How Pakistan’s fast commerce startup Airlift imploded


Omer Aamir Raja, a younger advertising supervisor from Islamabad, walked into Airlift’s workplace in Karachi’s buzzing Fortune Tower, not realizing what to anticipate. It was December 2021, and he had simply moved to the nation’s industrial capital along with his spouse, who was pregnant with their first youngster. He was set to begin work on the nation’s most valued startup, which was a primary candidate to turn out to be Pakistan’s first unicorn.

Simply 4 months earlier, Airlift — a three-year-old instantaneous grocery supply startup — had raised $85 million within the largest funding spherical Pakistan had ever seen, at a document valuation of $275 million. In whole, Airlift had raised over $110 million, changing into the most-funded startup in Pakistan. Flush with money, the corporate was increasing at a fast tempo, luring gifted professionals out of their jobs at secure, stale bureaucratic corporations. Along with eight Pakistani cities, Airlift had launched in three South African cities: Cape City, Johannesburg, and Pretoria.

Regardless of Airlift’s newfound fame, Raja didn’t actually know a lot in regards to the firm. He advised Remainder of World that he was preoccupied with changing into a father, and had largely taken the job of a artistic supervisor due to the profitable compensation. His base wage was set at 150,000 rupees a month (round $920 on the time) with a performance-based bonus and a $10,000 fairness possibility — a big package deal in a rustic the place company salaries common beneath 100,000 rupees. As well as, Airlift provided beneficiant advantages. After the delivery of his daughter, the corporate provided to foot the medical invoice after insurance coverage for the infant’s supply — round 200,000 rupees — as a present to the brand new father.  

“I walked into the workplace and it was lit up prefer it was designed for some Gen Z-er,” Raja recalled of his first day. The workplace, located in a high-rise on a bustling important road, was designed with an open plan: communal tables with ergonomic chairs and glass-walled convention rooms. “There have been beanbags, a espresso machine on one aspect, and a great deal of snacks for everybody,” mentioned Raja.

His onboarding present field included a pen, a mug, and a water bottle, all custom-made along with his identify. In a rustic the place many workplaces nonetheless use clunky desktop PCs, Airlift gave Raja a brand-new MacBook. “I attempted determining the place I used to be supposed to sit down however they advised me it was cool — I might sit wherever I wished,” Raja recalled. Even Usman Gul, the 33-year-old co-founder, CEO, and face of the corporate, didn’t have a chosen workplace. 

Within the week he joined, Raja was advised that Gul can be coming to the Karachi workplace for a go to. Raja dressed neatly on the day, solely to search out Gul casually sitting on a beanbag within the sport room, enjoying a PS4.

Then, in Might, simply 9 months after Airlift had raised that huge sequence B spherical, and 5 months after he had began the job, Raja was among the many 31% of the workforce that was laid off as a part of a “strategic realignment.” In June, Gul advised Remainder of World that the enterprise reorganization would assist Airlift tide over the worldwide funding crunch. “With the recession, we’re listening to about corporations that aren’t making it … however the motive that I believe we’ve been in a position to navigate it’s that we’ve acted with conviction,” Gul had mentioned.

On July 12, 2022, Airlift despatched shock waves throughout the Pakistani startup group because it introduced that it was shutting down completely. The corporate’s traders had pulled out of a contemporary funding spherical, and round 300 company staff, and hundreds of warehouse and supply workers, had been jobless in a single day.

“I walked into the workplace and it was lit up prefer it was designed for some Gen Z-er.”

In late August, Gul spoke with Remainder of World in his first media interplay for the reason that shutdown. He was on the erstwhile firm headquarters in Lahore, together with a handful of devoted ex-employees, dismantling no matter was left of the corporate they constructed. Throughout Pakistan, Airlift’s warehouses with thousands and thousands of rupees value of stock — rooms with countless racks of child components, lentils, and potato chips — had been being liquidated and handed over to collectors. The beloved sport room within the Karachi workplace, that when had a PS4, had been cleared out.

“I believe if the lens of change is ‘Did Airlift ship excessive returns to traders?’, then sure, sadly, it was unsuccessful. If you happen to’re speaking about altering a whole ecosystem — ushering Pakistan into a brand new actuality — then, by that barometer of success, we got here a good distance,” Gul advised Remainder of World. “In some ways, Airlift raised the bar of ambition for Pakistani startups in an enormous approach. Our groups at Airlift redefined the usual of execution, technique, constructing a world-class tradition, growing a cutting-edge product, elevating sizable fundraising rounds.”

How did Pakistan’s flagship startup, marketed and bought because the nation’s greatest shot at a unicorn, implode into nothing over the course of a single yr? What’s the worth of elevating the most important sequence B within the nation if the corporate goes bankrupt 11 months later? When requested in regards to the $85 million that Airlift burned via in lower than a yr, Gul insisted that these had been the unsuitable inquiries to ask. As an alternative, he defended, the correct questions had been: “What enabled Airlift to boost $100 million-plus in three years? That’s by no means occurred in Pakistan earlier than. What did this staff do in a different way?”

Interviews with greater than 15 former Airlift staff depict an organization torn in two: Inside Airlift’s company workplaces, younger staff who had been experiencing the highs of belonging to the most-celebrated startup within the nation, rallied behind Airlift because it went all weapons blazing on a path of unbridled development; in the meantime, the corporate’s operations workers, chargeable for executing the ambitions of Airlift’s newbie management, had been allegedly neck-deep in chaos: stock mismanagement, pricing inefficiencies, and fraud had been rampant. Finally, the growth-at-all-costs mannequin grew to become untenable, and collapsed.

“It felt like they had been doing all of it for valuation as a result of there was no approach that they might have ever considered changing into worthwhile like this,” a former warehouse supervisor from Lahore, who had beforehand labored for various massive Pakistani companies, advised Remainder of World. “It didn’t make sense.”


Airlift was based in 2019 by Usman Gul and 5 others as a mass transit service. In early 2020, because the Covid-19 pandemic hit, the corporate pivoted to an instantaneous grocery supply mannequin. On the again of the success that instantaneous supply had seen in different markets, together with neighboring India, Airlift raised its landmark sequence B spherical. 

On the time, round a yr after elevating sequence A, the corporate was claiming a 30-50% month-to-month development fee. The pandemic noticed a venture-funding growth in rising markets and Airlift, which had solely been working in fast commerce for round a yr, was marketed as the most effective of Pakistani startups. Collection B, co-led by podcaster Harry Stebbings and Josh Buckley from Buckley Ventures, introduced various high-profile worldwide traders to the desk, additional catapulting Airlift into the highlight with the promise that it will proceed its current sample of fast growth.

Lots of the former Airlift staff who spoke to Remainder of World mentioned that working on the firm was not like something that they had ever skilled in Pakistan, the place work tradition is usually outlined by inflexible hierarchies and a torpid, bureaucratic temper. Moreover beneficiant compensation and free lunches, the corporate allowed versatile schedules. You needed to ship Google Calendar invitations to request 10-minute chats — in any other case, you weren’t meant to disturb or be disturbed.

The corporate had a transparent sense of mission — their purpose wasn’t transport or groceries, however to have an “influence” on the nation — and staff reported feeling like crusaders of a brand new financial system. The corporate was brimming with the nation’s brightest 20-somethings: contemporary graduates from Pakistan’s high universities who appreciated Airlift’s fashionable method to work.

“I actually fell in love with the individuals and with their imaginative and prescient,” a former undertaking supervisor at Airlift’s Lahore headquarters advised Remainder of World. “It was all about respect … and Gul, he conjures up you, proper? He’s so all the way down to earth. He’s so humble, and he’s so, so good.”

One other former worker mentioned to Remainder of World, “Gul was in all probability the most effective operator I’ve labored with in my profession: his consistency, his self-discipline, his pace, his bias to motion had been simply utterly remarkable.”

“We didn’t increase in weeks or months, however in days.”

With thousands and thousands within the financial institution, many former staff mentioned, the corporate gave staff the power to make important monetary choices on their very own. “It was very simple to get new subscriptions on-line and get into contracts with an organization. Like there was little to no management,” one former worker, who labored within the product division on the Lahore headquarters, advised Remainder of World. “We had a variety of energy to make choices — like, I made a deal for $100,000 and all I needed to do was ship an e-mail to administration,” the worker mentioned.

After elevating the bumper sequence B spherical, Airlift quickly expanded its supply community, opening a number of new warehouses in every metropolis. This was vital for its 30-minute grocery supply mannequin, which had by no means been executed in Pakistan earlier than. At the very least 5 former staff who spoke to Remainder of World say that this fast growth got here at a hefty value and was not executed correctly — finally contributing to the corporate’s unraveling.

A warehouse in Islamabad, for example, might value the corporate 1.7 million rupees (round $10,430 on the time) in common month-to-month rental and round 1 million rupees in month-to-month electrical energy payments, mentioned a former worker who supplied Remainder of World with the receipts to again up these estimates. 

“We didn’t increase in weeks or months, however in days. In three months, there have been 23 [total] warehouses in Lahore and each warehouse had 20 to 30 million stock,” a former warehouse supervisor advised Remainder of World. In line with a number of former staff from the operations staff, it took as few as eight days for Airlift to arrange a brand new warehouse.

Some staff advised Remainder of World that the fast growth of warehouses was extreme and pointless. “It simply made no sense, they had been increasing for no motive. If an space had, for instance, a 15,000 inhabitants why was there a necessity for 3 warehouses?” one other former warehouse supervisor requested.

Inside these warehouses, there was an absence of important enterprise acumen, technique, and vigilance in the best way stock was managed, in line with six staff who had been appointed at Airlift’s warehouses in Hyderabad, Lahore, Islamabad, and Karachi.

Ghulam Rabbani, a former darkish retailer supervisor, recounted his time managing two warehouses in Hyderabad, the place he usually needed to navigate sudden stock surges brought on by automated techniques. Glitches within the system’s algorithm would set off wildly wasteful shipments.

“There have been … like 3,000, 4000 kilograms of lentil staples in our warehouses at one level,” he advised Remainder of World. In one other occasion, in Lahore, a distinct warehouse supervisor recalled receiving hundreds of Coke bottles unprompted. He despatched a flurry of calls, messages, and emails to Airlift headquarters to tell them that it will be unattainable to promote the product earlier than it expired, and advised that they no less than redistribute the inventory between warehouses. However, he advised Remainder of World, he didn’t obtain a solution. 

“You’d enter the warehouse in Karachi and it felt such as you had entered a battle zone.”

“Almost all these hundreds of Coke bottles expired and nobody even appeared to care that there was such a loss or why it was occurring,” he mentioned. One other operations supervisor from Islamabad mentioned he needed to eliminate 150,000 rupees (round $920 on the time) value of milk beneath comparable circumstances.

Operations on the warehouse in Karachi, Pakistan’s most populous metropolis with a inhabitants of 15 million, had been “a hustle,” Rabbani mentioned. “You’d enter the warehouse in Karachi and it felt such as you had entered a battle zone: you’d have riders screaming from one finish asking for orders to get accomplished and managers shouting again from the other finish.”

The divide, between Airlift staff sitting within the firm’s gleaming headquarters, and people working within the warehouses, was stark. “Everybody [in management] was new, they had been these kids who simply stayed of their workplaces,” a lead warehouse supervisor advised Remainder of World. “Senior administration was by no means within the warehouses and so they simply sat inside and did their conferences on Zoom, not bothering to verify the problems within the warehouses, leaving the burden totally on the stay operations staff.”

Even exterior the warehouses, the management staff was overlooking different severe points. For example, as a part of its enterprise mannequin, Airlift secured offers with suppliers to supply items beneath market charges and attracted prospects by passing on the financial savings. However different retailers would usually snap up Airlift’s stock on the decrease costs and resell it at a revenue from their very own shops. 

“Retailers stored attempting to hack the system; they had been an enormous impediment for us as their orders would manipulate our knowledge,” mentioned Rabbani. In a video shared with Remainder of World by a warehouse worker, staff might be seen piling totally different flavors of Lay’s potato chips into 5 massive trolleys, almost emptying out the stock cabinets whereas fulfilling an order positioned by one other retailer.

The expansion was so sudden that product administration suffered and theft grew to become a problem. A warehouse worker advised Remainder of World about an incident the place digital equipment value 1 million rupees went lacking from a Lahore warehouse. “Airlift had round about 80 … warehouses in Pakistan, so let’s think about that if one warehouse had that degree of pilferage, different warehouses needed to face how a lot pilferage. There was pilferage all over the place,” the worker mentioned.

“It was a company with two years of expertise [in quick delivery] and never the most effective techniques in place and pilferage was positively above trade benchmarks … nevertheless it was the price of doing enterprise,” a former warehouse operations supervisor confirmed to Remainder of World. “There was an excessive amount of fraudulent exercise, particularly in warehouses that had been much less utilized,” mentioned an operations lead from Islamabad.

In an inside e-mail to some staff, dated June 2021, that Airlift shared with Remainder of World, Gul acknowledged these points: “I believe we have to spend much less time on paperwork, emails, Slack, and sitting behind desks and extra time on the entrance traces.” Primary points equivalent to “paint falling off, no labels in anyway, unhygienic drainage, [the] full absence of security protocols” needed to be addressed, he wrote.

Gul acknowledged that Airlift had a pilferage downside, however mentioned that it was inside trade requirements. “For fast-moving grocery, best-in-class pilferage charges stand at about 1.5% of turnover in worldwide markets. Airlift’s pilferage stood within the 1.5-2% vary,” Gul advised Remainder of World. “We developed one of the crucial refined distant surveillance networks with 30+ cameras in every warehouse that operated 24 hours/day.”


Nonetheless, in June 2022, the corporate’s management exuded confidence within the firm’s future. When Gul spoke to Remainder of World that month, he claimed that “Airlift was remarkably nearer to profitability” and that the corporate’s “path to profitability goes to be infinitely quicker and extra easy than our peer group within the U.S. or the U.Ok.” Throughout the firm, although, there have been those that doubted Airlift would ever make cash.

This path to profitability was set on unrealistic objectives, a former member of the pricing staff within the Lahore headquarters advised Remainder of World. “It grew to become fairly evident in among the periods that we used to attend that it was in all probability going to get very, very robust to turn out to be worthwhile and that was form of the silent message that among the management gave as properly,” he mentioned. “You’ll go to the co-founder and say that this goal was unattainable — that you just can not do it — and also you in flip would get this motivational speech the place they’d say one thing like ‘if Amazon can do it, so can we.’” 

Some former staff advised Remainder of World that the tempo of development Airlift aspired to was unsustainable. “Once we obtained that 85 million [dollars], everybody was actually pleased. We had a variety of celebrations and we needed to begin rising loads,” the undertaking supervisor mentioned. “We had advised traders that our share worth was going to extend extremely as a result of we’re not simply primarily based in Pakistan but additionally in South Africa, and we’ll transfer into Egypt as properly, and different markets … I believe that we had been attempting to go too quick and one thing that any individual ought to purpose for within the subsequent 5 to 10 years, we had been attempting to try this in 2 to three years.”

In June, Gul advised Remainder of World that the South Africa growth had been a technique to diversify from the dangers of working in an rising market. “There’s a variety of geopolitical stuff, there’s macroeconomic fluctuations, there’s a variety of fluidity in working simply in Pakistan,” Gul mentioned. Though Gul mentioned the South Africa launch was “frugal,” a number of former Airlift staff mentioned the final impression inside the corporate was that the growth got here at a hefty worth.

Both approach, this bold transfer was the primary to get axed when fears of a looming world recession surfaced. The “strategic realignment” in Might included shutting the South Africa enterprise down.

“One thing that any individual ought to purpose for within the subsequent 5 to 10 years, we had been attempting to try this in 2 to three years.”

In 2022, world enterprise funding noticed a dramatic drop of 27% as a response to a hike in rates of interest, a crunch within the capital market, and a looming recession. For Pakistan, the macroeconomic influence has been significantly extreme, with inflation reaching almost 25% in July, the very best in 14 years. So as to add to the combination, Pakistan’s political panorama has been fraught, with former Prime Minister Imran Khan contesting his ousting from energy.

In June, Gul advised Remainder of World that worldwide growth was tactically appropriate, and that the failure of Airlift in South Africa was totally the results of surprising macroeconomic circumstances. “If we had been to return to December with all of our knowledge, but when we didn’t know the markets would flip, we’d completely nonetheless launch South Africa, no query about it,” Gul had mentioned. “It was the correct determination, we had been profitable in South Africa.”

Zeshan Gondal, head of technique at Zayn Capital, an funding agency that gives debt and fairness financing to startups in Pakistan, advised Remainder of World, “The overwhelming majority of startups is not going to make it to a profitable exit … however on the flipside, while you elevate a lot cash and the startup shuts down lower than a yr later, it calls into query the choice making that went behind increasing into new markets and the burn that was required to try this.”

In his current dialog with Remainder of World in August, Gul remained agency that the corporate’s failures weren’t the corporate’s fault. “Airlift’s demise was finally the results of an unsuccessful fundraise amidst a world recession — whereas there are broad critiques on issues like operations and provide chain, the truth is that Airlift had significantly robust operation and monetary metrics, one thing that was mirrored in our quarterly shareholder updates.”

For the reason that shutdown, Gul has begun writing extra on his weblog, the place he writes with the identical tone through which he speaks: the whole lot seems like a pitch. In his posts, he additionally attracts parallels between his journey at Airlift and that of worldwide enterprise titans. Gul advised Remainder of World that he’s been studying and taking insights from American businessman Sam Walton’s biography that chronicles how he based and constructed Walmart, an over $400-billion firm.

He’s enthusiastic about his future. The highest 5 traders in Airlift are nonetheless behind him, he claims. “A whole lot of those that misplaced considerably in Airlift are nonetheless saying, ‘When are you going to begin one thing new? Can we be part of it?’ This was one of the crucial widespread messages once we introduced the shutdown with our traders. Many wrote to us saying, ‘No matter your subsequent factor is, depend me in.’” 
In a weblog publish, Gul highlighted a quote from Walton’s biography: “It was the bottom level of my life. I felt sick to my abdomen … I had constructed the most effective selection retailer in the entire area and labored onerous locally. I had executed the whole lot proper and now I used to be being kicked out of city.”



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