You could say we are fine-tuning our long-term plan. We have put down Rs 514 crore on a few key buys, are pushing products with the help of AI and are seeing to it that there is no wobble at the top. “The strength of this comes from the fact that India’s domestic travel is what it is for us,” says co-founder and CEO Rikant Pittie. “It makes up close to 90 per cent of our revenue.”
Pittie calls the recent round of deals a case of going for depth, not just for the sake of being everywhere. The five we closed in November 2025, all by way of share-swap, were chosen because they made sense for the business and the customer, not to put a number on the table. In the face of stiffer competition in online travel, he sees them as a must.
Strategy and market positioning
For Pittie, the road ahead is about a more seamless platform and the kind of value that keeps a customer coming back. We are not out to expand if there is no point to it; we want to be where the demand is, put in place better service and make sure we can hold our ground.
In his words, you can break it down like this:
– Five share-swap deals in November 2025
– A total of Rs 514 crore on the line
– Growth from the domestic side, where the travellers are
– Upgrades and personalisation, powered by AI
– A firm hand on governance to see things through
– Some heritage-based experiences to bring in visitors
It is a move away from simply closing transactions to building something around them. Put the M&A, the tech and the brand together and you have a position where you can win on loyalty and cross-selling.
Domestic demand anchors revenue
Our customers in India are calling the shots. “Almost 90 per cent of what we do is on the domestic front,” Pittie will tell you, and it is driven by a lot of interest in the cultural, spiritual and regional side of tourism here.
That has its advantages. When you are built on a domestic base, you are less at the mercy of what is happening in the rest of the world. It gives you the room to focus on what is local and put in the work to be relevant in the regions you serve.
Technology bets amid rising competition
We are putting money into AI to make our services and our digital side stronger, Pittie says. With other platforms getting bigger, we need to be on top of how we handle discovery, the planning of a trip and the support after the sale.
If you add in what we have just acquired, the idea is to be with the traveller at every step. “We want to be more responsive and, in time, the unit economics will be better for it,” he adds.
Leadership continuity and governance
As for the changes at the helm, with Nishant and Prashant moving on from their roles as CEO and MD last year, Pittie is quick to say it was just part of the course. “We have a very capable set of professionals and a management team with experience,” he insists. “The processes are in order.”
He is clear that role changes don’t alter the objective: we are still on to long-term growth and keeping the business ecosystem in good health.
CSR aligns with tourism push
Case in point: the ‘Savee’ cafeteria we put in at the Qutub Minar in Delhi. It is an EaseMyTrip Foundation project, done in tandem with the Archaeological Survey of India under the government’s Adopt a Heritage scheme.
“There is a lot of scope for more of these kinds of initiatives in the heritage space,” Pittie says. It is a way to have some impact while also serving the very thing that drives our numbers: domestic tourism.
The path is laid out. We will be making the most of the November 2025 acquisitions, let the AI do its work and capitalise on the demand in India. Do it right and this Rs 514 crore in consolidation is what will define our next chapter.
