In conversation with ET Now, Sidhantt Suri, Founder and Chief Executive Officer of DeliverIt and Urban Harvest, shared insights into building businesses that prioritise relevance, reliability, and long-term value creation.
Sidhantt Suri believes that strong companies are not built by chasing trends but by addressing inefficiencies that exist on the ground. This belief led to the creation of DeliverIt, a B2B platform designed to simplify procurement for restaurants and small businesses. By reducing delivery timelines to four hours, the platform enables companies to operate with speed and certainty in an environment where delays often translate into lost revenue.
Urban Harvest operates alongside this platform as a private label brand focused on quality control and consistency. By manufacturing select products internally, the company can maintain standards while offering competitive pricing to customers. Together, the two ventures form a tightly integrated model that combines speed with substance.
Sidhantt Suri acknowledged that executing a four-hour delivery promise was not easy, particularly in a B2B ecosystem where order sizes are significantly larger than consumer platforms. What enabled scale, he said, was disciplined execution and a strong operational backbone. The team invested time in refining processes, building reliable systems, and learning from organisations that had successfully scaled complex operations.
Customer centricity remains the cornerstone of the business. Sidhantt Suri emphasised that accountability does not end at delivery. Any disruption or dissatisfaction is treated as a responsibility to resolve, regardless of its source. This approach has enabled the company to establish long-term relationships with customers who consistently place frequent and repeat orders.
Operating in a low-margin category often raises questions about sustainability, but Sidhantt Suri sees efficiency as the real lever for growth. While margins may appear modest on individual orders, the frequency of transactions changes the overall economics. Over time, repeat business and operational precision create compounding value.
Talent acquisition, according to Sidhantt Suri, has been one of the most demanding aspects of scaling. While systems can be created and strategies can be documented, mindset and ownership cannot be taught. Building a team that shares the organisation’s ethical foundation and execution focus has been critical to long-term stability.
Reflecting on entrepreneurship, Sidhantt Suri cautioned against excessive attention on valuations. Numbers may attract attention, but they do not run businesses. Execution, culture, and customer trust ultimately determine outcomes.
As the company continues to grow, Sidhantt Suri remains focused on one responsibility: placing the right people in roles where they can deliver impact at scale. For him, building a business is less about control and more about clarity of intent and consistency of action.
