5mmonthly gross transaction value, grown to
The situation
Deliveroo is a three-sided delivery marketplace. I was a senior leader in its commercial team with two accountabilities: commercial ownership of the Small & Medium Business restaurant portfolio, and partner support across an onshore team and an offshore operation.
Partner NPS was -20, and churn was highest in a restaurant's first eight weeks.
What I did
- Started in the data. Restaurants that reached a certain order count and got through those first weeks were far more likely to stay. The problem was the start, not the product.
- Then asked the owners. I spoke directly with restaurants. They told me onboarding was generic and unsupportive.
- Rebuilt onboarding. I designed and implemented the New Restaurant Experience program inside my team.
- Kept the support promise. Process redesign and data-led improvement delivered service levels that had not been met before: 99% of Level 1 cases resolved within 24 hours and 90% of Level 2 within 48.
- Spoke for restaurants in the big deals. I contributed to the negotiation and delivery of a national Mastercard partnership and a nationally televised MasterChef activation, representing restaurant experience and SMB commercial interests.
The result
- Partner NPS from -20 to +40 within 12 months, and retention rose with it.
- Monthly gross transaction value grew to $5m, and the SMB share of loyalty revenue rose by 2.5 percentage points.
- Service levels met consistently, against targets that had previously been missed.
How it ended
Deliveroo exited Australia in November 2022, and the role ended with it.