Wayne Ting

But downtime is costly to the business because you have an upfront capital expenditure and you want to be generating as much profits as possible, as quickly as possible to pay back for that hardware. So you can now generate incremental profits on top. And so downtime is very, very costly for sure.

But downtime is costly to the business because you have an upfront capital expenditure and you want to be generating as much profits as possible, as quickly as possible to pay back for that hardware. So you can now generate incremental profits on top. And so downtime is very, very costly for sure.

One major thing was an investment in proprietary hardware. Every other operator in our industry buys off the shelf hardware, but every scooter and bike you see on Lime's platform, we design, we engineer, we produce, and we operate ourselves. That is more expensive, but we do it because we believe fundamentally you can't drive right customer preference if you cannot differentiate.

One major thing was an investment in proprietary hardware. Every other operator in our industry buys off the shelf hardware, but every scooter and bike you see on Lime's platform, we design, we engineer, we produce, and we operate ourselves. That is more expensive, but we do it because we believe fundamentally you can't drive right customer preference if you cannot differentiate.

One major thing was an investment in proprietary hardware. Every other operator in our industry buys off the shelf hardware, but every scooter and bike you see on Lime's platform, we design, we engineer, we produce, and we operate ourselves. That is more expensive, but we do it because we believe fundamentally you can't drive right customer preference if you cannot differentiate.

So we want to build something that's differentiated so that customers is willing to walk further and pay more to use Lime. Why would they walk further and pay more to use Lime over another scooter? Because the experience is differentiated. And so, for example, our scooters have air-filled tires versus like a solid tire.

So we want to build something that's differentiated so that customers is willing to walk further and pay more to use Lime. Why would they walk further and pay more to use Lime over another scooter? Because the experience is differentiated. And so, for example, our scooters have air-filled tires versus like a solid tire.

So we want to build something that's differentiated so that customers is willing to walk further and pay more to use Lime. Why would they walk further and pay more to use Lime over another scooter? Because the experience is differentiated. And so, for example, our scooters have air-filled tires versus like a solid tire.

That means that air can run out, can be ruptured, but it's a much better ride experience. We also have a lower step on step off height. So it's easier for somebody and safer for people to stop a scooter or a bike. We also work. So if you look at our scooters, it has a swept handlebar. It looks like a bike handlebar versus kind of a straight across.

That means that air can run out, can be ruptured, but it's a much better ride experience. We also have a lower step on step off height. So it's easier for somebody and safer for people to stop a scooter or a bike. We also work. So if you look at our scooters, it has a swept handlebar. It looks like a bike handlebar versus kind of a straight across.

That means that air can run out, can be ruptured, but it's a much better ride experience. We also have a lower step on step off height. So it's easier for somebody and safer for people to stop a scooter or a bike. We also work. So if you look at our scooters, it has a swept handlebar. It looks like a bike handlebar versus kind of a straight across.

That means that your elbows can be considered on your side. It's more comfortable, especially if you're going long distances. You would push back on me when I say it's a commoditized industry. I think it's absolutely not a commoditized industry if you just look at the results. And the result is that Lime, five, six years ago, Lime was one of many, many, many operators.

That means that your elbows can be considered on your side. It's more comfortable, especially if you're going long distances. You would push back on me when I say it's a commoditized industry. I think it's absolutely not a commoditized industry if you just look at the results. And the result is that Lime, five, six years ago, Lime was one of many, many, many operators.

That means that your elbows can be considered on your side. It's more comfortable, especially if you're going long distances. You would push back on me when I say it's a commoditized industry. I think it's absolutely not a commoditized industry if you just look at the results. And the result is that Lime, five, six years ago, Lime was one of many, many, many operators.

Today, Lime is the clear global leader, and we are the market leader in almost every market where we operate. Last year, we did over $600 million in gross bookings. Our four-year top-line CAGR was 30%. In each of those four years, we expanded our profit margins. And last year, we did over $90 million in company-wide EBITDA. The same year, our biggest competitor went to Chapter 11.

Today, Lime is the clear global leader, and we are the market leader in almost every market where we operate. Last year, we did over $600 million in gross bookings. Our four-year top-line CAGR was 30%. In each of those four years, we expanded our profit margins. And last year, we did over $90 million in company-wide EBITDA. The same year, our biggest competitor went to Chapter 11.

Today, Lime is the clear global leader, and we are the market leader in almost every market where we operate. Last year, we did over $600 million in gross bookings. Our four-year top-line CAGR was 30%. In each of those four years, we expanded our profit margins. And last year, we did over $90 million in company-wide EBITDA. The same year, our biggest competitor went to Chapter 11.

So if it was commoditized, then we would have the same financial results as everybody else. But we've been growing in a differentiated rate and delivering a differentiated bottom line. The proof is in the results.

So if it was commoditized, then we would have the same financial results as everybody else. But we've been growing in a differentiated rate and delivering a differentiated bottom line. The proof is in the results.

So if it was commoditized, then we would have the same financial results as everybody else. But we've been growing in a differentiated rate and delivering a differentiated bottom line. The proof is in the results.