Breaking the algorithm: How inDrive’s democratic model empowers drivers and riders

Expanding horizons: inDrive’s market strategy 

inDrive’s global expansion is built on a strategy of intentional growth across emerging and developed economies. It focuses particularly on markets where its democratic model of ride-hailing can deliver the greatest impact. Rather than concentrating solely on high-profile urban centres, inDrive carefully balances its reach across diverse geographies.

“We find a lot of impact in emerging economies,” Kruger explained, adding that these regions benefit most from their approach. Markets like Egypt and Pakistan, where ride-hailing apps are becoming essential services, have given inDrive a significant edge. “In some areas, we reach market shares between 80-90%,” he shared, highlighting the company’s success in penetrating these markets.

However, inDrive is not interested in aggressive expansion. “We don’t need to dominate the market,” said Kruger. “We’re quite happy to sit in a niche and supply a certain segment.” This balanced approach allows the company to grow sustainably while exploring premium service offerings aimed at luxury travellers without cannibalising its existing customer base.

The democratic ride-hailing model 

Instead of relying on algorithms to dictate fares, inDrive empowers passengers and drivers to negotiate directly, giving them the freedom to choose their terms. As Kruger explained, “With inDrive, the choice is in the customer. You can say, ‘I need to get to the airport,’ and propose a fare—then drivers can respond with their offers.” This system provides both drivers and passengers a sense of autonomy, where the value of each ride is mutually agreed upon, not imposed.

Kruger highlighted the significance of user control, describing it as “an incredibly liberating experience.” For instance, customers can choose rides based on specific preferences—whether they prioritise cost, speed, or comfort. “If I have four kids, I might choose an air-conditioned SUV, but if I need to get somewhere quickly, I can take the driver who’s just two minutes away,” he said.

The model also grants flexibility to drivers, distinguishing inDrive from other platforms that penalise drivers for declining rides. “With traditional ride-hailing platforms, drivers are penalised if they reject too many rides. It impacts their incentives and earnings,” Kruger said. “We don’t force drivers to take rides. They’re free to accept bids that match their needs. They can even run our app in the background while working for other services.”

This freedom ensures that drivers remain in control of their earnings. Kruger elaborated, “Our fare is always fair to both the customer and the driver. Drivers get to decide if a ride makes sense for them—whether it’s rush hour or if they have higher expenses running a more premium vehicle.” This balance creates a marketplace driven by mutual consent, unlike platforms where algorithms often favour either the customer or the driver depending on demand conditions.

Moreover, the negotiation model serves as a safeguard against exploitation. Kruger emphasised, “We don’t squeeze the drivers or customers with surges. The market decides the price, not the algorithm.” This structure fosters transparency and trust—qualities that inDrive believes are essential for building long-term relationships with both drivers and riders.

Impact beyond mobility: A broader mission 

InDrive has integrated social responsibility into the core of its business model, aiming to empower drivers, improve communities, and address social inequalities. “Our fundamental values are about fighting social injustice,” said Kruger.

One of inDrive’s key contributions is its support for drivers in vulnerable situations, offering services that promote financial inclusion. “We’ve started providing capabilities like micro-loans, which pull drivers out of difficult situations or help them through life’s hiccups,” Kruger shared. “For many, becoming a driver allowed them to push through hard times.” In regions like the Middle East and South Asia, where traditional banking systems are often out of reach for gig workers, inDrive’s approach offers an innovative solution. “We know many drivers can’t show six months of payslips to get a loan. We’re building services to fill that gap, giving drivers the financial tools they need to thrive.”

InDrive’s impact extends beyond drivers to the broader community. Through initiatives like micro-loans and affordable services, inDrive helps women, especially single mothers, gain economic independence. “In places with patriarchal structures, we’ve seen incredible success stories of women using our platform to generate income,” Kruger said. “The ability to earn through driving offers a new sense of freedom.”

Transition to a super app

inDrive is preparing for a strategic evolution, aiming to go beyond ride-hailing and become a multi-vertical super app. “We’re moving from being just a ride-hailing app to launching delivery hubs and developing a full suite of services,” said Kruger. This shift will allow inDrive to consolidate multiple offerings, from courier and cargo delivery to financial services, all within a single, accessible platform.

Kruger highlighted the difference between a typical super app and inDrive’s vision. “Our strategy is not a single app crammed with everything but more of a multi-app approach,” he explained. “We’ll still offer ride-hailing, but users will also have access to other verticals like delivery and intercity transportation. Over time, this structure will enable us to better serve different segments without compromising the user experience.”

A key component of this transformation lies in market-specific rollouts. Kruger shared that the company is starting in regions with strong ride-hailing adoption, such as Pakistan and select areas in South America. “Transitioning from a single-service app to a multi-service super app requires a dominant market share in ride-hailing to serve as a foundation,” he explained. “We are currently building out the team, architecting the platform, and launching discovery and recommendation systems to support the rollout of these new verticals.”

The super app model aligns with inDrive’s mission of democratising access to essential services. “It’s all about giving users more choice and control,” Kruger emphasised. “Whether it’s mobility, delivery, or financial services, we’re creating an ecosystem where people can access everything they need through a fair, transparent, and empowering platform.” 

Embracing AI for safety and personalisation 

As inDrive expands its offerings, the company is leveraging artificial intelligence (AI) to enhance both user experience and operational efficiency. Kruger emphasised the importance of AI in their operations, stating, “You either get on the AI train, or you get left behind. It’s about more than just hype—it’s crystallising into tools we can use to better serve customers.”

AI plays a vital role in ensuring safety on the platform, particularly in driver onboarding. “We use AI for document verification, cross-referencing IDs with criminal databases, and performing background checks,” Kruger explained. This allows inDrive to prevent fraudulent activities, such as drivers lending cars to unregistered individuals. “We ensure the driver matches the registered profile—no photoshopped licences can slip through,” he added.

Beyond safety, AI also enables personalisation. The company is shifting from a “one-size-fits-all” approach to tailored services that meet the specific needs of each user. “Previously, every customer had the same experience when booking a ride,” said Kruger. “Now, through AI, we can suggest journeys based on individual priorities—some might prefer reliability over price, while others seek the most economical option.” This approach ensures that each rider receives relevant recommendations without compromising the platform’s ethical stance of offering fair choices to all users.

AI also improves the company’s back-end efficiency by supporting customer service operations. “We use AI to analyse customer feedback, categorise support tickets, and automate routine interactions,” Kruger noted. This helps streamline operations and reduces the load on support staff, ensuring faster resolutions and a more seamless user experience.

Regulation and market challenges

Operating across diverse markets, inDrive encounters a range of regulatory challenges, but the company sees these challenges as both obstacles and opportunities. “Regulation is both good and bad,” said Kruger. “We embrace it where it supports customer safety and reliability, but we also challenge outdated systems that no longer serve the customer well.” InDrive’s approach reflects its mission of balancing compliance with disruption to ensure fair access to mobility services.

Kruger emphasised that navigating regulation requires a nuanced approach, particularly in markets with deeply rooted industries. “In some regions, like Brazil, traditional taxis and other local industries strongly influence regulations. Moving into these spaces requires sensitivity to local dynamics,” he said. “We want to disrupt only where we can offer a better experience without compromising the benefits that existing systems provide.”

Regulatory frameworks also shape inDrive’s operations in the evolving fintech space. “We welcome regulations like GDPR and those that protect user privacy, but at the same time, we want to challenge financial incumbents that prevent us from offering better banking experiences,” Kruger noted. The company’s strategy is to develop neo-banking solutions for gig economy workers—many of whom will be accessing financial services for the first time through inDrive’s platform.

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Through this pragmatic approach, inDrive aims to strike a balance between innovation and compliance, paving the way for sustainable growth. “Our goal is to democratise access to services—whether that’s mobility or finance—while respecting the regulations that ensure safety and trust,” Kruger concluded. This ability to adapt and evolve within different regulatory environments positions inDrive as a resilient and agile player in the global mobility landscape.