Wayne Ting

One of the things that surprised me when I first joined Lime, my expectation was we were only going to work in the biggest mega cities in the world where density, congestion, affordability... the problems of transportation are most acute. I think what surprised me is that we actually do really well in smaller cities. We do really well in places like Omaha, Nebraska, Oklahoma City, Tulsa, Oklahoma.

One of the things that surprised me when I first joined Lime, my expectation was we were only going to work in the biggest mega cities in the world where density, congestion, affordability... the problems of transportation are most acute. I think what surprised me is that we actually do really well in smaller cities. We do really well in places like Omaha, Nebraska, Oklahoma City, Tulsa, Oklahoma.

One of the things that surprised me when I first joined Lime, my expectation was we were only going to work in the biggest mega cities in the world where density, congestion, affordability... the problems of transportation are most acute. I think what surprised me is that we actually do really well in smaller cities. We do really well in places like Omaha, Nebraska, Oklahoma City, Tulsa, Oklahoma.

We do really well in Milton Keynes in the UK. Places where the regulators may not, this may not be the first solution they think about. So convincing more second tier cities to take a chance on micromobility, that this is a solution for your city has been, I would say, a longer journey.

We do really well in Milton Keynes in the UK. Places where the regulators may not, this may not be the first solution they think about. So convincing more second tier cities to take a chance on micromobility, that this is a solution for your city has been, I would say, a longer journey.

We do really well in Milton Keynes in the UK. Places where the regulators may not, this may not be the first solution they think about. So convincing more second tier cities to take a chance on micromobility, that this is a solution for your city has been, I would say, a longer journey.

But I think it also means there's an enormous amount of growth that's still ahead because most smaller second tier cities still don't have micromobility.

But I think it also means there's an enormous amount of growth that's still ahead because most smaller second tier cities still don't have micromobility.

But I think it also means there's an enormous amount of growth that's still ahead because most smaller second tier cities still don't have micromobility.

Lime has won almost every competitive RFP since we launched. This is why when we do lose a competitive RFP, I remember it very, very deeply. Which one do you remember most deeply? The ones that I probably carry the most pain is Lyon in France. Calgary in Canada. What happened? Idiosyncratic reasons, but I would say we hate losing.

Lime has won almost every competitive RFP since we launched. This is why when we do lose a competitive RFP, I remember it very, very deeply. Which one do you remember most deeply? The ones that I probably carry the most pain is Lyon in France. Calgary in Canada. What happened? Idiosyncratic reasons, but I would say we hate losing.

Lime has won almost every competitive RFP since we launched. This is why when we do lose a competitive RFP, I remember it very, very deeply. Which one do you remember most deeply? The ones that I probably carry the most pain is Lyon in France. Calgary in Canada. What happened? Idiosyncratic reasons, but I would say we hate losing.

And that culture of hating losing probably more than liking winning drives a lot of our success.

And that culture of hating losing probably more than liking winning drives a lot of our success.

And that culture of hating losing probably more than liking winning drives a lot of our success.

How was it? So we started like every company builds a budget and a plan for the year. In 2020, we had our budget, we had our plan, but nobody builds a plan where your revenues fall 90, 95% in a matter of days, which is what happened in the early weeks of COVID. We knew going into 2020, we needed to go raise more money.

How was it? So we started like every company builds a budget and a plan for the year. In 2020, we had our budget, we had our plan, but nobody builds a plan where your revenues fall 90, 95% in a matter of days, which is what happened in the early weeks of COVID. We knew going into 2020, we needed to go raise more money.

How was it? So we started like every company builds a budget and a plan for the year. In 2020, we had our budget, we had our plan, but nobody builds a plan where your revenues fall 90, 95% in a matter of days, which is what happened in the early weeks of COVID. We knew going into 2020, we needed to go raise more money.

But suddenly what we thought was maybe six months of runway was like 20 days of runway because all of our revenues went away. You still have a lot of your costs, right? We have warehouse costs, we have employees on the payroll. So suddenly you had all these costs and then your revenue went away completely.

But suddenly what we thought was maybe six months of runway was like 20 days of runway because all of our revenues went away. You still have a lot of your costs, right? We have warehouse costs, we have employees on the payroll. So suddenly you had all these costs and then your revenue went away completely.