Wolt Israel Plans Cash Payments and Expansion into New Markets
Wolt Israel plans to introduce cash payment options in Arab communities to expand its market reach. CEO Tomer Cohen reported strong growth, with three million active users and 13,000 partner businesses.

Wolt Israel is preparing to introduce cash payment options for customers in Arab communities as part of its strategy to expand services into new geographic markets where digital payment adoption remains limited.
In an interview with local media, Wolt Israel CEO Tomer Cohen revealed that the company intends to adapt its payment methods to match local consumption habits. While cash usage is widespread in these regions, Cohen has not yet specified a precise launch date or a definitive list of settlements where the new payment option will become available.
Since launching in Tel Aviv in 2018, Wolt has expanded its operations to more than 300 towns and cities across the country, covering approximately 90% of the state's territory. Despite this extensive geographic footprint, services in several Arab localities are still in the early stages of rollout, facing competition from established local delivery apps such as Haat.
Alongside its expansion in Arab communities, Wolt is tailoring its operations to better serve ultra-Orthodox populations. In Bnei Brak, the platform already serves local customers who place orders through both mobile applications and desktop computers. In Beit Shemesh, the CEO noted that the service does not operate on Saturdays, while the company also implements adjustments regarding kosher certification for participating businesses.
Cohen acknowledged that the company has yet to fully bridge the technological gap for the broader ultra-Orthodox public. Nevertheless, Wolt continues to experience substantial overall growth in the Israeli market, currently serving three million active customers.
Data presented by management show that over the past two years, the number of partner businesses on the platform has surged from 8,000 to 13,000. During the same period, the courier network expanded from 20,000 to 30,000 workers, while the corporate workforce grew from 1,200 to 2,000 employees.





