Exclusive Interview with Adrián Mayans, CEO of Glovo Tunisia
Since taking the helm of Glovo Tunisia, Adrián Mayans has surprised everyone by prioritizing the improvement of the work environment and talent valuation over operational efficiency. This strategic choice sheds light on his overall vision, which he details in this exclusive interview.
Adapting Glovo's Strategy to the Tunisian Context
How did you adapt Glovo's strategy to the Tunisian market? The strength of Glovo lies in its clear strategy in the delivery universe. Our ambition is simple: to become the leader in the food delivery segment and then capitalize on this attractiveness to develop other verticals such as grocery shopping, flowers, electronics, or quick commerce in the broad sense. Food remains the entry point, but if we project ourselves ten years ahead, it will no longer represent a significant part of our activity, as other services will take on much greater importance. In Tunisia, this strategy has translated into close collaboration with local restaurants and partners to understand Tunisian tastes and meet their specific expectations. We have also invested heavily in our technology to process bank card payments, a particularly sensitive issue in this market. Of course, we had to adapt our processes to respect Tunisian regulations, particularly those of the Central Bank regarding cash collection and financial flows. This is in addition to a strong localization effort, with advertising campaigns and operations designed with local actors. However, at the heart of the business, the fundamentals remain similar from one country to another: whether we are in Tunisia or Kazakhstan, the basics remain the same.
Achievements in Tunisia
Looking back on your mandate in Tunisia, what are the accomplishments you are most proud of? My experience in Tunisia is still recent – barely a year – which naturally limits the scope of the impact we can claim. However, several achievements already make me particularly proud. The first concerns the development of the local team. We have managed to attract quality talent and offer them a more motivating work environment, with a modern headquarters and new benefits that strengthen our attractiveness as an employer. For me, building a solid team is just as important as commercial results. On the business side, Tunisia has established itself in 2024 as the market with the strongest growth within the Glovo group. This success reflects both the relevance of our strategy and the commitment of our teams. We have also enriched our offer far beyond restaurants, integrating highly demanded verticals by consumers: butchers, florists, and reference brands like Carrefour or Monoprix. In parallel, we are working on introducing more modern and fluid payment methods to facilitate the use of bank cards. In one year, Glovo has thus established itself as a key player in e-commerce in Tunisia. While there are no official consolidated market share data yet, one fact is clear: in the minds of consumers, Glovo is today the reference for food delivery. That being said, our sector remains highly localized. At the national level, we are leaders, but if we zoom in city by city, the landscape changes: for example, in Gabès, there is Rapido; in Sousse, there is Menutium. This is the particularity of our industry: a market that is both national and extremely local, where each city can have its own leader. It is this complexity that makes our job exciting and stimulating.
Innovation and Consumer Adoption
What innovation do you think has been the most decisive in accelerating the adoption of Glovo by Tunisian consumers? I wouldn't talk about a spectacular innovation, but rather a major strategic axis: customer service. We have invested heavily in this area because it is where a large part of the user experience is played out. Of course, with millions of orders per year, it is impossible to achieve perfection. About 2% of orders encounter a problem, but we ensure that an agent is always available to provide a solution. Our decisions are based on solid statistical data and evidence provided by our customers. The challenge is to balance two risks: being too rigid to the detriment of the customer experience or, on the contrary, being too conciliatory and seeing some abuse. Beyond this policy, we have set up real-time tracking of each order. The customer can know exactly where their meal is: order received by the restaurant, accepted, in preparation, waiting for the delivery person, taken over, and then estimated time remaining before delivery.
Managing Relations with Delivery Personnel
How do you manage your relationships with delivery personnel in Tunisia? The objective is clear: we are aware of the need to strengthen their security. Moreover, a complete team is dedicated to improving their service quality and working conditions. Today, we manage nearly 2,000 delivery personnel, all of whom work as independent entrepreneurs, which guarantees respect for their tax obligations and the freedom to choose their schedules, delivery areas, or the orders they wish to accept. These are 2,000 couriers for whom Glovo represents a flexible source of income. On average, a delivery person connected 48 hours a week earns around 1,300 dinars gross, or about 1,100 dinars net after expenses. This is an income higher than that of many unskilled jobs in Tunisia, such as restaurants or security. This job remains demanding, but it is valued, particularly thanks to bonuses that can reach +30% in case of rain or extreme heat. Finally, our entire management team, including myself, regularly performs deliveries to stay connected to the realities of the field and the daily challenges of our couriers. We also offer them concrete benefits: insurance (accidents, illness, paternity), discounts through partnerships, road safety training, and the upcoming distribution of 1,000 protective equipment. The most senior delivery personnel benefit from additional bonuses.
Future Projects for Tunisia
What are your next projects for Tunisia? Glovo defines itself first and foremost as a technology company. If food delivery remains a relatively simple sector without expected upheaval in the short term – drones are not expected before a decade – the company is already preparing two major strategic developments. The first is the launch of Glovo Prime, a subscription offering unlimited deliveries and exclusive discounts in certain partner restaurants. The second, even more ambitious, concerns digital payments. Today, due to the lack of adapted infrastructure, Tunisians cannot subscribe to services like Netflix, Spotify, or YouTube Premium, which require recurring bank card payments. Glovo is working with the SMT and the Central Bank to modernize this framework and pave the way for online subscriptions. In the long term, the application could allow users to directly pay their electricity, phone, or sports subscription bills. Our ambition is clear: to simplify the daily lives of Tunisians and make Glovo a key player not only in delivery but also in digital inclusion.
Message to the Team and Successor
If you had to address a message to your team and your successor, what would it be? My message is simple: never lose sight of the essentials. The success of a company like Glovo rests on three foundations: fully satisfying customers, supporting delivery personnel, and offering a reliable service to restaurants. Customers expect hot meals delivered quickly, in good condition, but also to find their favorite restaurants on the application with a smooth and attractive experience. Delivery personnel, at the heart of the model, must be better trained, protected, and valued to work safely and with dignity. As for restaurants, they are looking for a partner that brings them visibility and new customers. Today, Glovo has nearly 1.5 million app openings per month in Tunisia and reaches one person out of six in Greater Tunis. The opening of offices in Sfax and soon in Sousse marks a new stage in our expansion. The future is promising: as long as we set the bar high and remain focused on these fundamentals, nothing can slow down this dynamic.
