Wayne Ting

I think in a crisis, you want to make sure information is flowing, that people are honest. I can't help you solve something that I don't know exists. So information flow and creating a trust-based relationship with the executive team was super important in those early months. And I remember we met every single day for an hour for months.

I think in a crisis, you want to make sure information is flowing, that people are honest. I can't help you solve something that I don't know exists. So information flow and creating a trust-based relationship with the executive team was super important in those early months. And I remember we met every single day for an hour for months.

And we just start by saying, what are all the biggest problems? And let's just go around the horn. And everybody had different problems because even with a new capital, there's still lots of challenges dealing with, do we restart business? What are we going to do with certain like, and also we've got to bring our costs down.

And we just start by saying, what are all the biggest problems? And let's just go around the horn. And everybody had different problems because even with a new capital, there's still lots of challenges dealing with, do we restart business? What are we going to do with certain like, and also we've got to bring our costs down.

And we just start by saying, what are all the biggest problems? And let's just go around the horn. And everybody had different problems because even with a new capital, there's still lots of challenges dealing with, do we restart business? What are we going to do with certain like, and also we've got to bring our costs down.

So when I first joined, it was also immediately, it was clear we needed to go through layoffs. and cost cutting. And it's always hard when you're doing that and you're new to a job and you're trying to establish credibility because that is one of those things that sometimes can hurt trust and hurt credibility.

So when I first joined, it was also immediately, it was clear we needed to go through layoffs. and cost cutting. And it's always hard when you're doing that and you're new to a job and you're trying to establish credibility because that is one of those things that sometimes can hurt trust and hurt credibility.

So when I first joined, it was also immediately, it was clear we needed to go through layoffs. and cost cutting. And it's always hard when you're doing that and you're new to a job and you're trying to establish credibility because that is one of those things that sometimes can hurt trust and hurt credibility.

One of the lessons you learn is that sometimes in life, you just have a choice between bad and worse. I think trying to take over a business in the middle of a transportation business in the middle of COVID, most of our choices were bad. So in those moments, the worst thing you can do is not make a decision because now your bad and worse decision becomes worse and worse.

One of the lessons you learn is that sometimes in life, you just have a choice between bad and worse. I think trying to take over a business in the middle of a transportation business in the middle of COVID, most of our choices were bad. So in those moments, the worst thing you can do is not make a decision because now your bad and worse decision becomes worse and worse.

One of the lessons you learn is that sometimes in life, you just have a choice between bad and worse. I think trying to take over a business in the middle of a transportation business in the middle of COVID, most of our choices were bad. So in those moments, the worst thing you can do is not make a decision because now your bad and worse decision becomes worse and worse.

So making a call quickly and I would say cutting deeper than maybe you would expect was really important because if we've gone back for another round of layoffs, that's when I think a management team really loses credibility. So we thought it was important for us to cut deep and cut quickly. In that period, what was the best decision you made?

So making a call quickly and I would say cutting deeper than maybe you would expect was really important because if we've gone back for another round of layoffs, that's when I think a management team really loses credibility. So we thought it was important for us to cut deep and cut quickly. In that period, what was the best decision you made?

So making a call quickly and I would say cutting deeper than maybe you would expect was really important because if we've gone back for another round of layoffs, that's when I think a management team really loses credibility. So we thought it was important for us to cut deep and cut quickly. In that period, what was the best decision you made?

Best decision? So we shut down operations. At the beginning of COVID, we shut down operations in most of our markets, which then also drove down a lot of the revenues. And one of the best decisions was Lime is actually a solution for COVID because people were looking for open air, single passenger ways to move around.

Best decision? So we shut down operations. At the beginning of COVID, we shut down operations in most of our markets, which then also drove down a lot of the revenues. And one of the best decisions was Lime is actually a solution for COVID because people were looking for open air, single passenger ways to move around.

Best decision? So we shut down operations. At the beginning of COVID, we shut down operations in most of our markets, which then also drove down a lot of the revenues. And one of the best decisions was Lime is actually a solution for COVID because people were looking for open air, single passenger ways to move around.

But restarting our business on a global scale pretty soon after COVID when we still didn't have all the information was critical. at getting us back into the rhythm of the offense. I think nothing is, waiting around for the world to end on you is not a good place to be. We need its momentum. We need to show that we can generate revenue. So that was a good thing, coming back as soon as possible.

But restarting our business on a global scale pretty soon after COVID when we still didn't have all the information was critical. at getting us back into the rhythm of the offense. I think nothing is, waiting around for the world to end on you is not a good place to be. We need its momentum. We need to show that we can generate revenue. So that was a good thing, coming back as soon as possible.

But restarting our business on a global scale pretty soon after COVID when we still didn't have all the information was critical. at getting us back into the rhythm of the offense. I think nothing is, waiting around for the world to end on you is not a good place to be. We need its momentum. We need to show that we can generate revenue. So that was a good thing, coming back as soon as possible.