Wayne Ting

And when you do a thousand things 1% better, you now have a very different business than all your competitors. When we deploy, and this is pretty consistent in big cities, small cities all around the world. When we deploy our hardware, we can pay back within the first year. And it lasts for more than five years from the 30 days I was describing before.

And when you do a thousand things 1% better, you now have a very different business than all your competitors. When we deploy, and this is pretty consistent in big cities, small cities all around the world. When we deploy our hardware, we can pay back within the first year. And it lasts for more than five years from the 30 days I was describing before.

So you have four more years of cash flow generation after you've paid back your hardware.

So you have four more years of cash flow generation after you've paid back your hardware.

So you have four more years of cash flow generation after you've paid back your hardware.

We've been historically upgrading our fleet more frequently because I think that each upgrade was a big jump in improvements. Only our Gen 4 scooters and bikes, which is what we have in London, was a big improvement over our Gen 3. And it has actually allowed us to have a breakthrough in our P&L.

We've been historically upgrading our fleet more frequently because I think that each upgrade was a big jump in improvements. Only our Gen 4 scooters and bikes, which is what we have in London, was a big improvement over our Gen 3. And it has actually allowed us to have a breakthrough in our P&L.

We've been historically upgrading our fleet more frequently because I think that each upgrade was a big jump in improvements. Only our Gen 4 scooters and bikes, which is what we have in London, was a big improvement over our Gen 3. And it has actually allowed us to have a breakthrough in our P&L.

But today, I think the quality of our Gen 4 is good enough where I believe we can operate the Gen 4s for much longer than we've done the Gen 3 and Gen 2.5 in the past. My expectation is we're not going to have to upgrade our hardware at the same frequency as we've done in the past. And because they're pretty high quality, riders are willing to stay with it for longer.

But today, I think the quality of our Gen 4 is good enough where I believe we can operate the Gen 4s for much longer than we've done the Gen 3 and Gen 2.5 in the past. My expectation is we're not going to have to upgrade our hardware at the same frequency as we've done in the past. And because they're pretty high quality, riders are willing to stay with it for longer.

But today, I think the quality of our Gen 4 is good enough where I believe we can operate the Gen 4s for much longer than we've done the Gen 3 and Gen 2.5 in the past. My expectation is we're not going to have to upgrade our hardware at the same frequency as we've done in the past. And because they're pretty high quality, riders are willing to stay with it for longer.

So we were talking about, we design our hardware. Part of it is on kind of writer preference. But the other part is we track everything our mechanics do. And we're trying to figure out how do we reduce the time it takes for our mechanics to do everything. So that by doing that, we can then improve productivity and then drive down costs. And it is a game of inches.

So we were talking about, we design our hardware. Part of it is on kind of writer preference. But the other part is we track everything our mechanics do. And we're trying to figure out how do we reduce the time it takes for our mechanics to do everything. So that by doing that, we can then improve productivity and then drive down costs. And it is a game of inches.

So we were talking about, we design our hardware. Part of it is on kind of writer preference. But the other part is we track everything our mechanics do. And we're trying to figure out how do we reduce the time it takes for our mechanics to do everything. So that by doing that, we can then improve productivity and then drive down costs. And it is a game of inches.

A lot of these things are tiny, imperceptible things. We have a down tube in the scooters. And we increase the length of the connector so it takes less time to connect the connector with the CCU. That saves, let's say, 30 seconds, 40 seconds. But when you do that thousands of times, In our latest bike, for example, the battery pack sits behind the chair.

A lot of these things are tiny, imperceptible things. We have a down tube in the scooters. And we increase the length of the connector so it takes less time to connect the connector with the CCU. That saves, let's say, 30 seconds, 40 seconds. But when you do that thousands of times, In our latest bike, for example, the battery pack sits behind the chair.

A lot of these things are tiny, imperceptible things. We have a down tube in the scooters. And we increase the length of the connector so it takes less time to connect the connector with the CCU. That saves, let's say, 30 seconds, 40 seconds. But when you do that thousands of times, In our latest bike, for example, the battery pack sits behind the chair.

An operator, when they swap the swappable battery, sometimes would have to move the chair up and down an inch or two to get the battery out. Again, that's maybe 20 seconds, 30 seconds. But when you multiply that by millions of times, that becomes real dollars for the real cost to the P&L.

An operator, when they swap the swappable battery, sometimes would have to move the chair up and down an inch or two to get the battery out. Again, that's maybe 20 seconds, 30 seconds. But when you multiply that by millions of times, that becomes real dollars for the real cost to the P&L.

An operator, when they swap the swappable battery, sometimes would have to move the chair up and down an inch or two to get the battery out. Again, that's maybe 20 seconds, 30 seconds. But when you multiply that by millions of times, that becomes real dollars for the real cost to the P&L.