Stock Markets March 16, 2026

inDrive Posts 31% Revenue Increase in 2025, Plans to Expand Delivery Services in Emerging Markets

CEO Arsen Tomsky says per-ride profitability has improved and the company is pursuing acquisitions to grow its delivery footprint in developing countries

By Derek Hwang
inDrive Posts 31% Revenue Increase in 2025, Plans to Expand Delivery Services in Emerging Markets

Ride-hailing app inDrive reported a 31% rise in net revenue to $601.6 million in 2025, driven by improved profitability per ride after a period of rapid growth. The U.S.-headquartered, privately held company is pursuing expansion into online delivery in developing markets through acquisitions, having bought grocery delivery services in Pakistan and Kazakhstan in the last two years. More than half of inDrive's business is concentrated in Latin America, and the app has been downloaded over 400 million times since its 2013 launch.

Key Points

  • Net revenue rose 31% in 2025 to $601.6 million, with higher profitability per ride after rapid expansion - impacts transportation and tech sectors.
  • inDrive is pursuing delivery expansion in developing countries through acquisitions, having bought grocery delivery services in Pakistan and Kazakhstan - impacts delivery and e-commerce sectors.
  • Slightly more than half of the companys business is in Latin America, and the app has over 400 million downloads since 2013 - relevant to regional market exposure and consumer tech adoption.

inDrive, the ride-hailing application headquartered in the United States and privately held, said net revenue rose 31% in 2025 to $601.6 million, founder and CEO Arsen Tomsky told reporters. The company attributes the increase to better profitability on each ride after several years of rapid expansion.

Management is now turning attention to broadening its delivery offerings in developing countries by using acquisitions as a growth lever. Over the past two years the company has acquired online grocery delivery services in Pakistan and Kazakhstan, moves that Tomsky said are part of a deliberate push into the delivery segment.

"Gradually, through these purchases, we are entering this new sphere," he said.

inDrive differentiates itself from competitors such as Uber and Grab by allowing drivers and riders to negotiate fares directly, a model that the company says appeals to price-conscious consumers in emerging markets. Tomsky emphasized the company's fit for users seeking tight control over costs, particularly those sensitive to price.

"Our primary region is Latin America. Slightly more than half of our entire business is located there," he said. "We are a better fit for people who want to keep everything under control. People for whom it is very important to save money, who value every cent. And for this reason, we started in developing countries."

The firm maintains a significant employee hub in Kazakhstan. Tomsky, who was born in Russia, renounced his Russian citizenship in 2024 and has since taken Kazakh citizenship. Since its 2013 launch, inDrive's ride-hailing app has been downloaded more than 400 million times, according to the company.

The company's strategy combines a negotiated-fare model focused on emerging-market demand with targeted acquisitions to enter adjacent markets such as online grocery delivery. With slightly more than half of its business in Latin America and operational investments in countries including Pakistan and Kazakhstan, inDrive's growth plans center on regions where consumers are price-sensitive and digital delivery services remain an expanding opportunity.

Financial and operational details beyond the 2025 revenue figure and the recent acquisitions were not provided in the comments cited.

Risks

  • Execution risk integrating recent acquisitions and scaling delivery operations in developing countries - affects delivery and logistics sectors.
  • Concentration risk from having slightly more than half of business located in Latin America, exposing the company to regional demand and regulatory fluctuations - affects transportation and regional market exposure.
  • Reliance on a negotiated-fare model aimed at price-sensitive consumers could limit margin expansion despite higher per-ride profitability - impacts profitability in ride-hailing and consumer services sectors.

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