Finance
How DoorDash Uses Analytics and Forecasting Amid Economic Uncertainty
DoorDash Inc.
is working to step up its analytics and talent to forecast the slowing economic system’s impact on future earnings, in a transfer to broaden the enterprise and enhance the effectivity of its divisions.
Meals-delivery firms are grappling with hovering inflation that’s weighing on shoppers’ spending energy and experiencing slower progress than throughout the pandemic. San Francisco-based DoorDash in February stated its internet loss widened to $1.37 billion in 2022 from $468 million a yr earlier, partially attributable to $312 million in impairment expenses. Its income rose 35% to $6.58 billion in 2022 from the earlier yr.
However DoorDash—which delivers meals and different objects from eating places, supermarkets and comfort shops—is optimistic about its progress. The corporate says it expects $500 million to $800 million in adjusted earnings earlier than curiosity, taxes, depreciation and amortization this yr partially attributable to sturdy client demand, up from $361 million in adjusted Ebitda final yr.
The corporate is taking a better have a look at information evaluation in areas corresponding to pricing and order sizes, as guided by an almost 200-person analytics staff led by Jessica Lachs, DoorDash’s vp of analytics and information science. A few of the analytics staff’s findings are additive to adjusted Ebitda, however the outcomes are depending on a number of groups, a spokesman stated.
That is occurring because the oversight of DoorDash’s funds not too long ago modified arms.
Ravi Inukonda,
the corporate’s vp of finance, grew to become its new chief monetary officer efficient March 1, succeeding
Prabir Adarkar,
who’s now president and chief working officer.
Jessica Lachs, vp of analytics and information science at DoorDash Inc.
Photograph:
DoorDash Inc.
WSJ’s CFO Journal talked to Ms. Lachs, who reviews to Mr. Inukonda, about how analytics help DoorDash’s monetary operations, notably at a time of excessive financial uncertainty. Her responses have been edited for size and readability.
WSJ: How do you see analytics equivalent to the finance perform?
Ms. Lachs: It’s all about our want to measure as a lot as attainable. After we roll out a brand new product function or program to clients, we will run an experiment and really quantify the true affect that it had on the enterprise and all of these issues can then get included into our forecast. These options vary from in-app adjustments like a brand new carousel on the house web page to the efficiency of recent machine studying algorithms to our launch of the pickup map within the DoorDash app. By understanding what we’re seeing within the information, we will make higher funding choices.
WSJ: Is the slowing economic system affecting the corporate’s method to forecasting?
Ms. Lachs: We’re protecting a watchful eye on every thing that’s occurring out there, notably because it pertains to inflation and client softening. A cool factor that we did that empowers our CFO to make good choices is by constructing out what we name the DoorDash merchandise value index. We’ve got our personal inner value index that tracks and measures adjustments within the common merchandise value on the platform weekly. The index makes use of the preferred service provider objects ordered on the platform. We monitor in opposition to the U.S. consumer-price index on a month-to-month foundation to grasp if costs on our platform are rising at an accelerated fee in comparison with [the] total costs within the economic system.
We’re monitoring value indices on fastened and floating baselines so as to present {the marketplace}’s well being from completely different factors of views. The fixed-weight index exhibits value adjustments which might be unbiased of adjustments in client selection. The fixed-weight index will keep flat if retailers don’t replace costs. The floating-weight index exhibits value adjustments with the affect of client selection. It will possibly change both attributable to service provider value updates or client buy shifts.
WSJ: What’s the floating-weight value index exhibiting you?
Ms. Lachs: Customers are ordering fewer objects per cart. However apparently, they’re protecting higher-priced objects. It is smart as a result of they’re extra prone to be an entrée. As the place you possibly had ordered an entrée and a facet, now you’re simply protecting the entrée. Or, when you had ordered an appetizer, two entrees and dessert, possibly you’re not going to order dessert now.
We’re watching these indices and the way they monitor to the broader CPI like a hawk as a result of we need to ensure that any pattern break we see we will incorporate into our forecasts. The web outcome from what we’re seeing was a slight enhance in subtotals, and we included that into our forecast as a result of that’s one thing that we count on to proceed.
WSJ: Do you’ve a cost-savings goal related together with your analytics effort?
Ms. Lachs: Our aim isn’t particular to financial savings. We can have a aim on financial savings that we’d need to get by way of high quality enhancements, for instance. By having greater high quality on the platform and decreasing defects, that ends in much less credit and refunds, which clearly has a constructive affect on margins. So that could be one thing that we set a aim for. The groups throughout product, operations, engineering and analytics can have that aim. After which it’s analytics’ accountability to establish the important thing drivers of defects, to actually perceive what’s occurring on the platform in order that we will work out the massive alternatives for us to enhance high quality so we will hit regardless of the aim is that we’ve set on decreasing price.
The analytics staff’s position is somewhat bit extra concerning the intelligence that we offer for the groups, the alternatives that we’re in a position to establish and the estimated sizings primarily based on the entire issues we’ve quantified through the years on what we should always count on.
If we have to get $10 million of financial savings in a single specific space, what’s that going to include? Perhaps it’s going to be 5 completely different initiatives, a few of which get us $2 million and a few of which give us $3 million. The analytics staff, particularly the data-science staff, goes to run the experiments that quantify the affect of the adjustments we’re making so we all know which initiatives have been on the right track and which exceed expectations.
WSJ: Are there current examples of analytics serving to to make a specific enterprise line extra worthwhile?
Ms. Lachs: The experimentation the analytics staff has accomplished to assist develop our grocery enterprise is well timed. The analytics staff discovered that making certain an merchandise is in inventory and obtainable on the DoorDash platform is extra essential for client retention than offering a superb substitution. This led to a number of work streams to enhance stock administration for the grocery enterprise. The staff additionally ran some assessments that resulted in elevated basket sizes, which is a driver of profitability within the grocery enterprise.
WSJ: Does the current CFO swap have any impact in your work?
Ms. Lachs: The adjustments in management actually have been a pure evolution and I’ve labored intently with Prabir and Ravi for fairly a while. The intelligence that we offer we have been already exhibiting to Ravi in his prior position, so I don’t assume that something will change.
Write to Mark Maurer at mark.maurer@wsj.com
Copyright ©2022 Dow Jones & Firm, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8
Finance
Ex-Google and Meta Engineers Launch Nauma: Personalized Financial Planning Tools for Tech Professionals
SAN FRANCISCO, July 10, 2025 (GLOBE NEWSWIRE) — A team of former Google and Meta engineers has launched Nauma, a new platform designed to help people working in tech navigate complex financial decisions with confidence. Nauma’s mission is to democratize fiduciary-quality financial guidance, providing highly personalized planning tools without the high costs of traditional financial advisors.
Today, most high-net-worth families rely on advisors who charge based on Assets Under Management (AUM)—typically 1% of a client’s assets each year. For a family with $5 million, that means paying $50,000 annually, even as the level of service often remains static. Worse, these fees tend to rise 6–8% per year as portfolios grow, creating a system where costs scale without a proportional increase in value.
“The AUM model is outdated and misaligned with clients’ best interests,” said Alex Sukhanov, co-founder of Nauma. “Advisors operating under this model are incentivized to keep assets under their control, which can lead to biased advice when clients actually want to use their money—to buy real estate, start a business, or donate to charity.
Nauma is designed to give tech professionals clarity and control over their financial lives. The platform addresses the complex challenges faced by this group, including optimizing taxes, managing equity compensation, planning for early retirement, and protecting generational wealth.
“Tech professionals are building substantial wealth earlier in their lives, but most tools and advisors aren’t designed for their unique needs,” said Simone, Nauma’s co-founder. “We’re building the modern, intelligent financial planning infrastructure we wish we had—one that puts people, not assets, first.”
For more information, visit https://nauma.ai
About Nauma
Founded by ex-Google and Meta engineers, Nauma provides advanced financial planning tools tailored for people working in tech. By replacing the legacy AUM fee model with scalable, technology-driven solutions, Nauma empowers users to navigate complex financial decisions and build wealth on their own terms.
Media Contact
hello@nauma.ai
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/74982a9a-7d84-4a5c-8e07-edb337b65345
Finance
Mark J. Epley Joins SEDA Experts, Bringing Decades of Corporate Finance, Leveraged Finance, and M&A Expertise
SEDA Experts LLC, a leading expert witness firm providing world-class financial expert witness services, announced today that Mark J. Epley joined the firm as Managing Director.
New York, NY, July 08, 2025 (GLOBE NEWSWIRE) — “Mark brings exceptional knowledge of corporate finance to our franchise,” said Peter Selman, Managing Partner of SEDA Experts.
Mark Epley is a seasoned investment banking executive with over 30 years of experience in corporate finance, leveraged finance, and M&A. He served as Chairman of the Financial Sponsors Group Americas at HSBC Securities, where he led global coverage teams and delivered significant growth. Mark has also held senior leadership roles at other global franchises including Nomura, Deutsche Bank, and Morgan Stanley.
At HSBC, Mark built and grew the Americas Financial Sponsors Group. He managed coverage for premier clients such as Blackstone, Apollo, BlackRock, Carlyle, Bain Capital, TPG, and Warburg Pincus. Additionally, Mark contributed strategically as a member of HSBC’s Americas Investment Banking Division Management Committee, influencing firm-wide strategy and talent recruitment.
Prior to HSBC, Mark co-founded the Americas Investment Banking Division at Nomura Securities International and held roles as Global Head of the Financial Sponsors Group and Co-head of Corporate Finance Americas. He led a global team of 80 bankers across five offices, and was an active member of Nomura’s Global Investment Banking Division Executive Committee. Mark joined Nomura from Deutsche Bank Securities where he also served as Global Head of the Financial Sponsors Group,
Mark began his career at Morgan Stanley & Company, where he was Executive Director and founded the middle market coverage effort within the Financial Sponsors Group. He managed over 100 equity capital markets transactions, including IPOs, follow-ons, convertible bonds, and spin-offs. He was also involved in Mergers & Acquisitions and Restructuring transactions. His career started at a predecessor firm to JP Morgan, Manufacturers Hanover Trust (MHT), focusing on credit analysis and corporate coverage.
Mark presently acts as a Senior Advisor to SQ Capital supporting the origination and build at a unique and differentiated fund focused on investing in Private Equity secondary transactions.
Mark holds an MBA in Finance from Columbia Business School, where he earned Dean’s List honors, and a BA in Politics from Princeton University. He has also completed executive education programs in Energy Innovation & Emerging Technologies at Stanford University and Strategic Wealth Management at Columbia University.
One of the biggest online shopping events of the year — Prime Day — will take place July 8-11 across 26 countries. What began in 2015 as a celebration of Amazon’s anniversary has since grown into a multiday retail extravaganza that rivals Black Friday and Cyber Monday in both hype and sales volume.
But amid the excitement, an important question remains: Do you really save money on Prime Day? Here’s what you need to know before loading up your virtual cart.
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Prime Day is a global sales event created by Amazon that allows Prime members to access exclusive discounts and deals on a number of products across the site.
The first Prime Day took place a decade ago to mark Amazon’s 20th anniversary. It has since evolved to span several days throughout many countries, with this year’s Prime Day event being the longest so far at four days.
Shoppers can score limited-time deals on a wide range of products, from big-ticket electronics and home appliances to beauty products, clothing, and Amazon’s own devices like Echo speakers and Fire tablets. And millions participate each year. In 2024, global sales for Amazon Prime Day totaled $14.2 billion over a 48-hour period, according to Capital One Shopping Research.
Keep in mind that to access these deals, you must be a Prime member, which costs $14.99 per month or $139 per year. However, Amazon offers a free 30-day trial, allowing new users to shop the event without paying up front.
Read more: Amazon Prime Day 2025: We found the best deals to shop before the sale officially kicks off
You may be wondering whether Prime Day is just another overblown shopping holiday like Black Friday, when retailers offer increasingly unimpressive deals to encourage unnecessary spending.
There’s no denying that some Prime Day deals offer real value. The key is having a smart shopping strategy in place to purchase items you actually need at a steep discount — not impulsively spending to take advantage of perceived savings.
Historically, shoppers have seen discounts of 30%-70% on items such as Apple AirPods, laptops, robot vacuums, smart home devices, and branded kitchen appliances. Amazon’s own products, including Kindles, Fire TVs, and Echo Dots, usually come with the deepest discounts. In 2023, Prime Day purchase discounts totaled $2.5 billion, according to Capital One.
Retail analysts have found that many of these items are offered at their lowest prices of the year. So yes, if you’ve had your eye on a specific product and it happens to be on sale during Prime Day, you could walk away with serious savings.
Read more: 7 money-saving perks for Amazon Prime members
Keep in mind that not all the deals offered on Prime Day are really worth it. It’s important to have a plan and do your research ahead of time so you know whether you’re looking at a true discount.
One common tactic retailers use to encourage spending is “price anchoring,” where the listed original price is inflated, making the discount look more impressive than it actually is. In some cases, the so-called sale price is just a return to the item’s normal price after a brief increase in the weeks leading up to Prime Day.
Another issue is the impulse-buy nature of the event. Flash deals and lightning sales are designed to create urgency, leading many shoppers to make purchases they wouldn’t otherwise consider. If you buy something you don’t need — or wouldn’t have bought without the flashy red countdown clock — you’re not really saving money, even if the price is lower.
If you’re hoping to cash in on Amazon Prime savings, it’s important to make a game plan.
It’s easy to get distracted by discounts and make impulsive purchases while browsing. Before you start shopping, make a list of the key items you really want. Prioritize finding deals on those must-haves — and only buy them if it makes sense for your budget.
Decide how much money you can comfortably afford to spend on Prime Day ahead of time and stick to that limit. You’ll avoid throwing your budget off track and ending up with buyer’s remorse.
This year, Amazon is offering over 40 personalized deal features to help shoppers find discounts on products they’re most likely to be interested in. Look for personalized suggestions within the “Recommended deals for you,” “Top deals for you,” and “Customers’ Most-Loved” features to zero in on the deals you may be looking for.
Subscribe and save (if it makes sense)
Amazon’s Subscribe and Save feature offers year-round discounts on items you need to stock up on regularly. On Prime Day, these items may have an additional discount that could help you score extra savings.
Many major retailers such as Walmart, Target, and Best Buy will have their own sales and promotions around Prime Day when they know shoppers are in the mood to splurge. Before you check out, compare the price of items in your cart across a few different retailers to ensure you’re getting the lowest price overall.
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