Yes, there is still an opportunity—but the key is differentiation, not simply building another Uber Eats.
The online food delivery market continues to grow, but competing directly with established platforms requires significant capital, strong logistics, and a large network of restaurants, customers, and delivery partners.
I would recommend starting with a focused, local-market strategy rather than launching a nationwide marketplace immediately.
The most promising opportunities include:
• Underserved markets: Target smaller cities, specific neighborhoods, or areas where existing platforms provide limited coverage.
• Lower-cost solutions for restaurants: Offer transparent commissions, affordable subscriptions, or hybrid pricing models that help restaurants protect their profit margins.
• Niche positioning: Focus on a specific segment, such as local restaurants, healthy meals, Caribbean cuisine, or corporate lunch delivery.
• Operational efficiency: Use smart delivery-zone management, route optimization, and demand forecasting to reduce delivery costs.
• Customer retention: Build loyalty programs, subscription plans, and direct relationships with customers rather than competing exclusively on discounts.
My recommended approach: Validate demand in one geographic area, onboard 20–30 restaurants, and launch a minimum viable product (MVP) before investing heavily in a full-scale application. Track customer acquisition costs, repeat orders, average order value, delivery costs, and contribution margin per order.
The biggest challenge is achieving profitability while balancing three stakeholders: restaurants, customers, and delivery partners. A marketplace can generate substantial order volume and still lose money if its unit economics are weak.
Bottom line: I would consider this opportunity viable if the founder can identify an underserved market, establish a clear competitive advantage, and demonstrate profitable unit economics before scaling.
The most important questions are: Which country or city are you targeting, what is your initial budget, and do you plan to manage your own delivery fleet or work with independent delivery partners? These answers would determine the most appropriate business model and go-to-market strategy.

My perspective as a Structural Engineering Consultant (ICC + AI impact)

From my experience in structural engineering, construction consulting, and inspection work (including ICC-related practices), AI is already changing how we work—but not in the way many people think.

The key point is this:

AI is improving efficiency, not replacing engineering judgment.

Where AI is actually useful today

In real projects, I see AI helping engineers and inspectors with:
Faster design iterations and preliminary analysis
Automating reports and technical documentation
Assisting with drawing and model review (BIM workflows)
Supporting repetitive calculations and checks
Improving coordination between design and site teams

Used correctly, it saves time and improves productivity.

But what about building codes (ACI, Eurocode, ICC)?

This is where things must be clear:

AI cannot be trusted to independently verify or certify code compliance.

Why?

Building codes require engineering judgment, not just calculations
Conditions vary from project to project
Structural safety responsibility cannot be automated
Inspection decisions (ICC context) must remain accountable and traceable

AI can assist with compliance but the engineer or inspector must validate everything.

The real risk:
The biggest risk I see is not AI itself it’s overconfidence in AI outputs.

Incorrect assumptions or misinterpretation of codes can lead to:

- Design errors
- Construction issues
- Safety risks
- Compliance failures

The real opportunity
The real advantage for engineers and firms is simple:

Those who learn to combine engineering expertise + AI tools will work faster and more efficiently than those who don’t.

Not by replacing engineers—but by enhancing how engineers work.

Final thought AI is not changing the responsibility of engineers or inspectors.

It is changing the speed, efficiency, and workflow of how engineering decisions are prepared.

The future belongs to professionals who can use AI intelligently while maintaining strong engineering judgment and code knowledge.

Technology is no longer just supporting business operations it is becoming a core driver of how decisions are made, how projects are delivered and how companies remain competitive.

From my experience as a Structural Engineer, consultant, and business owner, I have already seen how AI is changing the way we work in real engineering and construction environments.

In my own work and business, I use AI tools to improve productivity in areas such as:

- Technical documentation and reporting
- Engineering analysis support and calculations review
- Proposal writing and project preparation
- Cost estimation and BOQ structuring
- Business communication and decision support

What used to take hours or days of manual effort can now be done faster and more efficiently when AI is used correctly as an assistant not a replacement for engineering judgment.

However, the real transformation is not just about using tools. It is about how professionals and companies integrate AI into their workflow in a practical way that improves decision-making, reduces errors and increases efficiency.

In the coming years, businesses that understand how to combine technical expertise + AI tools + structured processes will have a significant advantage over those that rely only on traditional methods.

From a consultant’s perspective, I see AI not as a trend, but as a permanent shift in how engineering, construction, and business operations will function moving forward.