>> “It was very easy to get new subscriptions online and get into contracts with a company. Like there was little to no control,” one former employee, who worke

>> “It was very easy to get new subscriptions online and get into contracts with a company. Like there was little to no control,” one former employee, who worked in the product department at the Lahore headquarters, told Rest of World. “We had a lot of power to make decisions — like, I made a deal for $100,000 and all I had to do was send an email to management,” the employee said. And this is why compliance is such an important thing in companies, everyone being able to source whatever they want is guaranteed disaster. The rest so reads like a bucket list of how not to run logistics and supply chains. All done by people in management who had no place on those domains to begin with. Warehouses set up in days? Sure, cool if you are able to do so. If you are not, you setting up your ops up for failure. Bad inventory control, ignoring shelf life? Failing at the core of what eCommerce is about. No inventory strategy, warehouse network planning? Sure way to never ever be profitable. It reads like Airlift was moving fast down the pre-inflation path of VC funded, not sustainable growth to dump the whole thing on clueless retail investors through an IPO or SPAC. I expect more stories like this to emerge in the next months. Edit: >> “We developed one of the most sophisticated remote surveillance networks with 30+ cameras in each warehouse that operated 24 hours/day.” -> According to the aeticle Gul, the airlift founder, said that. This is not how you monitor pilferage. You do it by recording inventory movements, orders and deviations. CCTV can them help find the perpetrators of theft, if there is any. Heck, ops wise these people had no idea what they did.. Edit 2: Typos