This is a profitable business.
Backed by delivery drivers
and restaurateurs.
Animosity.
Together, they are an unstoppable
growth mechanism.

The Driver Problem

We've researched extensively online and spoken to numerous Uber drivers. The animosity is real. Thousands of videos document driver complaints about commission, algorithms, and unfair treatment.

"Only do this as a second job. They'll do anything to underpay you until the government itself has to step in."

"I complained about high commission. A week later, my account was sandbagged. I went from £250/day to £80/day."

"Tip baiting. Customer promised $9.07. After delivery, reduced to $3.01. Support does nothing."

"Ratings don't matter. The algorithm is rigged. Success depends on luck, not effort."

The Restaurant Problem

We're currently surveying restaurants in Cape Town. The results are striking.

This isn't about feature parity or app design. This is about desperation. Restaurants are ready to leave. They're waiting for an alternative.

How VAYA Takes Market Share in Food Delivery

Food delivery riders don't need to abandon Uber Eats entirely. They run two to three delivery apps simultaneously—zero friction, zero cost.

But here's the growth mechanism: delivery riders tell customers to download VAYA.

A rider arrives with a food order and says: "Hey, this new app has better rates for us and faster delivery for you. No surge pricing. Download it." The customer tries it. They see their order arrive faster, prices are lower, service is better. They switch.

More food customers → More delivery density → Even faster pickup times → Exponential growth

This is organic, word-of-mouth, rider-powered growth. It costs almost nothing. And Uber Eats can't stop it—they can't prevent riders from mentioning competitors. When riders actively recruit customers away, Uber Eats' network begins to collapse.

Why Incumbents Can't Respond

Uber Eats is not just being unfair—they're being deliberately arrogant. They've bullied their way into every market. Their strategy is simple: set the rules, never negotiate, and crush anyone who doesn't like it.

But here's their fatal weakness: they can't stop riders from telling customers about alternatives. And they won't lower commissions—their entire shareholder model depends on extraction.

Once riders start actively evangelizing VAYA to every customer pickup, Uber Eats' network begins to unravel. They can't prevent this—it's organic word-of-mouth. They won't lower commissions because their business model breaks if they do. So they'll watch as riders, one customer at a time, move to VAYA.

Single founder? Yes. Single-minded? No.

I spent 18 months driving for Uber. I managed fast-paced retail operations across multiple locations in a diverse environment. I understand cross-functional business operations, revenue drivers, and the frustration that drives delivery workers away from incumbents.

But here's what I'm not: I'm not a one-person operation pretending to be complete. I can't be in two places at once. I don't have all the skills required to scale a platform across two continents.

What I am is self-aware about what I don't know—and actively committed to building a team. My sister brings financial operations expertise. The right investors bring market knowledge, network access, regulatory navigation, and operational scale.

This isn't a weakness. It's an invitation.

The best founders don't build alone. They attract partners who multiply their capability. I want a team around me. I'm willing to take a backseat in instances where others have expertise I don't. After 16 months of wrapping my head around this problem, I've developed deep knowledge—but I'm completely open to direction from people who see what I've missed. Your expertise becomes our advantage.

24-Month
Execution Roadmap

Use of £40,000 SEIS Raise