Shopee India: Scaling from Launch to a Million Daily Orders

Peeyush joined Shopee India when the team had around ten members and no legal entity in place. His initial mandate was to make the platform launch-ready, which meant standing up every function the business needed before it could go live.

He worked across logistics partnerships, returns policy, contact center setup, payments, legal, compliance, and fraud and risk. Where there was no designated owner, he became the de facto one. The goal was to get every function to a state where the platform could launch without a critical gap.

From Launch to Scale

Within roughly six weeks of launch, Shopee India reached over a million daily orders. The pace of growth created immediate pressure on every operational function. Peeyush's role shifted into strategic governance: tracking KPIs across departments, identifying where things were breaking, parachuting in to fix them, building a process, and handing it back to the team.

He also owned the org ramp-up planning. He modeled the headcount requirements needed to support the order volume trajectory, broke it down by department and month, and worked with HR to execute the hiring. He was involved in early-stage screening, assessing candidates for their fit in a high-growth, cross-border environment.

Strategic Roadmap

As the business stabilized, Peeyush worked with the Singapore headquarters on the strategic roadmap: whether to expand into financial services, whether to build proprietary logistics capabilities, and what new entity structures and regulatory approvals that would require. He coordinated FDI structuring, central bank engagement for fintech licenses, and new entity creation as the business moved beyond pure e-commerce.