a. ONE MOTO was recognized as a key player in sustainable mobility at the PwC Net Zero Future50 – Middle East. How did your participation in COP28, held in Dubai, contribute to advancing ONE MOTO’s efforts towards decarbonisation and zero-emission transportation?
COP28 was a great event that really placed our minds and attention on the planetary issues we all face. It also showcased the breadth of innovations available to tackle these issues.
For ONE MOTO, our presence and activation were approached as a knowledge transfer exercise. Many do not understand the environmental impact last-mile delivery has, yet they see the economic positives. The “delivery of everything now” society we’ve created depends heavily on third-party logistics operators. How do they capitalize on their expansions? We discussed intelligent finance offerings, demonstrating how building a commitment-based brand builds trust and recognition. This commitment to “doing things right” is well received by consumers and aligns with their values.
Receiving acclaim from PwC as a Future50 company was incredible. My father always said, “Effort equals results.” Building an impact-driven business designed to bring change is an emotional journey, and this recognition has certainly empowered us and placed us in the headlines with other pioneering companies. 
b. As global COP events continue to shape climate action, what role does ONE MOTO envision playing in future conferences to drive innovation in sustainable mobility and expand internationally?
Even before COP28, I’ve been speaking on stages worldwide, presenting narratives of weighted importance that trigger action. This approach has helped us expand into 13 countries so far, start conversations with 24 others, and establish a thought-leadership presence with government bodies. We aim to continue this work, and as conversations evolve, my talks are enriched with engaging content. Rather than focusing on what needs to be done, I showcase what is already being done and the environmental, financial, and welfare impacts it brings to the riders and drivers in this sector.
2. Building a Global EV Ecosystem
a. ONE MOTO aims to build the largest electric mobility ecosystem in the world. Could you elaborate on your long-term strategy for creating this ecosystem, and how it addresses the specific needs of urban commuters and last-mile delivery industries?
Indeed we are. Although “ecosystem” has become somewhat of a cliché, we are building one in the truest sense of the word. We enter unexpected markets where we know how to create a positive impact to make them successful. This approach builds trust and confidence in our brand, our vehicles, and our partners. Our distribution network includes after-sales services, battery solutions, telemetry (utilising big data and AI), intelligent finance options, future-proofing the vehicles and formats we offer, and continuous innovation. This reflects a long-term, bold vision where we are not just here to sell; we are here to provide mobility for everyone.
b. What are the major challenges in achieving this global vision, especially as you expand into new markets like India, Ethiopia, and Sri Lanka?
Certain markets are more challenging than others; the processes are similar in each market, but the bureaucracy differs. Geo-political tensions and economic diversity contribute to these challenges. However, as we operate a modular organization, we can overcome them. Working with the right partners and collaborating with the best is essential, yet this can only happen if they believe in what we’ve built.
c. How do you ensure that the unique requirements of each regional market are met while maintaining the integrity and core values of your brand?
Integrity and consistency are of critical importance to us. Our business is built on five core values—Sustainability, Affordability, Convenience, Technology, and Experience—each equally weighted. Our partners must align with this framework, which allows us to present a consistent narrative to any market. For some customers, technology isn’t a buying trigger; experience is. For some B2B customers, affordability and convenience matter more than experience. We adapt our message to meet these varying needs, which allows us to maintain consistency throughout.
3. Scaling Decarbonisation of Last-Mile Delivery
a. ONE MOTO is focused on decarbonizing the last-mile industry. Could you share some specific success stories where your electric vehicles have significantly reduced carbon emissions for major delivery companies?
I have to let our customers announce their successes and rewards, as they are the brave ones who took the risk. However, I can elaborate on the impact we’ve had in the UAE. There are 92,000 petrol delivery motorcycles on the roads of Dubai, producing over 260,000 tonnes of CO₂ each year. It would take over 290,000 acres of forest to sequester this amount, which is 10 times the size of Paris. And that’s just motorcycles; there are 320,000 commercial vehicles in Dubai, so the environmental impact is massive.
To put this in perspective, there are 37,000,000 motorcycles in India, 20,000,000 in Pakistan, 67,000,000 in Vietnam, and 9,000,000 in Africa. The 92,000 in Dubai seemed like a lot at first, but the global problem is far more alarming.
Discussing the financial benefits, since switching to our fleet, third-party logistics operators (3PLs) have saved 74% in operational costs on our electric motorcycle, Byka, and 59% on our Light Commercial Van, Deliva. Depending on fleet sizes, this can amount to hundreds of thousands of dollars saved annually. For drivers and riders, not spending on fuel has saved around 29% of their annual net salary. The early adopters are winning with an ROI in 5-7 months.
b. With the booming e-commerce and q-commerce markets, particularly in countries like India, how is ONE MOTO positioned to address the growing need for sustainable delivery solutions?
India is challenging in several ways. Two critical considerations are: 1) it’s a very price-sensitive market, and 2) a mindset shift toward sustainability is needed. Sustainability isn’t yet a top priority. After spending time in various cities, it’s clear that littering and pollution are significant issues, and it will take a generation to address them. To tackle price sensitivity, we ensure our vehicles are affordable by working with leading financiers who believe in long-term returns. With some Indian OEMs misusing subsidies and eroding market trust, only those with ethical practices will succeed in the long run.
c. What operational efficiencies and cost savings do electric vehicles offer to last-mile delivery providers, and how does ONE MOTO support businesses in transitioning to EV fleets?
There are many commonly discussed and promoted efficiencies, such as savings on fuel, servicing, maintenance, downtime, and more. The ONE MOTO team supports our customers by understanding their reasons for transitioning, their operational models, and their servicing routines. Each sector and territory varies, and we show them how the switch will benefit their business and how to communicate this change to stakeholders.
4. Partnerships and Market Penetration
a. ONE MOTO has established strategic partnerships with battery manufacturers, charging infrastructure providers, and universities. How do these collaborations accelerate market penetration and innovation?
I’ve said for years that collaborations are vital for business success, and we demonstrate this throughout our business. Aligning minds and missions for each party takes some navigation, but it’s time well-invested. This approach allows us to deliver more effectively and achieve shared goals.
b. Can you highlight a recent partnership that has been pivotal to ONE MOTO’s expansion in key markets like the GCC or India?
We have several exciting partnerships to announce over the next few months, both public and private, which have taken nearly a year to structure. These partnerships are not only exciting for the parties involved but will also benefit the broader audience and government initiatives. One partnership I would like to mention is with Dubai International Chambers, which has been a long-standing advocate of ONE MOTO. Their support and endorsements have allowed us to achieve significant milestones, including presence across five continents.
5. Financing and Business Growth
a. In 2023, ONE MOTO raised $190 million in asset financing to expedite the EV transition. How has this funding shaped your growth strategy, and what milestones have been achieved as a result?
Many of our customers, especially 3PLs, don’t have access to the capital needed to satisfy expansion demand, which is why we support them. This financing has increased trust and confidence within our customer base. Financiers aren’t going to back just any company with that level of liquidity, and this has allowed our customers to access an electric fleet from ONE MOTO more affordably than a petrol fleet. As most fleet operators replace 25% of their fleets each year, these conversations are ongoing, and our customers have become our best marketers.
b. Could you discuss how ONE MOTO’s financing options make EV adoption more accessible for businesses, especially those in developing markets?
A typical lease model for a petrol bike ranges between AED 500-600, including periodic maintenance (according to RTA guidelines). Financing for a ONE MOTO electric motorcycle is AED 470 on a lease-to-own model, which is beneficial for the operator’s balance sheet. After the term ends, they have a fleet that operates on an almost pure profit model. Our Deliva (electric van) follows a similar model and is available at AED 3,700 per month. When finance and procurement teams calculate the Total Cost of Operation (TCO), they see the benefits clearly.
In other markets, we replicate the successful models we’ve developed in the UK and UAE to create similar offerings. If a gig-economy rider can only afford $4 per day, we make it happen. If Rs 4,000 per month is feasible, we work with financiers to find a solution.
c. How do you foresee future funding rounds driving even larger expansions into markets like LatAm and Africa, where the need for sustainable transportation is growing?
We’ve been mostly self-funded, aside from a crowdfunding round in 2020. Laying a solid foundation was a critical part of our roadmap to ensure longevity and achieve our vision. We are currently discussing our pre-Series A raise, a strategic decision focused on growth. Unlike many EV companies, we have quantifiable data and are raising only what we need to reach specific milestones. By validating all areas of our business—models, vehicles, team, and strategy—we offer our investors peace of mind and confidence in their investment. We are building a global brand and will work only with investors who can see the broader vision.
6. Sustainable Manufacturing and the Supply Chain
a. Sustainability is central to ONE MOTO’s operations. How do you ensure that your manufacturing practices and supply chain processes reduce the overall carbon footprint?
In January 2021, I set out a transparent ESG framework that our entire supply and value chain must adhere to. It did create some obstacles, but it also showed our commitment to bringing change. We have 39 policies audited by Future Plus in the UK that help us set targets and actively work toward them. Currently, we positively impact 15 of the 17 UN SDGs. Not all companies have the manpower, resources, or knowledge to apply an ESG framework, so we help our customers and partners work towards these goals.
7. Technology and Innovation in EVs
a. ONE MOTO integrates the latest advances in electric propulsion and battery technology. How do you stay at the forefront of EV innovation, and what new technologies are you most excited about in the near future?
Innovation versus incremental improvement is something we balance carefully. Spending too much time innovating can mean you aren’t doing enough. Merely tweaking existing solutions doesn’t differentiate you. What’s needed versus what’s nice to have? Of course, I can’t dive into the details, but I can tell you it takes one dedicated team to ask the right questions and find the solutions.
b. What role does artificial intelligence or IoT play in enhancing the performance, safety, and user experience of ONE MOTO’s vehicles?
This is an interesting question, as we all know how technology and AI improve efficiencies. However, in last-mile delivery, not all stakeholders share this sentiment. While delivery aggregators see themselves as tech companies, their suppliers (3PLs) often remain analogue. Where it becomes interesting is in using telemetry to optimize productivity and fleet management. It improves delivery times, fleet utilization, driver safety, and the overall wellbeing of delivery teams. However, we’re still exploring how to achieve mass adoption of telemetry without making stakeholders feel like they are bearing the cost.
8. EV Adoption and Policy Advocacy
a. ONE MOTO has been actively involved in engaging with policymakers and industry associations. What are some of the key policy changes you advocate for to accelerate EV adoption, particularly in the GCC?
We advocate for policies that accelerate the transition to EVs by incentivizing businesses and consumers. There’s an economic and environmental case for these incentives, and they benefit society at large.
9. Sustainable Finance and Digital Assets
a. How is ONE MOTO leveraging sustainable finance or decentralized finance (DeFi) systems to support the expansion of electric mobility solutions in emerging markets?
This is one of the partnerships I’ve been working on, and it’s a game-changer. However, I’ll have to come back to you once it’s officially announced!
b. What are the biggest challenges and opportunities for using digital assets to fund sustainable transportation projects?
The challenge is tangible versus intangible assets. Financiers aren’t all in the neo-financing mindset yet. But by applying well-known long-term asset financing principles to solar projects, we have a model that can also apply to EVs. Vehicles are typically depreciating assets, but we’ve proven that ONE MOTO isn’t just any vehicle company. The challenge is in showcasing this opportunity, but once it’s understood, the adoption flows naturally.
10. The Future of Electric Mobility and ONE MOTO’s Vision
a. Looking ahead, what emerging technologies or trends do you believe will most significantly reshape the electric mobility landscape over the next decade?
Our vision is clear: we aim to be a leading global mobility brand. Innovation is essential, but it’s equally important to set strong foundations. Battery technology is rapidly evolving, which will drive adoption as it impacts the vehicle purchase price.
The larger issues, however, include the levies imposed on Chinese manufacturers. These manufacturers produce high-quality, affordable vehicles, but they haven’t earned consumer, financier, or insurer trust. The European automotive industry will limit their long-term penetration.
In terms of other forms of mobility—air, land, and sea—we must consider what’s needed versus what’s nice to have. For example, I don’t believe delivery drones are necessary, but they could certainly aid in agricultural efficiencies.
Hydrogen will be considered for heavy machinery, but I also believe we’ll soon see a new form of “fuel” introduced to the market.
b. How does ONE MOTO stay ahead of technological trends while maintaining a commitment to sustainability and affordability?
Network, relationships, and focus are our keys. Our team stays on the pulse of trends, and we have senior members focused on the future. I think big—really big—but I’ll reveal more on this at a later stage. Sustainability is integrated into our consciousness, so for example, we don’t pay to exhibit at events as the carbon offset cost can be three times the price of exhibiting.
c. What legacy do you hope ONE MOTO will leave in the global shift towards sustainable transportation, and what advice do you have for startups looking to make a meaningful impact in this space?
ONE MOTO aims to provide mobility for all—from low-income communities to major cities. Our vehicles are designed for last-mile mobility, and we hope to become the benchmark for how EV startups should have been structured.
My advice is simple: know your customers, build with your customers and avoid selling to yourself emotionally. Stay lean, and remember you don’t always need more money; sometimes, you just need a different strategy.
Stay hyper-focused and consider building a business with an exit in mind. Who would be your target buyer? IPO, trade sale, acquisition, or milestone wins? Each has merit. Align yourself with mentors who have wisdom in your field, and this experience will help you reach your goals.
Lastly, if you feel you may have an ego, remove it immediately. You aren’t that great, and the road you’re on now will not be your final destination. Embrace that reality, and know that the team you’re building will stand by you through whatever comes.
