At inDrive, people always come before profits, says its Chief Ride Hailing Officer

Evgenia Matrosova is a London-based business leader and strategist, currently serving as Chief Ride Hailing Officer at inDrive, a global mobility and urban services platform. Her career spans leadership roles at inDrive and Yandex Eats. Her expertise covers ride-hailing, food delivery, and digital platforms, with a focus on operational excellence, market expansion, and user-centric growth strategies.

Evgenia completed an executive program at the Kellogg School of Management, Northwestern University (2022–2023). At inDrive, she plays a key role in shaping the company’s global ride-hailing strategy and overseeing its continued expansion across diverse markets.

Following are the edited excerpts of a recent conversation BR Research had with her:

BR Research: How has ride-hailing become an important solution for urban mobility in Pakistan, and how has it helped fill gaps in public transport?

EM: Pakistan’s cities are growing faster than public transport infrastructure can keep up. Ride-hailing has become an essential part of the urban mobility ecosystem by filling gaps in coverage, convenience, and safety. For millions of people, it’s not just a matter of comfort; it’s access to work, to education, to opportunity.

What makes inDrive different is our peer-to-peer model, making it the most transparent ride-hailing model in the world. Unlike platforms that fix prices through algorithms, inDrive gives both passengers and drivers the freedom to negotiate and agree on a price that feels fair to both sides. Passengers aren’t at the mercy of surge pricing, and drivers aren’t limited by low, platform-imposed rates. It’s a people-first system that gives you choice, transparency, and dignity.

This model has a profound impact in markets like Pakistan, where every rupee counts. It ensures drivers earn what they deserve, while passengers still benefit from affordable mobility on their own terms, making urban transport more equitable. By combining digital convenience with fairness, our goal is to help cities move in a more inclusive, people-centric way.

BRR: How do you see Pakistan’s ride-hailing market evolving over the next few years, and what role will inDrive play in shaping that future?

EM: Pakistan’s ride-hailing market will continue to expand as smartphones, digital payments, and on-demand habits spread to secondary and peri-urban areas. We expect three clear shifts: more affordable two- and three-wheeler options for everyday trips alongside growing demand for premium ride-hailing; closer integration with public transport; and a stronger focus on safety, inclusion, and reliability—especially for women and late-night riders. EVs will also gain momentum as cost and sustainability pressures rise.

inDrive will help shape that future by doubling down on access and affordability. Our peer-to-peer model allows riders and drivers to agree on a fair price directly, which is crucial in a price-sensitive market and in areas underserved by traditional transit.

As we grow, our focus remains on serving all customer segments—from daily commuters and students to families and intercity travellers—ensuring that everyone can access reliable mobility at a fair price. Whether it’s offering more affordable categories or introducing eco-friendly vehicle options, inDrive’s mission is to make transportation equitable and sustainable for every community we serve.

Our goal is simple: make urban mobility in Pakistan more connected, more inclusive, and more affordable.

BRR: In what ways is inDrive’s negotiation model shaping the future of urban mobility?

EM: People in Pakistan know what they want, and they don’t settle for less. That’s why inDrive’s peer-to-peer model fits so perfectly here. Instead of relying on surge pricing or hidden algorithms, our platform lets people decide what’s fair. Passengers can offer a price that suits their budget, and drivers can choose rides that work for them. It’s a system built on fairness and choice, putting control back in people’s hands and shaping a more transparent mobility ecosystem.

This model represents a new way forward for urban mobility. By putting people at the centre of every interaction, we’re building a system based on trust and mutual respect. It challenges the traditional power imbalance in ride-hailing and creates a more human, community-driven future where choice, dignity, and fairness define how cities move.

What’s remarkable is that this model isn’t just thriving in Pakistan; it has been embraced in more than 982 cities across 48 countries. Wherever we operate, people respond to the same universal idea: that fairness and transparency should drive technology, not the other way around.

BRR: How does the ride-hailing industry create jobs and support livelihoods?

EM: The ride-hailing industry has become a major source of income and opportunity across Pakistan. At inDrive, we believe drivers are independent entrepreneurs. Our model is built to help every driver maximise their income and grow sustainably. We offer flexible, accessible work for thousands of drivers who often face limited employment options. Whether full-time or part-time, ride-hailing enables people to earn on their own terms, set their schedules, and supplement other income streams.

Ultimately, our goal is to empower drivers not just to make a living, but to build livelihoods, creating a stronger, fairer, and more self-sustaining ecosystem for everyone on the platform.

Our unique peer-to-peer model allows drivers to negotiate fares directly with passengers, ensuring fairer earnings and greater transparency. We also aim to lower barriers to entry by keeping commissions low and offering digital tools that help drivers manage their business more efficiently.

By connecting people who need rides with those who can provide them, ride-hailing creates a dynamic ecosystem that fuels local economies, supports small entrepreneurs, and promotes upward mobility across cities and communities.

BRR: What measures is inDrive taking to ensure fair earnings and long-term sustainability for drivers, especially amid rising fuel and maintenance costs?

EM: At inDrive, people always come before profits. We maintain some of the lowest commissions in the market, so drivers keep more of what they earn. During crises, we go the extra mile to support our community. For example, during Karachi’s recent floods, we reduced commissions to zero so drivers who were unable to operate could make up for lost earnings the week after.

Drivers now earn through multiple verticals: rides, intercity, courier, and freight. In the future, we hope to bring inDrive.Money to Pakistan, offering our drivers access to microloans and tailored financial products.

We’ve also launched partnerships that offer in-ride insurance, discounted healthcare, flexible payment plans, and free digital skills training, all aimed at promoting drivers’ long-term financial well-being.

BRR: How does inDrive’s unique model and community-centred approach empower both passengers and drivers?

EM: inDrive fosters mutual empowerment by giving both passengers and drivers the freedom to negotiate fares and make informed choices. Passengers benefit from being able to negotiate their own fare and select their own driver, along with access to in-app safety features and community support initiatives. Drivers are similarly empowered with freedom of choice: not only do they retain a larger share of their earnings through lower commissions, but they can also select their passengers, negotiate fares, and get in-app safety support. This transparency builds trust and makes inDrive a community-driven ecosystem.

BRR: How is inDrive expanding mobility access in underserved regions and smaller cities where other platforms don’t operate?

EM: Our model thrives where others hesitate to go. Because we don’t rely on costly infrastructure, unsustainable discounts, or fixed pricing algorithms, inDrive can operate efficiently in smaller cities and rural towns. We were pleasantly surprised to find that some of our best-performing cities are underserved communities that have historically been overlooked.

In Pakistan, we’re now active in 20+ cities for ride-hailing and 200+ for intercity routes, bringing reliable, affordable transport to communities long overlooked by traditional players.

BRR: What specific protocol does inDrive follow to screen drivers and vehicles, and how does this process protect both passengers and drivers within your peer-to-peer model?

EM: Every driver undergoes strict verification, including ID, driver’s license, vehicle registration, vehicle fitness checks, and facial recognition to ensure real-time identity matching. This multilayered screening builds a secure and trusted environment for everyone.

Of course, as technology evolves, so do the ways people attempt to bypass it. We’re fully aware of that, which is why our teams are constantly innovating to enhance verification tools, tighten driver screening, and use modern technology to keep our community safe.

BRR: What concrete steps is inDrive taking to engage with competitors, regulatory bodies, and law enforcement to enhance ride-hailing safety standards in Pakistan?

EM: We believe that safety must be a shared effort. We advocate for a collaborative safety framework for the entire ride-hailing ecosystem, one where platforms, regulators, and law enforcement function as equal stakeholders in protecting people on the move.

Safety cannot exist in silos; it demands shared accountability, open data exchange, and coordinated response mechanisms. By aligning on these principles, we can move from isolated interventions to a unified standard of trust and protection, ensuring that every passenger and driver, on every platform, feels secure by design.

We work closely with regulators and law enforcement on various projects, policies, and cases to further this goal. Recently, for instance, we partnered with the Lahore Police to help dismantle a criminal group that impersonated drivers. We also support initiatives like the Punjab Ride-Hailing Bill, which will help formalise safety standards across the sector.

Ultimately, we want to build an ecosystem where passengers and drivers alike feel protected, no matter which platform they use.

BRR: How do you, as a company, stay true to your mission of ‘Challenging injustice’?

EM: “Challenging injustice” is in our DNA. inDrive was born when people stood up against unfair taxi pricing, much like the black-taxi mafia in Pakistan. That spirit continues today. We challenge economic, geographic, and algorithmic injustice, ensuring fair access, fair earnings, and fair treatment. Pakistan is a key part of our global goal to positively impact one billion lives by 2030 through fair mobility, economic empowerment, and community investment.

BRR: How does your global team use local data and feedback from Pakistan to improve the service while keeping it human-centric?

EM: At inDrive, we believe the best ideas come from the ground up. Every market teaches us something new, and Pakistan, in particular, has been a huge source of insight. Our local teams are constantly gathering feedback from drivers and passengers, helping us adapt our features to real needs, not assumptions.

For instance, we’ve learned that people here value flexibility, transparency, and fairness above all, and that shapes everything from our app design to our safety tools. We also analyse local travel patterns to improve routes, reduce wait times, and make the platform more efficient.

BRR: What steps are you taking to invest in infrastructure, driver retention, and user acquisition to maintain your lead?

EM: Our focus is on strengthening the foundation of fair mobility: reliable systems, empowered drivers, and user trust. We’re continuously improving our platform to make rides smoother, safer, and more efficient.

We keep commissions low so drivers can retain most of their earnings and support them through well-being initiatives like healthcare discounts and flexible earning options across rides, courier, and intercity services. Additionally, we offer driver engagement and loyalty programs, including quarterly raffle campaigns, which recognise consistent performance and honour top drivers. These initiatives are designed to keep our driver community motivated, recognised, and connected to the larger purpose of fair mobility.

For users, our growth is built on trust: people choose inDrive because it’s fair, transparent, and gives them choice.

BRR: Are there plans to expand beyond ride-hailing, such as logistics, delivery, or EV adoption in Pakistan?

EM: Absolutely. Mobility is just the beginning; our long-term vision is to make inDrive more than just a ride-hailing platform. We’re building a movement that connects people, services, and opportunities through one ecosystem.

Our courier and freight services are already live, giving individuals and small businesses new ways to earn and grow. We’re also working with partners to promote affordable access to electric mobility, helping build a cleaner and more sustainable transport future.

We’ve partnered with Krave Mart, a leading quick-commerce platform, to expand access to fast, reliable grocery delivery through the inDrive app. This partnership showcases how we’re integrating local expertise to offer more everyday services while creating income opportunities for delivery partners and small businesses.

Our goal is to become a super app that gives people opportunities across multiple verticals, while staying true to our core mission of fairness and challenging injustice.