Rinshul Chandra, the Chief Operating Officer of Zomato’s food delivery business and a key figure in its growth over the past seven years, has resigned from Eternal Limited, formerly known as Zomato. His departure, officially effective from April 7, was disclosed in a regulatory filing and follows a growing list of senior-level resignations at the company.
But what really prompted Chandra’s exit?
While the official statement cited that Chandra is leaving to pursue ventures better aligned with his evolving professional interests, his resignation comes at a time when Eternal Limited is undergoing intense internal restructuring, a rebranding overhaul and operational consolidation.
Chandra, in his farewell note, acknowledged the impact of his time at the company but did not elaborate on what specifically drove the decision. However, sources indicate that the rapid changes in leadership, shifting internal dynamics, and business model transitions have made Eternal a very different place than the one he joined in 2018.
Chandra’s resignation is part of a wider pattern of top-level exits that hint at internal pressures within Eternal Limited:
Hemal Jain, former Global Head of Finance and CFO at Hyperpure, left recently
Akriti Chopra, Co-founder and Chief People Officer, also stepped down
Gunjan Soni, Independent Director, resigned in October last year
Such frequent departures, especially in a short span, signal organizational instability at the top—often a red flag for executives seeking long-term strategic alignment or a defined growth path within the company.
The transformation of Zomato into Eternal Limited has brought in structural changes, with the company now overseeing four verticals—Zomato, Blinkit, District, and Hyperpure. Although CEO Deepinder Goyal maintained that the Zomato brand and app would remain unaffected, operational decisions and internal culture have reportedly seen a shift.
Senior leaders like Chandra, who grew within the original Zomato ecosystem, may find it challenging to align with the new corporate direction, especially if it limits autonomy or pivots focus from core operations.
Layoffs, cost-cutting and execution pressures
Reports also indicate that around 600 customer support staff were laid off within a year of hiring, pointing to cost-cutting measures and internal execution struggles. In such an environment, mid-to-senior executives often face rising pressure to deliver short-term results, sometimes at the cost of long-term vision or job satisfaction.
It is in this context that Chandra’s decision makes more sense—not as a sudden move, but possibly the culmination of strategic differences, shifting company focus, and evolving personal goals.