Every peak has a sound. Ours is a war cry.
It's the energy that builds before the big days. The togetherness that carries us through them. The hunger to break every record we set last time.
Here's to the spirit that keeps us moving.
Louder. Stronger. Together.
Festive peak tests every part of our network, so our leaders are showing up where that test happens.
On the ground, reviewing peak readiness with the teams who execute every day.
Because readiness shows up on the floor, not in the plan.
We Do. We Listen. We Thank.
One network, now with a local front door.
Launching our Channel Partner Program — 1,000 local entrepreneurs joining Shadowfax across Tier 1 & Tier 2 cities.
Details 👇
channelpartners@shadowfax.in
Cheapest shipping rate ≠ lowest shipping cost.
Add up the returns, the damaged goods, the customer service tickets, the refunds — and that "budget" courier is often the most expensive one you've picked.
This Rakhi, our leaders traded meeting rooms for our hubs and distribution centres.
Rakhis tied, sweets shared, titles set aside for a few hours.
That's Shadowfax culture — a ritual of gratitude. #WeThank
That's a wrap on the Inc42 D2C & Retail Summit.
Sharp fireside chats, brilliant D2C founders, and a booth full of good conversations. Thank you to everyone who stopped by. 🙌
Praharsh Chandra, Co-founder & CBO, Shadowfax takes the stage at the D2C Summit, moderating an insightful conversation with Vedant Modi, CRO, Manyavar, on the evolving D2C landscape, consumer behaviour, and the future of brand building.
Some addresses are landmarks. Some turns aren't on any map. We learn them anyway, because reach is what turns a place into a market.
Now serviceable across 16,372+ PIN codes.
Our fifth consecutive quarter above 60% growth, and our most profitable yet.
Revenue ₹1,358 Cr, up 64.9%. PAT ₹65 Cr.
Behind it: 16,372 pin codes reached AI handling ~16,000 rider queries a day 1,200+ SMEs on Shadowfax 360
These markets have different physics: longer last-mile distances, less address standardisation, and higher cash-on-delivery preference. Copy-pasting a metro playbook doesn't work here.
Winning tier 2/3 means investing in local micro-fulfillment and hyperlocal rider networks before demand peaks, not after. Infrastructure has to lead demand, not chase it.
Delivery is usually filed under operations. It should be filed under customer experience. It’s the last thing a customer feels before they trust you again.