With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

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Future 50-2023-Doordash

Delivery startups were all the rage in the late 2010s, but many have fallen by the wayside; DoorDash is one of the stronger companies still standing. International expansion, experiments in new categories (including grocery delivery), and weakening competition have positioned the San Francisco–based company well. The company is expected by analysts to generate $8.6 billion in revenue in 2023, up 30% from the previous year.

The Future 50

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

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DoorDash operates online marketplaces that connect merchants, consumers, and independent delivery contractors in the United States and internationally. The company, which was founded in 2013 as Palo Alto Delivery, is best known for its restaurant-delivery service and delivery membership programs including DashPass. DoorDash also sells white-label software services that enable online ordering, mobile app development, and enhanced customer service.

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DoorDash (DASH): Company Profile, Stock Price, News, Rankings

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DoorDash

doordash

Hello, and welcome to the DoorDash Q1 twenty twenty five Earnings Conference Call. I would now like to turn the call over to Wes Twigg, Investor Relations. Mr. Twigg, the floor is yours.

All right. Thanks, Dustin. Good afternoon, everyone, and thanks for joining us for our Q1 twenty twenty five earnings call. I'm very pleased to be joined today by Co Founder, Chair and CEO, Tony Hsu and CFO, Ravi Unukonda. We'll be making forward looking statements today on today's call, including, without limitation, our expectations for our business, financial position, operating performance, profitability, our guidance, strategies, capital allocation approach and the broader economic environment.

Forward looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those described. Many of these uncertainties are described in our SEC filings, including our most recent Form 10 ks and 10 Qs. You should not rely on our forward looking statements as predictions of future events or performance. We disclaim any obligation to update any forward looking statements except as required by law. During this call, we will discuss certain non GAAP financial measures.

Information regarding our non GAAP financial measures, including a reconciliation of such non GAAP measures to the most directly comparable GAAP financial measures, may be found in our earnings release, which is available on our Investor Relations website at ir.door-.com. These non GAAP measures should be considered in addition to our GAAP results and are not intended to be a substitute for our GAAP results. As a special note, by now, you should have seen our formal offer to purchase Deliveroo at 180p per share. Our rationale for the offer, intentions and other offer related details are available under the Tool 2.7 announcement. We understand there will be additional questions.

For now, we are unable to provide details beyond what is available in that document. We may also make forward looking statements regarding both Deliveroo and Seven Rooms during today's call. These statements are also subject to the risks and uncertainties that I mentioned earlier and are described in our SEC filings. Finally, this call is being audio webcasted on our Investor Relations website. An audio replay of the call will be available on our website shortly after the call ends.

Operator, I'll pass it back to you, and we can take our first question.

With our first question, this comes from the line of Shweta Kajuria from Wolfe Research. Your line is open.

Thank you for taking my questions. Let me try two, please. On just international competitive landscape, could you please talk about now with DoorDash, Wolfe and Deliveroo, what the combined share is as it stands in your 40 markets? And then how fast is the European market growing from your vantage point? And is it fair to assume Deliveroo's unit economics and retention rates are as attractive as?

I remember when you acquired Voalte, one of the reasons was the unit economics and retention rates as you saw them. So could you please comment for Deliveroo as well? And then my second question is on the tariff impact. If prices were to increase through the year, you've kind of touched on it in your release, how are you positioning yourself for the rest of the year in terms of what you could do as it relates to pricing, whether it's price parity, loyalty integrations, discounts, anything that you can talk about, that'd be great. Thanks a lot.

Hey, Shweta. It's Tony. I'll I'll take both. You know, on the first question, question, we are excited. I think in many ways, this is business as usual for us.

We're adding and investing, behind success in each one of our five business lines. Specifically with respect to Deliveroo, that really is adding obviously to our international business. We've had a strong track record now in teaming up with Voalte for over three years where we're leading in a majority of our markets with a playbook that we believe in. And when I think about the possible combination, should the deal close, what I really see is adding more scale to the same continent, in this case, Europe, and being able to lay the foundation for introducing all of the local commerce products that we are building. I can't get into all of the details, obviously, beyond that.

But hopefully, that gives you a high level view of what we believe the investment opportunity is. And I think that if we do a great job in terms of investing wisely into the partnership as well as what the scale economies can produce, I believe that will even unlock even greater profit pools for us, especially given in some of the markets that Deliveroo plays in to allow us to invest even further in the future. With respect to the second question, which I believe is on tariffs, right now we're not seeing any effects. Obviously, as you know, a lot of the tariffs have been paused. And we haven't seen any changes in consumer behavior even if there are changes in consumer sentiment.

I've always believed, and I think we saw this even as far whether it was during things returning back to normal after COVID-nineteen or peak inflation in 'twenty one and 'twenty two, I think what you really saw was that food or getting convenience delivered really is the most frequent form spend and consumption. And food really is the most resilient category. We continue to believe that. We continue to see signs of that. Obviously, we're going to focus on what we can control.

Most of what that means is we've always been trying to increase the, selection that we offer, both of, merchants as well as items. We are, continuing to invest behind our affordability initiatives as well as our quality and service initiatives.

Our next question comes from the line of Deepak Mathivanan from Cantor Fitzgerald. Your line is open.

Great. Thanks for taking the questions. One for Tony and one for Ravi. Tony, historically, you've been somewhat hesitant to make big acquisitions. You've done two this quarter.

Has the philosophy on how you generally think about M and A's now changed at all? What are maybe some of the other areas you think M and A's could help improve DoorDash? And then, one for Ravi on grocery specifically. Can you discuss on the factors that's accelerating the spend per customer? Are you seeing kind of the use case broaden out into larger baskets, maybe from weekly runs or monthly refills, anything you're specifically doing to drive this behavior?

Deepak. Yes, on the first question, the short answer is no. Bar continues to remain high for M and A. Sometimes, obviously, the timing of some of these announcements, aren't or can't be perfectly forecasted. But, what I would say is it really is business as usual.

I mean and again, I guess, as refresher, for us, when we look at something like M and A, the first thing obviously we consider is whether or not this increases the available market or the addressable market in front of us or whether or not it adds to our portfolio. And second, whether or not we have a proven track record in operating in that particular area, which includes both the management bandwidth, but also the question around whether or not we believe that we know how to execute in that area. So if I take that one by one, in the

Deliveroo, as mentioned in that last question, it really is about continuing our expansion across Europe. If the steel were to close, we would operate in about 30 countries in Europe, 40 5 globally, 30 in Europe. And I think it's adding scale to the same place and also giving us a foothold in strong profit pool markets that will allow us to continue to introduce more and more products and hopefully have the biggest positive impact to the entire European local economy. In the case of SevenRooms, it's really about adding to our platform business. So our commerce platform started in 2016 when we introduced DoorDash Drive.

Later on, we introduced DoorDash Storefront. So we went from logistics as a service to online ordering as a service. And with something like several rooms, and especially what we hear all the time from merchants, is this desire to understand everything that's actually happening about their guests and inside their dining rooms as well as their other channels. And so really, you can almost view this as marketing as a service and adding more intelligence into what restaurant owners, can do in order to build their strong direct relationships with guests.

Hey, Deepak. On the second one, let me broaden it out and talk about the performance of the overall new verticals business. Right? When I look at the performance of new verticals in q one, I mean, it was very strong, continues to grow. We increased the number of MAUs.

Q four, we talked about the fact that about a quarter of our MAUs are ordering grocery as well as restaurants. That number continues to increase. What you're seeing on the platform is as the cohorts continue to habituate, they're ordering more with us. They're using us for more use cases. And truly, the key differentiator is we've added more selection.

Today, when I look at the top 20 grocers, we have majority of them on the platform. We've extended that. We've continued to add more grocers, you know, even in the regional markets. Through the quality of the product, continues to get better. I mean, if I look at the product today versus about a year ago, the quality of the product and what we hear from customers and consumers, yeah, continues to be good.

That's obviously driving order volume share. When I look at the share gain year over year, that's been meaningful. Like, we wrote in the letter last quarter. Right? Like, we expect to be volume share leaders, you know, the course of the next year.

And even when I look at the overall margin performance of

pretty promising. I mean, margins have continued to improve. Net net, the key thing for us is what we're seeing is we're focused on scale. And as we are continuing to drive improvements in the product, that's driving improvement in retention order frequency, is increasing the scale of that business.

Thank you. Our next question comes from the line of Mikhail Dazali from Bernstein. Your line is open.

Hi, thank you so much for taking the question. I wanted to ask on EBITDA in light of the M and A announcements. I know it's quite early to be talking about 2026, but I guess in recent quarters, there's been pretty consistent GOV growth, pretty consistent EBITDA improvement. In your mind, when you think about the acquisitions of Deliveroo and Seven Rooms, does this change any of that in terms of the earnings algorithm? I think they could open the door to further investment in new markets or new products, which is a good thing long term.

But when you think about the quantum of investment required and you anticipate spending to accelerate these businesses, I mean, does it materially change your perspective on how earnings the earnings power for DoorDash in 2025 and 2026? Thank you.

I mean, I'll take that, right? I mean, let me broaden out that question, right? Nikhil, I mean, talk about the performance of the business. Look. When you look at the performance of the business, the business is doing really well.

We're extremely pleased with the performance of the business, not just in q one, but over the course of the last several quarters. Right? The formula for us has always been grow the business while continuing to increase overall profit dollars. If you look at the EBITDA profit dollar growth in q one as well as the q two guide that we've given, you know, we're very pleased with the year over year growth. For us, the philosophy has always been investing behind strength.

You've heard us say this before. Right? Our goal is to improve unit economics, take that and continue to drive improvements in retention and order frequency, which ultimately drives scale. And that scale drives profitability in the business. That is not gonna change.

Right? Nothing about how we operate the business is gonna change. And in terms of, you know, how we operate, you know, together with Deliveroo, that formula will continue to be the case. We're trying to drive duration of profit dollar growth over a long period of time. And when we think about investment, the key formula we think about is, is it gonna generate a healthy amount of IRR, a strong return?

And as long as we feel comfortable with that, our goal is to continue to invest to drive scale.

Thank you. Our next question comes from the line of Youssef Squali from Truist Securities. Your line is open.

Good morning. Thank you for taking the question. So can you expand a little bit more on the affordability initiative and mix shift that caused net revenue margins to be down quarter on quarter? And what will drive it back higher? I think in the release, you talked about the guidance for Q2 to for it to flip back higher year on year quarter on quarter.

And then maybe, Tony, again on Deliveroo. Deliveroo's growth and margins have been much lower than DoorDash's. Are there any structural issues in Europe, maybe Deliveroo's competitive positioning, etcetera, that makes these margins structurally lower? And is there a chance for you guys, I I know it's early, but is there a chance for you guys to to kinda get those margins more in line with yours over time? Thanks a lot.

take the first one, right, on, net revenue margin take rate itself. I mean, just a broader point, Youssef, I mean, just to clarify, Our goal has not been to optimize margin percentage. We're trying to grow profit dollars. We've always been focused on driving overall EBITDA profit dollars up, and you're seeing that in the business. Right?

Whether you look at q one, whether you look at the last few quarters, I mean, that's what's visible in the business. You know, that said, when I look at the take rate, there's a few factors. I mean, there's some natural seasonality in the business. You've seen that in q one of last year as well. The second point I would make is look.

Mean, our goal is to improve unit economics and invest that back in the business. We found some specific initiatives, you know, both around affordability as well as selection that we invested back in q one that drove not just the JOB growth, but the order growth, which we feel very good about. So, yeah, look, I mean, the business is scaled now. You're at the point where you're starting to see all of our categories grow. So the impact of mix shift is visible from a take rate perspective when you look at the overall business.

When you put all that together, right, that's what impacted the take rate in q one. But if you're thinking about it, user, from a modeling perspective, I would expect q two take rate to be higher than q one and the second half take rate to be higher than the first half. And to your question around, you know, what are the key factors that are driving it? One is we talked about seasonality. Q one, we lean into Dasher supply, that gets better as we go through the rest of the year, primarily because q one is a strong growth quarter for us.

Two, unit economics will continue to improve as we go through the rest of the year, and that'll continue to, you know, be a tailwind from a take rate perspective. Ads business continues to grow. That'll also be a tailwind. Net net, I mean, we feel good about where the overall business is, and our focus continues to be to drive the strong, you know, GOV growth that you're seeing in the business as well as overall EBITDA dollar production.

And, you know, in in regards to your second question, it's actually, you know, a similar story in terms of how we think about things, which is really how do we maximize long term profit dollars versus looking at unit margins. And, know, again, obviously, I'll be limited in terms of what I'll be able to say about Deliveroo. But with respect to how to think about it or a mental model of why we might be able to actually generate more profit dollars in the long run, I mean, you're really adding more scale to the same geography in this case, you know, Europe. And we believe that, if we can do that and, you know, take some of the lessons that we've learned in operating across other European countries as well as other parts of the world and bring it into the markets where Deliverr operates, we believe not only can we increase the scale of the business, but that, if we do it in a disciplined way that we have done historically across all of DoorDash's initiatives, that we can actually improve the underlying profit potential as well, which will allow us to even have more opportunities to invest should those be good investment opportunities.

But I think one of the important things to remember always about DoorDash is our capital allocation strategy has never changed. We only invest when we see something is actually working. For a start up project or for something you know, earlier stage, a lot of that starts with finding product market fit, finding great retention and and and frequency of use, building a product that is 10 times better than what's currently available. For later stage initiatives, a lot of it is looking at scaling the unit economics, improving those unit economics, reinvesting it back to give customers, more value, and then ultimately generating and maximizing long term profit dollars.

Thank you. Our next question comes from the line of Michael Morton from MoffettNathanson. Your line is open.

Hi, good morning, everybody. Thank you for the question. Can we follow-up, Robbie, on the net revenue margin commentary? And I would assume a lot of the affordability is coming in grocery. And I would love to know what type of behavior you're looking to drive in that.

Is that to bring new grocery orders or to the new users? Or is it to increase frequency? And then is there any like under the hood, is there any changes in competitive intensity you're seeing in the grocery market that are that is maybe driving some of the affordability push? And then one for Tony. To the extent you can talk about European food delivery due to limitations with the delivery, it seems like it's consolidating.

Wondering over the next several years, do you see any step changes in competitive intensity in those markets and how you maybe concentration playing out? Thanks, guys.

Hey, Mike. It's Ravi. I'll take the first one, right, on affordability and take rate. I mean, look. I mean, Mike, the goal for us has always been to reinvest back in the business.

Right? That's always been the number one goal as long as the investments make sense. Our you know, the way we try to do it is we try to generate efficiency. In every dollar of efficiency, we put that back in the business. Sometimes we invest behind consumers.

Sometimes it goes towards merchants, and other times it goes towards, you know, our courier supplier, Dasher supply. We invest in driving selection, you know, quality and affordability, and, you know, depending on, you know, what opportunities we find that changes depending on where we are in the cycle. This quarter, I mean, it was around specific affordability initiatives. I would say DashPass has been a key affordability lever for us. When look at the performance of DashPass, I mean, DashPass had a really strong quarter.

All time high in terms of number of subscribers. The number of users grow. Order frequency continues to grow. You're seeing that in the growth of DashPass itself. When you look at the growth in DashPass in q one, it accelerated, you know, compared to the prior quarter.

Overall, you know, what you're trying to do is ultimately bring efficiencies back in the pockets of consumers to ultimately drive more order volume, and you're doing that across both restaurants as well as grocery. I mean, to your second point around, is it driving MAUs in order frequency? I mean, I think it's a combination of both. Right? For us, it's two sides of the same coin.

I think we are seeing more users come back and order more with us, both across restaurants as well as grocery. And from a competitive dynamics perspective, nothing really has changed. When I look at the category share gain in our grocery business, we are very pleased. Right? We gained a healthy amount of share in q one compared to last year.

We continue to gain share quarter on quarter. And as we wrote in the letter last time, our expectation is that we'll be order volume share leaders, you know, the course of the next year.

Yes. I mean, I would say similar things to both of your questions, which is that we don't really focus on the competitive intensity. I mean, take something like affordability. I mean, are always going to want greater affordability, more selection, better service, higher quality. And that's something that we've been investing in since day one of the company.

It's something we'll continue to invest in irrespective of external factors. And we've continued to see gains across the board. And that's something that I kind of view with respect to European landscape. I mean, I think you know that, it's always been a competitive market regardless of where we play, whether it's in The United States, Europe, other countries. And I think, what I can say is that you know, this, at the end of the day, is a scale business, and it's also a business about, at least for us, always doing better for customers, and always introducing, you know, more local commerce products because we think we're in the earliest innings still of connecting every local business to every local consumer.

Yeah. Mike, what I would add, really, when you think about us talking about investments to make the underlying product better because, ultimately, that's what's driving the scale leading to the profit dollar production that you're seeing in the business. Right? Whether it's the organic portion of the business or even some of the inorganic things that we're talking about, it gives us an opportunity to invest more ultimately to drive more profit dollar production. That's the, you know, key, you know, formula that we try to use when we think about all of our lines of business.

Thank you. Our next question comes from the line of Andrew Boone from Citi. Your line is open.

Thanks so much for taking the question. I wanted to go back to take rate and pair it with sales and marketing. Take rate stepped down, implying more promotions, and sales and marketing also showed less leverage in 1Q. Can we just step back and talk about the efficiency in which you guys are driving demand? Was there incremental pressure there?

Is there anything else you guys are seeing? And then, Tony, in the press release, you talked about DashPass evolving and adding more value. Can you just speak to your vision for DashPass and how you see that evolving over the next couple of years? Thanks so much.

Sure. I mean, Andrew, I'll take, the take it in the sales and marketing. Right? Let me start with, sales and marketing. I mean, I would not read too much into it.

Right? Q one, typically, a seasonal quarter for us where you see strong volume growth. We lean into Dasher acquisition. We've done that last year. We've seen that year over year.

This is very seasonal for us in the fact that both q four, q '1 tend to be really good from a growth perspective, and we lean into supply to ensure that, you know, we can drive, you know, strong quality. You know, that said, when I look at the sales and marketing line over the last couple years, I mean, very pleased with the leverage that we've driven. Right? When I look at the product improvements that we made, whether it's on the consumer side or the Dasher side, all of that is driving the efficiency gains. And look at the list of features that we have yet to implement.

Know, I feel pretty comfortable that there's still a, you know, a lot of room for us to continue to drive leverage from an overall sales and marketing perspective. I will go back to the take rate. Right? I mean, like I said, if you're trying to model it, you know, and what I would say is the second half take rate is gonna be higher, and what's gonna drive that is, again, the business is gonna grow. Volume in second half is gonna be higher than the volume in the first half.

Unit economics are gonna continue to increase. There is seasonality in the business, which you've seen last year as well. Look. 2025 is gonna be no different than '24 or '23. We've executed against '24, '20 '3 just like we said we would, and '25 is gonna be exactly the same.

The focus continues to be, again, like I said, overall EBITDA dollar production. And when I look at

that in q one or the q two guide that we've given, when I compare that on a year over year basis, we feel pretty good about that.

With respect to the second question on DashPass, I mean, DashPass is the membership program or your membership program to the physical world, and that's kind of how we view it. Obviously, starts with two, the highest form of consumption. But we believe that if we can maximize the number of ways in which we connect local businesses to local consumers, there would be no other program in which you would have more or you'd gain, you know, more utility from. So that's really, you know, the ultimate goal, for DashPass.

You know, primarily, you know, the focus, is on making sure that we can make the product more useful. And if we can connect local businesses and local consumers in more ways, if we can improve the service offering of the products we currently have as well as build new products in order to achieve that objective, then we believe that DashPass has the potential to be the membership program in which you would derive the most utility from.

Thank you. Our next question comes from the line of Ken Gavroski from Wells Fargo. Your line is open.

Thank you. Good morning. If I could come back to the questions around Deliveroo and Europe, and I know you can only speak to these at a high level. But could you just talk a little bit more about entering into some of these markets in a number two or number three position? I understand it increases the addressable market for you in Europe.

But a UK consumer is different than a Norwegian consumer and they don't care about the restaurant supply in Norway. So help us understand your approach to these markets, not being in a leadership position currently, how you're thinking about that and maybe even the investment profile of those markets relative to growth today? And maybe the we'll just we'll hold it there.

Sure. I can start. Look, the the, a few things to make sure that, you know, we see eye to eye on context. You know, I I the first thing I would say is that the most important thing to profit production or the ability to generate profit is actually scale, less so your relative positioning. And I think you actually have to get to a lower level of detail to understand this.

And in terms of what we see, both in terms of our own operations, whether it's in The U. S, in Europe and other places, as well as what we've seen in Deliveroo, we think there's strong ability to generate great investment returns. Otherwise, we wouldn't be doing this. But that takes a lower level of study and analysis, which we've done. And and, you know, can't really comment on it at this point.

That that's really the key. And and, you know, back to the other comment I made earlier, in addition to having the foundation in which we can add scale to our investments in Europe, we also have the possibility to introduce new products to the market. We think that the combination of both of those activities is what allows us to have the opportunity to generate great investment returns. I mean, we've done this with Voalte in which we partnered three years ago at this point and have seen that and we believe a similar story can play out here.

Thank you. Our next question comes from the line of Doug Annes from JPMorgan. Your line is open.

Thanks for taking the question. Really good progress in grocery and you talked about a quarter of users purchasing across restaurants and grocery. What do you think is required to exceed the in store experience going forward? What kinds of innovations and improvements?

I appreciate it, Doug. I mean, look, mean, team has done a remarkable job getting us to this point. And, you know, I I think our our numbers kinda speak for themselves in terms of the performance. But you're right in saying that there's still a long ways to go before we can actually build a product that is 10 times better than the, you know, current leading product, which is shopping inside of a grocery store yourself. There's a lot of things that have to be done.

And, I mean, the that's not it's not necessarily one dimension in which we get judged, but making sure that we can get you exactly what you ordered, making sure that those products are affordable, making sure that the products are delivered with high accuracy and quality of service, and then obviously making sure that the customer support experience is excellent, especially if something goes wrong. I mean, there there are investments in all of those areas required in order to, have a chance at being able to to, match the physical shopping experience.

actually believe, and and and, you know, these were hypotheses four or five years ago. But we're starting to see evidence that there are there are opportunities in which, the online experience can actually beat the the offline, you know, shopping experience. You know, to to give you one example, I mean, you see this, for instance, with our Double Dash product where it's hard. Right? When you're even when you're shopping offline, even when you're in the store, even when you're in the intent of, you know, thinking about all of your shopping needs, that you may forget things.

And, as a result, when you have products like Double Dash where you can shop from multiple stores on the same go, that's a pretty cool experience where it makes it even easier, to be able to shop the entire catalog from the city. Now we got a lot of work to do to be able to actually allow you to shop from, every single catalog in the city. We're working on that. But I do think that at some point, there is the potential in which the online shopping experience can even exceed the offline shopping experience. But we're still in the work of just getting the basics right.

We feel like, you know, the the the biggest form of competition is always the customer expectation. We've certainly have done a lot better than when we got started four, five years ago, but we got a long ways to go.

DoorDash (DASH) Q1 2025 Earnings Call Transcript

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