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Sahil Barua is one of those people who started life young and has since achieved great success in a variety of endeavors.

Because of his unwavering dedication and insatiable thirst for knowledge, he has achieved an exceptional level of achievement. Despite his outstanding studies, not all top students start their own companies.

During the process of building one’s empire, it is necessary to make efforts that are outside the scope of the League.

But the one who promises to achieve all the things beyond one’s ability and at the same time turns those promises into reality is the winner. Eventually, bliss will approach them sufficiently to allow them to establish their own kingdom.

So, to make you aware of your abilities, today I’m going to introduce you to the character that serves as the best example of this type of paradigm.

Sahil Barua is one of the co-founders of the e-commerce company delhivery, which is considered the most important in the field of logistic support.

Sahil Barua brief facts

Name: Sahil Barua

Date of birth: December 25, 1984

Place of birth: Delhi

Nationality: Indian

Name of the father: Samir Kumar Barua

net worth: ₹ 338 crores

Profession: entrepreneur

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Sahil Barua’s early life

CEO of Delhivery. Sahil Barua was born on December 25, 1984 in Delhi. Following in the footsteps of others, he graduated from St. Xavier High School after completing his formal education.

After that I moved to Karnataka to attend the National Institute of Technology in Karnataka to get a degree in Mechanical Engineering. I was there from 2002 to 2006.

The fact that he did not even earn a Masters of Finance from the Indian Institute of Management in Bangalore (IIM-B), despite being on the Institute’s Gold Medalist and Director’s Merit List, is one of the most admirable aspects of his education.

How did his professional life begin?

Mr. Barua started his career with a temporary internship. That was when he was working on his mechanical engineering degree and at the same time traveled to the University of Maryland in the USA in 2005.

There, Sahil began his tenure as an electronic packaging research intern at CALCE Labs, where he remained for almost four months (May 2005 to August 2005).

In the following years, when Sahil was still a student at the IIM-B, he worked again in 2007 for around three months as a “Summer Associate at Bain & Company” in London.

However, all these positions were only internships, and he had gained nothing for his later career. Still, the education he received there was invaluable to him.

He also worked for the Bangalore-based fashion label Stayglad. However, he managed to escape there in a short time.

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Sahil Barua’s Entrepreneurial Journey?

There will be many ups and downs along the way and there will be a significant amount of work involved. Success doesn’t come overnight. As a result, his version of the track record isn’t nearly as unique as others.

Little do they know, Sahil rejoined Bain & Company in 2008, this time as a full-time associate consultant, after completing his postgraduate studies.

And less than a year later, in June 2009, he was promoted to Senior Associate Consultant. He then shifted his attention to analyzing various industries such as private equity, telecoms and healthcare.

In June 2010, due to his continued efforts to step down from his duties, he was offered the opportunity to be promoted to the position of Consultant, whereupon he was given a more clearly defined portfolio and greater range of responsibilities.

While employed at Bain & Company, he became friends with Suraj Saharan and Mohit Tandon. In the midst of all this, the concept of starting an internet business came to his mind, and since Suraj and Mohit both had the same mindset, the two pushed ahead with their involvement in it.

And came to the conclusion to start an e-commerce logistic company called Delhivery.

Due to the fact that these three people formed friendships with Zomato founders Pankaj Shahadah and Deepinder Goyal. So Abhishek and Goyal gave them an amount that will remain confidential so they can carry out the venture.

That’s how they started in the business world, and that’s how they set up their first company office in Gurgaon with a total of 10 employees, four of whom were delivery people. After some time, he formed alliances with nearby restaurants and started filling orders within half a time. Hours

Since the Indian market did not yet have an adequate distribution system at that time, this strategy was successful. After its founding, the company has grown by 400% in just four years.

Therefore, in a way, its Delhivery model continues to dominate the market despite the presence of a number of competitors.

Personal Life of Sahil Barua

Both Sahil’s personal and professional life are very similar. He prefers to keep a low profile and is very protective of his personal space.

His first task in the morning is to review the reports generated by the Management Information System (MIS), observe the planned deliveries and calculate the revenue generated. Then, after looking at the deliveries due today, he moves on.

According to Sahil Barua, technology is the key to achieving one’s goals and being successful. However, he cannot hold his position on the computer screen for a long period of time. After every twenty minutes, he finds it more productive to walk around the room and chat with the other team members.

History of Delhivery

SSN Logistics Ltd. was the original name of Delhivery when it was founded in May 2011. In the first few months of the company’s existence, Gurgaon residents were able to use the company’s hyper-local express delivery service to place grocery orders and have flowers delivered locally. At that time, internet retail and e-commerce business in India was expanding rapidly, attracting great interest from international investors.

Barua and Tandon, the company’s founders, were then working as consultants for the management consultancy Bain & Company. The founders were fascinated by the size and potential of the company. Because of this, they concluded that industry would be their primary focus.

In June 2011, Delhivery successfully landed its first e-commerce client, e-commerce fashion and beauty retailer Urban Touch. By August 2011, Delhivery had completely changed its business model to one where it offered logistics services to a number of different online retailers.

In March 2019, Delhivery closed its most successful round of funding with a $413 million investment from SoftBank.

In May 2021, Delhivery announced that it had successfully completed a Fidelity-led fundraising round in which it had successfully raised an additional US$277 million, bringing its overall market valuation to around US$3 billion.

In August 2021, Delhivery completed the acquisition of B2B logistics company Spoton Logistics for a purchase price of 1,600 crore ($200 million).

In December 2021, it completed the acquisition of Transition Robotics Inc., a California-based company that manufactures unmanned aerial systems.

Prior to the company’s IPO in May 2022, investments totaling US$2,347 million (US$290 million) had been made by 64 anchor investors in Delhivery.

Following the completion of the initial public offering (IPO) which took place in May 2022, Delhivery was publicly traded on the BSE and NSE. The company’s valuation was set at 35,283 crore, equivalent to $4.4 billion.

Extension of Delhivery

In the past, Delhivery charged relatively little for deliveries. Their plan included 500 gram parcel transfer within the National Capital Region (NCR), 500 gram parcel transfer to major cities, and Tier 2 and Tier 3 regions.

They started by going to customers and inviting them to learn more about their services. For the first year and a half, Delhivery has recruited customers and given them a free month of service.

Even their first-time customers were told to risk 30 packages each day and, if they could keep their word, increase it to 50, and eventually any number.

By the end of the year, the company was delivering more than 500 shipments per day to five of its e-commerce clients in the greater Delhi NCR area. They now had three centers in Union Territory and their squad size had grown to twenty-five.

A fundraiser by Times Internet Limited marked the start of the company’s 2012, followed by the launch of fulfillment services with more than 10,000 square feet of fulfillment facilities in Chennai and Delhi. At the same time, they also renamed their collection points!

They could now manage 75 customers and 53 suppliers, expand their service area to 31 locations, record or process up to 50,000 shipments per month and ship more than 9,000 shipments per day due to this huge increase in storage space.

They made a series of changes to their current IT and physical structure in 2013 that are more like a change phase, after receiving suggestions and feedback from their customers.

Even customers were consulted to ensure they got everything they needed through Delhivery’s IT system and if anything seemed to be missing their staff filled it in.

The layout of the navigation system was created in collaboration by their engineering and technology teams.

They also presented a number of technologies related to trading, including Vendor Panel, Godam and FALCON.

And by the end of the year, Nexus Venture Partners had contributed an additional $5 million to Delhivery’s Series B investment round.

Delhivery currently serves more than 175 locations in South Asia, the Middle East and India. They can now serve more than 800 customers and 25,000 suppliers, have 12 more fulfillment centers in their network and can process more than 250,000 shipments per day.

The company has raised $127.5 million from 5 investors over the course of 4 rounds, with $85 million of that total raising in 2015. In less than 4 years it has grown by 400%.

Despite strong rivalry from companies like Ecom Express and QuickDel Logistics, Delhivery continues to dominate the market and will also make massive sales of Rs. 220 crores in 2015.

Even more exciting to learn is that Delhivery is already breaking even month after month and is expected to reach full profitability by 2016.

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