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In real-world forecasting applications, it is a challenge to balance accuracy and speed. We can achieve high accuracy by running numerous models and configuration combinations and we gain speed through running fast, computationally inexpensive models. We explore a number of models and configuration combinations at DoorDash to forecast demand on our platform. However, the challenge is to build a forecast model that is highly accurate while also running fast and cheap. To address this  accuracy vs. speed and cost tradeoff,  our forecasting team built a new model called ELITE for Ensemble Learning for Improved Time-series Estimation. The new model uses ensemble models for forecasting instead of optimizing one individual model — allowing computationally efficient models to combine in a way that increases overall accuracy.

Here we discuss how we developed this ensemble model approach to:

  • maintain accuracy while significantly reducing runtime, making it feasible to generate forecasts on targets with high dimensionality.
  • generate huge computation cost savings through:
    • applying a computationally efficient training framework.
    • optimizing on the infrastructure settings to accommodate the training process on Ray cluster, which was also leveraged by OpenAI for GPT training.
  • reduce maintenance effort by creating a highly automated framework to swap in any models.

Limits on forecasting with an individual model pipeline

In recent years, forecasting models have advanced from traditional time series frameworks to increasingly complex deep learning architectures in order to capture the volatile dynamics of real-world scenarios. However, subjectively picking a single model to make accurate forecasts for every target is unrealistic. Therefore, in many industrial practices, a forecasting toolbox applies a selection framework to explore a wide range of models and configurations, carefully evaluating each model’s performance on each target before generating final forecasts from the best performer. The configuration space includes not only model parameters, but also options for processing data such as data cleaning, transforming, and outlier handling as well as causal factors, including holidays, weather, or promotions. At DoorDash, we’ve built a forecast factory to enable these functionalities.

But this type of forecasting pipeline is limited by its computational burden. Beyond the complexity of training increasingly complicated model structures, configuration combinations grow exponentially when we add an additional option to each entry. For example, suppose we have 10 configs and each config has two options, meaning we have 210 combinations. When we add an additional option to a single config, the config combinations increase by 29. As a result, we must search exhaustively, for instance via a grid search, over thousands of config combinations for each forecasting target, consuming hours of execution time and hundreds of dollars in computational cost per run. Moreover, a rolling window cross-validation process must be applied to evaluate each model’s forecasting performance. Although this grid search method maintains high accuracy for a wide range of forecasting targets, it also significantly increases both runtime and computation costs as we support more use cases. 

At DoorDash, forecasts are generated for highly granular targets, which makes running forecasting models more computationally expensive or even prohibitive. For example, we have tens of thousands of targets when we make forecasts on delivery time in switchback-level experiments to create covariates for variance reduction. But computational limits could block these  use cases because of unacceptably long running times or high cluster costs. These limits prompted development of a new forecasting framework that could reduce the computation budget while maintaining high accuracy.

While ideally we would leverage a single forecasting model, such models come with their own limitations that make them hard to use by themselves, including: 

  • Unrealistic assumptions: The model structure may have been simplified with assumptions that are not easily satisfied. For example, a single seasonality assumption would not be able to meet reality’s complex multiple seasonality patterns —inherent to a seven-day week or 52 weeks in a year.
  • Biased strength: Some models may only have advantages in making forecasts at particular stages along the forecasting horizon. For example, a model with extreme weather processors may outperform when the weather shifts suddenly, but underperform when during normal trend and seasonality patterns. These limits become particularly critical in long-term forecasting as the deviant trends and patterns accumulate along the forecasting horizon.
  • General instability: Forecasts from a single model are relatively less stable. They may produce sharply increasing/decreasing patterns or extreme values that prove unreliable from a business perspective.

Moving to an ensemble model to get the best of both worlds

To solve this real-world forecasting challenge, we proposed a temporal stacking ensemble learning approach. The idea is this: Instead of relying on a single model, we would stack another layer on top of the base candidate models (learners), creating an ensemble of their outputs to obtain the final forecasts. As shown in Figure 1 below, the design of this framework applies two layers of parallelization to maximize the computational efficiency and allow arbitrary choice of the base layer and the ensemble layer models.  

This implementation approach offered several benefits in the form of higher accuracy, better efficiency and cost, better extensibility, and smaller operating risks, as detailed below.

Improved accuracy

The stacking ensemble model achieves less bias than any single base model and could even outperform Bayesian model averaging. Intuitively, each base learner has strengths in capturing the temporal pattern at discrete periods along the forecasting horizon. The stacking ensemble model combines their forecasts to capture benefits from each base, which results in more accurate forecasts. For example, our team ran experiments on weekly order volume across several thousand DoorDash submarkets; results showed that ELITE was about 10% more accurate than the best single model. 

In fact, our proposed ensemble model decently addresses the performance limitations of forecasting with a single model in each aspect discussed in the previous section. Making forecasts from multiple models weakens the imposed model structure assumptions from each single model; using an ensemble model extracts the strengths, resulting in the combined forecasts taking full advantage of the strong performers at different forecasting stages. Furthermore, with diverse base models, the ensemble model produces more stable forecast values.

Improved efficiency and lower costs

The proposed temporal ensemble framework eliminates the need for heavy rolling window cross-validation, which reduces both running time and computational costs. An experiment on our most complex forecasts reduced the model training time from hours to minutes and lowered compute costs more than 80%. The ensemble framework also unblocks complex objectives, including our highest granularity forecasting jobs. For example, at DoorDash we use forecasts to support experimentation variance reduction for delivery time at the highly granular switchback level while the grid search framework failed to finish within an acceptable amount of time. 

More modularization and extensibility

As we built a standardized module wrapper in the ensemble modeling framework, our implementation improved flexibility by supporting any user-defined model. Additionally, the model accepted external features, which means it can support machine learning and deep learning models that require them. This framework also provides valuable information for investigating base models by tracking how their forecasts contribute to the ensemble forecasts. Such base model diagnostic analysis helps model developers better understand how each base model captures a target’s changing patterns.

Lower system maintenance and risk

ELITE doesn’t select the best model performer from base models, which avoids the extra effort of training each model repeatedly on a sequence of run dates along the historical timeline. This simplifies what otherwise can be a complicated model validation process, reducing maintenance  efforts. Because the construction of ELITE only relies on the estimated effect from each base learner, we sharply reduce the number of times we need to train base models. This reduced burden also improves system stability in distributed jobs, reducing the risk of hitting computational limits. 

Building ELITE

We summarize below the main components involved in building our ensemble solution from the perspective of both model workflow and architecture. 

Designing ELITE’s workflow

Figure 1: Two-layer (base and ensemble) model workflow and architecture
Figure 1: Two-layer (base and ensemble) model workflow and architecture

As shown in Figure 1, our ensemble model solution applies a two-layer — base and ensemble —  architecture. The idea is to use forecasts from the base layer to create a set of features to fit the model in the ensemble layer. In particular, the base model forecast features could be combined with other external features such as causal factors or any other correlated variables to feed into the top-layer machine learning model. In this way, variations in the forecasting target could be fully captured by its temporal expectations under various time series model assumptions as reflected in  base model forecasts as well as by factors from other sources through external features.

We created the ensemble forecaster through the following steps, which we detail below:

  1. Choosing a set of base learners 
  2. Applying a stacking temporal k-fold cross-validation strategy to generate forecasts from base learners to fit the top-layer ensemble forecaster
  3. Choosing and fitting the top-layer model and making the final forecasts

How we chose base learners

The forecasting capability of ELITE depends on its potential for adopting different base learners. The centralized forecasting platform at DoorDash supports a wide range of candidate models and configurations. 

In addition to integrating forecasting models from existing packages such as statsmodels, prophet, and lightgbm, we customize models by introducing many configurations. These configurations include both the underlying model structures including internal configurations such as additive or multiplicative trends, seasonality, or error assumptions), as well as time series processing options for external configurations, including how to handle missing values and outliers and whether/how to adjust for impacts from holidays, weather, or promotions. These flexible options provide a great source of models for ELITE.

Ensemble model forecast accuracy can be improved by promoting diversity among the base models. To support this, we developed a standardized model wrapper layer to further incorporate new models, an approach we’ll discuss in more detail below. We plan future research into other options for improving accuracy, such as penalizing base model complexity.

Stacking temporal k-fold cross validation

It is crucial to estimate the effect of each base model as we create the ensemble forecaster. As shown in Figure 2, we estimate the base model effect through a stacking temporal k-fold cross-validation framework which fits a model on observations versus the stacked forecasts for each validation block. In this temporal cross validation framework, the temporal order of the data will be preserved. 

The stacking temporal k-fold cross-validation procedure follows these steps:

  1. Partition the dataset into n segments
  2. In each segment, create k-folds and
  • Fit each base learner with data from the training periods
  • Collect both forecasts and actuals for each base learner from the testing periods 
  1. Stack the forecasts and actuals for each base learner generated in step 2 and fit them in the ensemble layer to obtain the effect, or weight, for each base learner
Figure 2: Stacking temporal k-fold cross validation

Choosing an ensemble learner

When fitting the ensemble model layer, the selection of models should be based on the number of independent variables — base models — and the data sample size, or stacked observations. A large number of base learners and sufficient data would favor more complex model structures. It is important to choose models that are not sensitive to correlated samples, especially for temporal data. Our architecture allows for flexibility in selecting models with different levels of complexity, ranging from linear regression to neural networks.

Implementing ELITE architecture

To implement this ensemble design, we integrated the framework with our Forecast Factory code base. We decomposed the training process of ELITE into key components, such as training base learners, stacking temporal k-fold cross validation, and training the ensemble layer, and created an ensemble model class that incorporates each of their implementations. Then we created a generic runner class for running the ensemble forecasting workflow. This runner can easily be inherited and adapted to any of our existing forecasting jobs. With this implementation, we can apply a nested parallelization framework; the design also allows us the flexibility to make model choices in the base and ensemble layers within our architecture. In the next section, we discuss how this design offers significant advantages in efficiency and generalizability, particularly  when dealing with high-granularity forecasting targets.

Nested parallelization on the Ray cluster

To maximize forecasting job efficiency, we implemented a nested parallelization framework in our ensemble modeling design to simultaneously generate forecasts for a large number of targets. As shown in Figure 3, our nested parallelization framework involves parallel training of each target in the outer layer and parallel training of each base learner in the inner layer. Without this framework, training millions of individual forecasting models sequentially would be time-consuming and computationally prohibitive.

Figure 3: Running ELITE with nested parallelization across nodes on both the base and the ensemble layers

To provide a stable distributing environment and fully utilize the benefits of our nested parallelization across nodes on both layers, we adopted Ray, a new distributed training framework that makes scaling easier. With KubeRay, we launched the Ray clusters on our in-house Kubernetes infrastructure and maximized our ensemble model’s efficiency, significantly reducing both execution time and computation cost.

Flexible model choices with generic model wrappers

Our architecture also provides the benefit of generalizability derived from the generic design of our base model and ensemble model wrappers. Our standardized implementation framework enables us not only to integrate models from existing machine learning, deep learning, or forecasting packages, but also lets users create customized model classes based on their specific needs. 

The DoorDash use case

Here we will present two DoorDash use cases to demonstrate our ensemble model’s performance. 

The first case involves weekly order volume forecasts to enable financial and operations planning for several thousand submarkets. We explore thousands of different model and configuration combinations for each submarket; each combination corresponds to one base learner. As shown in Table 1, we observed significant efficiency and accuracy improvement with ELITE as compared to grid search. We achieved 78% and 95% reduction in execution time and computation cost respectively as well as 12% MAPE accuracy improvement. 

% improvement of ELITE over grid search
Cluster TypeExecution TimeCluster CostAccuracy (MAPE)
Spark83%96%12%
Ray*78%95%
Table 1: Significant reduction in execution time, cluster cost, and accuracy on ELITE over grid search
*Note that the improvement percentages shown in Table 1 compare ELITE to grid search on the same cluster type. However, running ELITE on Ray reduces the execution time and cost compared to running ELITE on Spark, as shown in Table 2.  

The second use case involves our delivery time forecast as an example to support experimentation variance reduction. This forecast is made at the switchback level, which is our experimentation randomization unit. With the number of five-digit switchback units at DoorDash, grid search could not provide a feasible solution within reasonable computational budget and time constraints. However, ELITE generated these highly granular forecasts within an hour and 20 minutes with 10% variance reduction improvement over using a multiple lagged historical time series, for example, CUPED

For such highly granular forecasts, we would like to highlight the efficiency-improving power generated by combining our ensemble algorithm with the Ray infrastructure. The minimum computational burden achieved by the ensemble algorithm allowed  us to execute the model on small and inexpensive  Ray clusters. As a result, in addition to unblocking the forecasting job from grid search, we also reduced our execution time and computation cost by switching to Ray from Spark clusters, as shown in Table 2.     

Execution Time vs. SparkCluster Cost vs. Spark
Improvement by Ray50%93%
Table 2: Further execution time and cost redction with Ray on ELITE

Drawbacks to ELITE

Despite all of the advantages, there are a few drawbacks to using ensemble models that we plan to address as we develop further improvements in accuracy. Although ELITE improves forecasting accuracy over a single model in most common scenarios, its ability to handle extreme cases is inferior to a single highly specialized model. The deficiency comes from the single model’s ability to capture a particular extreme pattern; when its forecasts are combined with others that are less representative of that pattern, accuracy drops. On the other hand, as shown in Figure 4, highly diverse base learner combinations provide high accuracy for most common scenarios,  comprehensively covering the variation from as many directions as possible.

Figure 4: Accuracy tradeoff between specialized and ensemble models
Figure 4: Accuracy tradeoff between specialized and ensemble models

For an extreme scenario, accuracy increases as the model becomes more specialized (along the inverse direction of x-axis) and decreases as the model becomes more ensembled (along the x-axis). On the other hand, for a common scenario, the accuracy increases as the model becomes more ensembled (along the x-axis) and decreases as the model becomes more specialized (along the inverse direction of the x-axis).

To counter these conflicted preferences on specialized and ensemble models when dealing with different data patterns, we plan to focus on exploring more intelligent ways to create an ensemble of base learners to find a balance in overall accuracy tradeoffs. We then plan to optimize our use of an individual learner’s ability to assess extreme situations while continuing to maintain model diversity to guarantee accuracy and robustness under most common scenarios.

Learning from improving execution efficiency

In closing, we would like to share some insights that we gained while building our ensemble model solution. 

The importance of backend choice and setup

Backend infrastructure plays a crucial role in building efficient and reliable machine learning solutions. As we discovered during our initial execution of the nested parallelization framework with the Spark backend on Spark clusters, we experienced difficulties in debugging with non-informative logs on the driver node. 

Good implementation practices

Constant refactoring can lead to significant efficiency gains and is an ideal programming practice, especially when developing code that includes complicated parallelization structures. At the beginning of our parallel implementation, for example, we directly passed the whole class object (self) to many parallelized methods, which resulted in unacceptable slowdowns in data distributions and executions. However, after refactoring to minimize the data and objects passing through these parallelized methods, we achieved more than six-fold efficiency improvements.

Conclusion

The proposed ensemble framework is applicable not only to the specific forecasting problem we addressed but also to any forecasting system that requires a heavy model selection process. It also serves as a powerful machine learning system where time series forecasting features such as weather could be included in addition to stacked model predictions. By establishing ensemble connections between base models, the proposed framework offers the flexibility to support both machine learning and forecasting use cases, resulting in higher accuracy and efficiency benefits — without the need for a complex deep learning pipeline. 

Acknowledgements

We truly appreciate all the help and support from the DSML forecasting and MLP forecasting teams —  Swaroop Chitlur, Ryan Schork, Chad Akkoyun, Hien Luu and Cyrus Safaie who made  this collaborative project possible and successful. Many thanks to Joe Harkman, Robert Kaspar and Stas Sajin, who shared incredibly valuable insights and suggestions in the design review of this work. Our appreciation also goes to the experimentation platform team partners Bhawana Goel, Caixia Huang, Yixin Tang and Stas Sajin for their efforts and collaboration discussing and onboarding the use cases. Finally, many thanks to the Eng Enablement team for continuous support, review, and editing on this article.

What is your role today and can you share your journey at DoorDash?
I started at DoorDash in the fall of 2021 as a Senior Manager on our Outside Account Management team.

I was super excited about the opportunity to work with our platform’s largest SMB restaurants as they navigated headwinds that were very unusual and particularly challenging for the industry. Given the strategic nature of our team, I continue to be motivated to find ways to boost their profitability, increase our merchant and customer satisfaction rates, and find avenues to continue improving our products so that they fit the evolving needs of our restaurant partners. That’s the really exciting work that we still have to do over the next couple of years. I think the journey to date has been really rewarding because of the ‘one team, one fight’ nature of the business.

No matter how great the challenge we’re trying to solve, it’s just been really refreshing to work alongside a super curious team of people who are all really marching toward the same common goals. I really believe that’s the reason why we will go further together in the long term.

What career mobility and growth opportunities have you experienced here?
Prior to coming to DoorDash, I spent over 10 years working in sales and Business Development in the CPG space. I had absolutely no experience when it came to third-party delivery. When I first started at DoorDash, my top goal was to become as educated as possible in the restaurant industry, and that in itself has been a tremendous growth journey for me.

I was really fortunate to have all the hard skills to lead an Account Management team, but I’m endlessly thankful to DoorDash for being willing to invest in my growth journey by hiring candidates and people that have unique and diverse backgrounds. 

I really have complete confidence that this people growth mindset that DoorDash has will continue to up-level our workforce over the next couple of years. In addition to that, I have meaningfully been able to expand my analytical skills through a number of high-impact work streams, which will be foundational for any role that I want to take in the future.

While I’m not searching for my next role yet, I have a ton of confidence that the amazing relationships I’ve developed with cross-functional teams and just the opportunity that DoorDash has given me from a learning perspective will lead to some really exciting opportunities in the future.

How have you seen DoorDash embrace and celebrate diverse ideas in people?
I believe that DoorDash is committed to developing a truly inclusive environment and place to work. I think that comes to fruition through making room at the table for not only diverse people but diverse perspectives and diverse thoughts, which leads to meaningful collaboration and outcomes in our merchant work. 

In my team’s weekly business review not only do we prioritize understanding where we’re at on our current business objectives, but we also make space to discuss high-impact news cycles that may impact merchant sentiment.

We also deep dive into blockers and solutions we know will be better off solving together. As a leader in a fast-paced and goal-oriented environment like DoorDash, we need to continue encouraging our teams to develop their individual skill sets through constantly being curious, being agile, and being vulnerable enough to fail forward together. This has had tangible benefits on our merchant partnerships and merchant relationships in addition to really bringing the team together in that one team, one fight mentality.

What are ways in which you’ve experienced this culture of inclusivity and belonging within the organization?
In addition to focusing on developing a super-inclusive team, I’ve also been fortunate enough to be part of the Black@ Employee Resource Group. Those opportunities that have been presented to me are a very large differentiator compared to any other company that I’ve ever worked at prior. I’ve hosted panels during Black History Month where we’ve approached topics like resistance in the workplace. ERGs are creating the space to have these honest conversations that are impacting our people’s well-being beyond the work we execute for DoorDash.

This has made me personally feel like not only do I belong at DoorDash because I am contributing really meaningful work, but it’s also an environment that’s really encouraging me to show up as my full, authentic self. And that’s truly led to me having a much more fulfilled and meaningful career here.

What do you love most about working at DoorDash and what do you think is most important for potential candidates to know?
I am excited to work for DoorDash because we’re so connected to our mission every day through our work. We’re empowering local economies to thrive. I think about our team’s work on a daily basis and the thousands of business owners that we are responsible for ensuring that they have opportunities that didn’t exist 10 years before.

So this work that we’re doing is truly changing the environment for restaurants. Being that pulse in the heart of that work is super meaningful and I think that we as a company execute on really smart and logical strategy. 

I’ve grown immensely as a people leader because of this, and I’m thankful to be able to work alongside an incredible team of people who care for one another. I think all three of those things are really what is keeping me at DoorDash and what keeps me excited about DoorDash in the future.

Can you share a little bit about your role and your journey so far at DoorDash?
I just celebrated my seventh Dashiversary! I started helping build out the recruiting function for DoorDash and was one of the first tech recruiters. I was brought on to help scale Product and Engineer Recruiting, so I did that for just about 18 months, and one of the roles I had to fill was to hire our VP of Product, Rajat Shroff, which was my first intro to Executive Recruiting. 

As with any early-stage company, we had a lot of attrition, and I think the uncertainty in recruiting was especially hard for some, but I personally loved it because I felt like I always had new roles to work on.

Through attrition in recruiting, I pivoted over from the tech side to the business side to help build out what is now our business recruiting function, starting with Executive Recruiting. When they first asked me to take exec recruiting on, I had the Chief People Officer role, the Chief Financial Officer search, and then eventually layered on a few more to hire our Vice President of Engineering Ryan Sokol, Vice President of Marketing Kofi Amoo-Gottfried, and a few others.

I was then tapped to lead the business recruiting side which I did for just about 18 months and helped build the business side from about 500 employees to just about 2,000. It was one of the most exciting times to see all of these jobs that had never existed before and get to help shape what levels and what jobs and what we think the right structure is for the teams. It really opened my eyes to like what else was out there at DoorDash. Recruiting helped me to meet and get to know so many great people, both as hiring managers and as candidates. 

Ultimately, recruiting can be kind of a short sale cycle. You’re on the phone all the time, especially in business recruiting at the stage we were at in 2018. I wanted to have a little bit more of that long-term sales focus and life happened in a way that was the perfect time to transition to something new as my husband and I were moving to Chicago for him to start business school

I transitioned over to lead our account management team in Chicago. Leading the Midwest I got to know the businesses in my community right away and the whole team was based in Chicago. About a year into the role, COVID hit and it was all hands on deck to get merchants updated menus, onboard them to the platform, and what felt like 24/7 support. I’ve been on the Outside Account Management team for just about four years. I was leading the Midwest team and then my husband took us to Georgia for his post-business school adventure.

Right before I was set to move, a role opened up in the southeast. So I transferred from leading the Midwest to leading the Southeast out of Atlanta. I had my son right after we moved, so I took maternity leave, came back, and then later was asked to take on an expanded territory and lead our Northeast and New York teams.

It’s definitely been one of those journeys where I say I’ve had probably seven-plus roles in seven years. Leading different regions has really impacted how many people I’ve gotten to work with and every team needs different things. Every region needs different things and you learn so much about each specific market and how that shapes our company. I don’t think I’ll ever let go of that early-stage inquiry and really wanting to know why a business isn’t on DoorDash and its operations.

But I love that because of my role, I stay really connected to our customers which will always motivate me!

Can you share more about your approach in terms of navigating all of your decisions, both personally and professionally?
One of my mentors always said “Luck favors the well-prepared” and I have a philosophy that you should do a really good job at what you’re doing and that will open a lot of opportunities. 

When I think about recruiting, had I not applied a hundred percent to trying to find the searches that we had open, I wouldn’t have been offered the opportunity to work on such large searches and ultimately wouldn’t have had so many mentors on the business side of DoorDash.

Oftentimes I see people being really focused on what’s next. Especially at DoorDash, it’s really hard to vouch for someone if you can’t say they’re really good at what they’re doing now. It’s much easier to say I’ve seen them exhibit these different characteristics that are really translatable, or I’ve seen them really want to push themselves and I’m confident that they could learn the new skills in that way.

I’ve always encouraged my team to be focused on being really good at their day-to-day. And then once you’re good at that, you can take on projects or other things that will allow your scope to increase horizontally. I could not emphasize that enough.

I think my own path speaks to the title is not everything moving up. In your career, in terms of title, I don’t think necessarily translates to success, and I also think it really depends on what you’re motivated by. I’m someone who loves learning new things, and I get really bored when I have been doing the same thing over and over.

I participated in the GM Accelerator program last year and it was awesome to be able to meet a set of colleagues who were all working on such different business problems. I loved learning from one another, business challenges, and being able to connect them to my own role. Being open to experiences like that, you’re not going to do it and then your title will change, right? You do it for the experience and the connections that you make. 

That’s how I like to think about career mobility. Success is putting your best foot forward and being intentional about how you spend your time. It’s really important to prioritize your work and know what should take you 10 minutes and what can take you an hour on. 

The advice I always give to my own teams is that one of our early, early investors was in our first office and said if I get an email and it takes me less than two minutes, I open it at that moment. I think you have to treat DoorDash efficiency in that way. You have to know what tasks you just need to do so that you can create the opportunity to have space to do some of the bigger things that will eventually enable your career as well. 

How does DoorDash celebrate diversity of ideas and people?
One of the things about DoorDash I really love is how much people here genuinely want to get to know one another. I think we have a very human element and pre-covid we went to the office pretty much every day which made me nervous about how it would impact our level of connections. I actually saw us lean into this even more during COVID where we really made an effort with every person to make the space to get to know them personally. 

As a manager, it’s been important to get to know my team so that I can celebrate everything about them. What I think DoorDash does as a company really well is creates the space for us to bring our full and authentic selves to work. That’s certainly something that I try to model myself!

What ways have you experienced this culture of inclusivity and belonging?
DoorDash is a very data-driven place, and a lot of companies say that, and then it’s like, what does that really mean? But I’ve really found at DoorDash that a lot of it comes down to the best idea is usually the one that gets prioritized. I’m not saying wins always because there are factors, but if you can make a thoughtful argument that surrounds data and has the results or likely results, that is usually something that will then become prioritized. That creates space for people of all backgrounds to understand our framework of what gets prioritized and level the playing field. 

Personally, I became a mom over my time and DoorDash and I’m pregnant with my second. I have connected so much to my fellow co-parents in the company and within my organization. I’ve also just had to have more rigid working hours. I’ve found that each step along the way, I’m able to continue to be honest about what I need and have DoorDash meet me there. And that’s something that I can’t say is true about all workplaces. 

I have the flexibility to just do my job, and I can go into the office when that makes sense for me personally or professionally, and I can work from home when I need to. Having that type of flexibility is something that not everyone has and it has helped me thrive personally at DoorDash. Becoming a parent is such a change in your mindset and everything about the way I’ve functioned has changed. Being able to make my child a priority but still have a job that I’m super passionate about is something that I would scream from the rooftops about why I think it’s a great place to be

What do you love the most about working here at DoorDash?
It’s truly been a once-in-a-lifetime experience. As a manager of teams, I describe DoorDash as being a high accountability place to work. This is not a place where you can be a slacker in a group project. For high performers, we really appreciate that everyone you’re going to work with is going to pull their own weight. It’s motivating to delegate something or ask someone to do something and know that they’re going to bring just as much to it if not more than what you would’ve brought to it.

I am someone who is in the details, that’s in my DNA. To know that that’s something that other people and our leaders really respect and are looking for is something that really motivates me. I’ll always be someone who wants to know how to do things or what is happening at the root cause. I think all of our values really sum up who we are as a business. The great thing is you can pick what values you think resonate most with you. You don’t have to align with every single DoorDash value and over time they change.

As our business evolves and as you change your own role within DoorDash, even if you take the same title, your job is not going to be the same for years on end. You have to continue to evolve, which is something that has kept me here through continual new opportunities to build my skill set.

Can you tell us about your role and journey so far at DoorDash?

I am getting close to three years here at DoorDash and currently stepping into a new role of Head of External Comms. As part of that role, I oversee the communication functions and the teams responsible for telling more of the DoorDash story to the world. That’s to all external audiences, including consumers, merchants, Dashers, policymakers, government officials, and even working closely with the internal comms team to help to tell the story to internal employees as well.

Can you share what career mobility or growth opportunities you have experienced at DoorDash?

I started here at DoorDash in December 2020, and I joined in a different role as Head of Consumer Merchant and Product Communications. Shortly after I joined, we were continuing to expand internationally and launched in Japan and Germany. There was an opportunity to expand my role and remit to oversee International Communications as well, so I had that wonderful opportunity to stretch and grow and work with Liz Jarvis-Shean (EJS), who is the Vice President of Policy and Comms. We brought on a new Director of International Comms to work closely with teams on the ground to launch Japan and help to launch Germany, and then now get to work closely with the new teams over at Wolt. 

How does DoorDash celebrate diverse ideas and people?

We are a company that lives and breathes our mission, vision, and values. In particular, I love how our values are really central and core to our everyday work and how we operate. You hear people throwing around one team, one fight, or be an owner, or make room at the table on a day-to-day basis. It’s really part of our everyday work here at the company. So I love that it’s very central and core to a lot of what we do.

I would say, make room at the table is one of those values that I’ve loved, whether it’s the programming the ERGs (Employee Resource Groups) have put together most recently for Women’s History Month, and getting to have programming and panels with leaders like EJS or getting to hear from Marianna Garavaglia, our new Head of People, and other female leaders throughout the company. There’s awesome opportunities to get involved in tons of different ways.

What are ways in which you’ve experienced this culture of inclusivity and belonging?

There’s so many ways to get involved and opportunities to raise your hand. The Parents@ ERG, I was the first parent on the communications team. It has been really fun to now get to see as we’ve grown the team and as folks on the team have had children, I’ve loved actually playing a little bit of that role of reaching out and helping explain or share tips and tricks or ideas of how to manage working and being a parent and the transition either out or back. 

For inclusion and belonging, we see the value of making room at the table through WeDash and WeSupport programs. I thought it was so fun doing my first dash last year, when they opened up the program again. It really is amazing how at every level of the company, we had participation, which allows us to build with more empathy and with a more audience-centric approach in mind.

What do you love most about working at DoorDash?

Anytime I’m speaking to potential candidates, or folks who are new to the company, the reason why I joined is twofold. One is our mission, vision, and values. What’s core to me is working for a company whose mission and values align with my own personal values. It’s super important to me to be able to have that mission that aligns closely with myself and something that I truly believe in. In this case, our mission is to support and grow local economies. I grew up in a small little town with a main street. I have a lot of heart for our mission and for supporting local businesses and helping grow local businesses, as well as just all of the audiences that we serve. 

So I found a strong connection in that way, and then also to the people. And throughout the interview process. I met some of the most kind, thoughtful, humble, but also really smart, dedicated leaders and folks who I felt like, wow, I want to partner with them. I want to learn from them. And so for me, those two things were really crucial to feeling that DoorDash was the place for me.

Can you share about your role at DoorDash?

I lead the Consumer Design team at DoorDash, and we’re the team that works on the DoorDash app. We cover everything from the core experiences to thinking about DashPass. We’re continuing to expand the product to capture more use cases like grocery, pets, and alcohol. 

What has your career journey looked like?

When I first joined, there was an opportunity to take the app to the next level in terms of going beyond traditional restaurant delivery. Over the last year, we’ve been working hard on evolving the app experience to more clearly show how we’ve expanded our offerings to deliver the whole neighborhood to you. The team last year did a great job in terms of helping define a vision for the app for the next couple of years. 

What was your personal journey to DoorDash?

Before DoorDash, I spent almost 8 years at Meta working on a variety of efforts from a large app redesign of the Facebook app to working deeply in the communities space with Facebook Groups. When I took on the opportunity to join DoorDash, I was excited to experience a new culture and learn from what has made DoorDash so successful so far. We’re a lot smaller, nimbler, and we move very fast. A team can go from concept to build in just a short time.

My personal journey here has been very positive. My cross-functional partners are great to work with. My team is extremely talented and a lot of fun. It’s great to see that energy in terms of building new product lines and expanding how the design team works and functions.

What career mobility and or growth opportunities have you experienced at DoorDash?

Over the last year, I’ve had the opportunity to work with amazing leaders across the organization. Learning how DoorDash works has helped me grow as a leader in many ways. Additionally, it’s been great to see how individuals’ careers on the team have grown, and their ability to move around to match their career needs and what they want to be doing next.

How does DoorDash celebrate diverse ideas and people?

We have a lot of great ERGs where diverse talent can come together in different ways. I’m in the parenting group, where we share photos of our kids, and talk about what it’s like to be moms here in this environment. Even though we’re in such a fast-paced culture and environment, parents can still be successful here. 

What are ways in which you’ve experienced this culture of inclusivity and belonging?

We’re very inclusive here. One of the things I think is really important, and what I appreciate here is, there isn’t resistance to being inclusive. If someone has a point of view and can bring their point of view to the table, we make room at the table for them. On the Design team, we have a lot of opportunities to celebrate people’s diverse backgrounds. In our All Hands every month, we always spotlight one person where they can share their journey, share their story, and it’s always a wonderful part that I personally enjoy every month.

What do you love most about working at DoorDash?

I would say that people are what I enjoy most, working with all the people on my team, and working with my different partners. We have done a really great job bringing in high-quality people and amazing talent. I really feel we’ve done a really good job bringing together a great group of people to build great things.

The neighborhood offers an opportunity to garner wealth, but also serves as a space to celebrate Black culture in a unique way. Simply put, when we empower and support Black-owned merchants and build pathways for the Black gig economy, it elevates the neighborhood. And that’s how we showed up at AfroTech, backed by the idea that when we build Black, we elevate the neighborhood.

Our presence at AfroTech across four days was energizing, offering opportunities for members of our Black@ Employee Resource Group, our recruiting teams, executives, and students that we sponsored to attend AfroTech to build community, connect with a diverse network of talented professionals, and share how DoorDash has brought to life some of the most rewarding work of our team’s careers. 

At our booth, we partnered with an Austin-based, Black-owned business — SLAB BBQ — to fuel the Expo Hall and convey our commitment to elevating the neighborhood alongside local merchants. We welcomed an on-demand mental health specialist to consult attendees and had representatives from DoorDash available to speak about what life at DoorDash is like.

On the Learning Lab stage, NASCAR star Bubba Wallace joined our very own Imani Grant to represent DoorDash and speak on his career, becoming one of the lone Black drivers in NASCAR, and how he’s remained true to himself. 

Throughout an engaging conversation, Bubba reflected on how he continues to break barriers as a trailblazer for Black drivers in NASCAR, pointing back to a tweet from 2017, where he told critics to “embrace it, accept it, and enjoy the journey.”

Bubba spoke on what it’s like being one of few Black drivers in NASCAR, and how despite feeling outside pressure, he’s remained authentically himself.

“I don’t really sugar coat anything and that gets me in a lot of trouble. It’s okay because that’s who I am. It just so happens I was asked, ‘What does NASCAR need to do to take the next step to provide inclusion for everybody?’ And it was as simple as removing the confederate flag,” Bubba said.

“I didn’t talk about it with anybody. I didn’t prep myself. I grew up in the South, I’m from Alabama, and I moved there when I was two. It wasn’t until 2020 when the world was turned upside down, we had so many tweets that indirectly involved me about NASCAR and the flag from a lot of people saying, ‘I’ll never go to a race or I’ll never go back to a race because of the flag.’ And so (I just started working to figure out) what do we need to do to get rid of the thing? That was my opinion and to see where we’re at now, to see how much NASCAR has changed the last two years has been incredible.”

s that indirectly involved me about NASCAR and the flag from a lot of people saying, ‘I’ll never go to a race or I’ll never go back to a race because of the flag.’ And so (I just started working to figure out) what do we need to do to get rid of the thing? That was my opinion and to see where we’re at now, to see how much NASCAR has changed the last two years has been incredible.”

Bubba’s conversation offered attendees guidance on never deviating from who they are, and how he’s found success, happiness, and confidence by identifying ways to show self appreciation. After his rousing conversation, Bubba stuck around at our booth to meet with attendees, sign autographs, take photos, and engage in conversation. 

To round out our experience at AfroTech, Black leaders and change-makers across all industries and professions joined together for the Black Excellence Brunch, powered by DoorDash, to honor Black Excellence, build community, and share thought leadership. 

Across four day at AfroTech, we showed up, showed out, and had an unbelievable time building community. While the conference has wrapped up, we continue to prioritize investing in and advancing opportunities for historically underrepresented people. Our success as a company is firmly rooted in our inclusive culture and in advancing diversity throughout DoorDash to ensure we reflect the global audiences we serve.

Can you share your journey to DoorDash and your role so far?

I’m currently a Software Engineer on the Storefront Engineering team and I’ve been at DoorDash about four and a half years. I’ve been in the Merchant organization the whole time, but I’ve worked on different teams within the organization. I started off on the Merchant Selection team, where I led the engineering effort to launch the self-serve merchant onboarding application, which allows merchants to onboard to our marketplace platform on their own. Then I worked on the Merchant Experience team on the merchant portal product, which is a website where merchants can view sales order history and sign up for different DoorDash offerings. Last year, I transitioned to the Loyalty team where I helped build out the web flow to allow merchants to create loyalty programs. And earlier this month, I moved to the Storefront Engineering team, where I’m working on the login with DoorDash feature.

What career mobility and/or growth opportunities have you experienced at DoorDash?

I feel like growth is built in at DoorDash because you get so much responsibility and trust from the start. In my first project here, I built a new app from the ground up, which was something completely new to me. I felt very supported through this new experience, since I was given the resources that I needed in terms of getting a great mentor and more engineers to help me with the project once we realized that the scope was larger than expected. Working on projects like this really challenged me and took me out of my comfort zone, which has helped me grow and build my confidence.

Changing teams is another growth opportunity I’ve experienced at DoorDash. It’s something that’s allowed me to learn about different problems within the company, as well as work on different technologies, since different teams at DoorDash sometimes use different tech stacks. I think most engineers would agree that continuing to learn about new problems and tech is not only exciting, but also necessary to grow your career. Changing teams has helped me grow my network within the company, since I’ve gotten to work with many different people. It’s also allowed me to learn about different processes on different teams and bring what I like from one team to others. 

How does DoorDash celebrate diverse ideas and people?

We do this internally and externally. Internally, there’s lots of programs and initiatives to support diverse ideas and people. I participated in the Women’s Leadership Forum, which was a program to support community and development of women leaders in technical roles within the company. That program helped me build my network of technical women at the company and also identify the strategic skills that I need to advance my career. 

Externally, there’s a ton of social impact initiatives. One of my favorites is Kitchen Without Borders, which was launched a couple of years ago. That’s a program that supports immigrant and refugee owned businesses by providing resources like marketing support, advising, and loan matching for those immigrant refugee owned businesses. There’s a lot of initiatives like that that DoorDash has supported and continues to support.

What are ways in which you’ve experienced this culture of inclusivity and belonging?

For me, it’s really through the camaraderie I have felt working with my team and with other teams across DoorDash. I’ve been really lucky to work with tight-knit teams that work well together. We genuinely have fun shipping products, being in the code, and at the same time fixing bugs to get features out. 

There’s also a really big culture within DoorDash and DoorDash engineering in terms of being open to new ideas. For example, when I was working on supporting DoorDash’s launch in Japan in 2021, I saw that other developers and I were creating the same kind of code over and over in different codebases. I proposed that we create one library for it so that we wouldn’t have to duplicate code and it would increase our velocity as well. That idea ended up being accepted and made into a library by one of the teams that we were working with. Now it’s being used across a lot of different DoorDash web apps.

What do you love most about working at DoorDash?

It’s the people. I’ve met great mentors, I’ve had great working relationships with my colleagues, and I made a lot of good friends here as well. Working with people that are kind and that I admire and respect, and work well with is a really big part of my daily happiness and something that I really appreciate about working here. A close second is the impact that you can have, as well as the growth opportunities.