Not Just Scaling Fast, But Scaling Right: Anusha Mallanna on EVP, Gen Z and Growth at Zepto

Speed, scale, and the constant pressure to stay ahead — that is the reality of quick commerce. But as Anusha Mallanna from Zepto points out, building teams in such an environment is not just about hiring fast. It is about creating journeys people actually want to stay for. In this conversation, she reflects on what hiring success really looks like beyond numbers, why early ownership can be a game-changer, and how Gen Z is quietly reshaping expectations at work. From real growth stories within the organisation to rethinking how EVP is experienced on the ground, the discussion offers a candid look at what it takes to build talent that scales with the business, not just for it.

Quick commerce thrives on speed, but does this philosophy create tension between operational demands and long-term talent development? How is your team ensuring that the employment experience does not become transactional?

Speed is fundamental to quick commerce, but at Zepto, it goes hand in hand with development. As the business scales rapidly, employees are given meaningful ownership early and the opportunity to work on real operational challenges. That kind of responsibility accelerates learning and builds capability faster than traditional programmes alone.

At the same time, structured onboarding, leadership accessibility, and continuous feedback ensure people feel supported as they grow. Our focus is to create an environment where the work feels purposeful and growth is visible, so the employment experience remains long-term and meaningful, not transactional.

Beyond hiring numbers, what does success in talent acquisition at Zepto look like for you? Are there human stories that signal true cultural alignment and long-term fit, especially when hiring at scale?

Hiring numbers are only one part of the picture. Success in talent acquisition is reflected in the long-term impact that individuals create within the organisation.

One example is Sarika Bhoir’s journey at Zepto. She joined as a Shift In-charge, an operational role that marked the beginning of her journey with the company. Over time, through consistent performance and increasing responsibility, she progressed into larger leadership roles and today oversees operations across a broader cluster.

Stories like Sarika’s highlight how individuals can grow with the organisation and take on greater responsibilities as the business scales. These journeys are strong indicators of cultural alignment and demonstrate that Zepto can be a place where people build meaningful careers.

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How do you incorporate feedback from younger cohorts into your talent programmes and policies? Can you share an example where Gen Z employee insights led to a concrete change in recruitment or onboarding?

Younger employees bring valuable perspectives on how workplaces should evolve. At Zepto, feedback loops are built into onboarding journeys, engagement conversations, and early employee interactions so that insights can directly inform improvements in the employee experience.

For example, feedback from newer hires highlighted the need for faster access to tools, clearer role context, and stronger manager engagement during the first few weeks. Based on these inputs, elements of the onboarding journey were refined to make the early experience more structured and immersive.

This approach helps ensure that employee insights translate into practical changes that strengthen engagement and productivity.

What are the three most common misconceptions you encounter about working at a high-velocity startup like Zepto, and how do you address them during talent conversations?

One common misconception is that speed means chaos. In reality, operating at Zepto’s scale requires strong systems, clear accountability, and disciplined execution. Another is that startups are only suited to early-career professionals, when in fact experienced leaders play a critical role in building processes, mentoring teams, and helping the organisation scale responsibly. The third is that startup roles are stepping stones. In reality, the ownership and exposure that come with scaling a fast-growing business often make it a long-term and highly rewarding career path. In talent conversations, we focus on demonstrating how this environment creates real responsibility and accelerated growth.

How do you balance traditional EVP levers (compensation, perks) with more intrinsic motivators (growth, purpose, impact) when speaking to Gen Z candidates who often prioritise mission over money?

Compensation and benefits remain an important part of the overall employee proposition and help establish trust with candidates.

At the same time, many Gen Z professionals are equally motivated by opportunities for growth, ownership, and the ability to contribute to meaningful outcomes. The chance to work on problems that affect everyday consumer experiences, and to see the impact of their work relatively quickly, can be highly motivating.

At Zepto, conversations with candidates often focus on the opportunity to learn rapidly, take ownership early, and work on challenges that directly influence how the business operates.

What specific elements of Zepto’s EVP have you found most compelling for emerging talent during the interview process, and which ones have you had to reinvent or refine recently?

For many emerging professionals, the strongest draw is the pace of learning. Working in a high-growth environment exposes employees to real operational and strategic challenges early in their careers.

Ownership is another important factor. Candidates often value roles where their work contributes directly to outcomes rather than being limited to narrow responsibilities.

Exposure to scale and complexity also resonates strongly with talent. The opportunity to solve meaningful operational and technology challenges while working in a rapidly evolving sector makes the experience particularly compelling for individuals looking to build strong career foundations.