In the ever-evolving landscape of podcasts in IndiaThe Supreet Singh Show continues to spotlight transformative leaders and ideas. In this episode, Supreet Singh, an emerging podcaster in Mohali and the Tricity region, sits down with Pratip Mazumder, Country Manager of inDrive India, to explore how the platform is challenging industry norms and driving social impact. Pratip brings over a decade of experience in consumer tech, having led growth and strategy at Uber, Swiggy, and Practo. Now at inDrive, he’s steering a mobility revolution that’s not just about rides, it is about freedom, fairness, and inclusion. Unlike traditional ride-hailing apps that assign drivers and fix fares, inDrive introduces a peer-to-peer negotiation model. Passengers propose a fare, and drivers can accept, reject, or counter-bid. This process, completed in under 20 seconds, provides both parties with autonomy and control, thereby reducing cancellations and enhancing overall satisfaction. This model resonates deeply with Indian consumers, who are culturally accustomed to bargaining. It’s not just a pricing strategy; it’s a psychological empowerment tool that makes users feel heard and respected.
inDrive operates in 49 countries and over 930 cities, making it one of the fastest-growing mobility platforms globally. In India, cities like Chandigarh have adopted the model, experiencing a 28% year-on-year increase in supply. The platform’s success lies in its ability to localize operations while maintaining a consistent global playbook. From adapting to local festivals to customizing communication styles, inDrive balances standardization with cultural sensitivity, a key factor in scaling across diverse Indian markets. One of the biggest pain points in ride-hailing is the lack of transparency in driver earnings. inDrive solves this with a wallet-based commission system. Drivers pre-load their wallets, and commissions are deducted per ride. The fare shown is exactly what they earn and are paid via cash or UPI. This clarity eliminates confusion and mistrust, encouraging drivers to stay active and motivated. It’s a simple yet powerful shift that enhances platform retention and service quality.
Recognizing the gender gap in gig economy mobility, inDrive launched Driving Nari, an initiative that provides bikes and safety training to underprivileged women drivers. This program promotes financial independence, supports families, and contributes to gender equity. Scaling Driving Nari beyond Chandigarh is part of inDrive’s broader vision to challenge injustice and create thriving communities through mobility. Peak hours, bad weather, and airport rushes often disrupt ride availability. InDrive addresses this by implementing real-time bidding, enabling passengers to offer higher fares during periods of high demand. This incentivizes drivers to stay online, balancing supply and demand efficiently. However, India’s regulatory requirement for commercial licenses limits peer-to-peer expansion. Pratip acknowledges these constraints and emphasizes the need for policy evolution to support innovation.
Beyond business strategy, Pratip shares his personal philosophy on leadership. He believes in treating team members as individuals with unique motivations, not just resources. Pursuing art and music helps him stay grounded, relieve stress, and enhance his emotional quotient. This human-centered approach fosters cohesive, resilient teams that align with the company’s mission and adapt to dynamic environments. InDrive’s success lies in its user-centric innovation. The bargaining model taps into cultural habits, while transparency and safety build trust. Social initiatives like Driving Nari reflect a commitment to inclusive growth, and localized operations ensure relevance across India’s diverse markets. This episode is a standout among startup stories in India, offering insights into how tech platforms can scale responsibly while solving real-world problems.
