DoorDash CRO Shanna Prevé talks expansion beyond food delivery

DoorDash has come a long way since the company’s founders were its only “Dashers.” (Once known as Palo Alto Delivery, the on-demand platform for local food delivery rebranded after joining Y Combinator's summer 2013 batch.)

Today, the marketplace boasts over 500,000 partners, ranging from restaurants to retailers like Family Dollar and Old Navy. This year alone, DoorDash has launched partnerships with brands including Foot Locker, Urban Outfitters, and Steve Madden. According to its 2025 earnings report, Q4 marketplace gross order value (GOV) increased 39% YoY to $29.7 billion; in 2025, the app had over 56 million monthly active users.

While the delivery app is still known to many for takeaway food—due to its Covid-era prominence—DoorDash is now more of a one-stop shop for anything from food to retail essentials.

CRO Shanna Prevé took on the role earlier this year after serving as vice president of enterprise sales and business development. She sat down with Revenue Brew to discuss the company’s expansion beyond food delivery and how customers are using the offerings.

This interview has been edited and condensed for clarity.

How are you leveraging your prior experience at Google for this role?

It’s really similar when I think about what DoorDash is trying to do. Our mission is to empower local commerce, so empower those local retailers, empower the folks who are entrepreneurs in the community, and give them a level playing field. Things are moving so quickly into, not just digital, we’re going past digital into AI. We want to make sure that basically the “Main Street USA,” which is what makes us so excited to be part of this country, that they’re enabled with the same products and tools that big companies have.

Why was it important for DoorDash to expand beyond food delivery?

It was always part of the plan. If we go back to the mission, the plan is to deliver everything in a community in minutes, not hours or days. We just started with food and dinner because, frankly, it was the hardest use case with the most demand. We eat 25 times a week, so [it’s] the most opportunities to get it right, but we need all those opportunities because it’s difficult. If we can deliver ice cream while it’s still cold and a hamburger while it’s still hot—we’ve got that right—then delivering my makeup replacement from Sephora is a lot easier. It’s just the natural trajectory we went from restaurant to still consumables via convenience and grocery, and now really leaning into nonconsumables.

What was DoorDash’s strategy in making this type of expansion?

The goal is to make the most amount of selection available to consumers. We have over 115,000 retailers live on the platform already, the latest being Foot Locker, Steve Madden, Urban Outfitters, and Dolce Vita…Then, we have over 500,000 SKUs. What that means from a customer perspective is when you open up the app and you search something, you’re more likely than not to find it, and that’s super exciting.

You mentioned new partners like Foot Locker and Dolce Vita. Is there an emphasis on fashion retail specifically?

That’s what customers are looking for right now. We’ve also recently launched American Eagle and Old Navy. We actually started out with home improvement. We have Home Depot, Lowe’s, Ace [Hardware], and several more local home improvement shops on the platform. We just look at what the customers are asking us for. We look at the demand, and then we reach out to retailers and share the value proposition, which is there are a lot of customers—56 million monthly actives—that are looking for your brands. They’re looking for your store brand. They’re looking for the brands that you carry. They’re here on DoorDash, and it’s the kind of customers that a lot of retailers want: suburban families, but we also have Gen Z. We’ve got younger customers as well that are looking to engage with brands for the first time, and so it becomes a really attractive value proposition.

How has this expansion impacted the company’s revenue structure?

When we look at the criticality of every new piece of selection that we bring, it just gives customers more of a reason to come back. We know that they’re shopping with DoorDash a few times a week already, but we can give them that extra use case.

How does DoorDash plan to continue expanding into new types of deliveries?

We’ll continue to have these ongoing relationships with retailers where we show them, “This is how many folks are searching for your brands on the platform, and this is how we’ve grown the business for over a million merchants.” In general, we’ve delivered about $100 billion in annualized merchant payments, so it’s pretty big value we’re driving. We’ll just continue to tell that story so that we can get even more categories onto the platform.