In this episode, Jason Niedle interviews Guilherme Rajzman, co-founder and CEO of Wali, a Brazilian car-sharing platform. They discuss the evolution of car sharing in Brazil, the challenges and opportunities in the market, and the importance of digital innovation. Guilherme shares insights on the Lean Startup methodology, the significance of understanding customer needs, and the complexities of navigating multiple customer segments. The conversation also touches on growth strategies, localization challenges, and advice for early-stage CEOs in a rapidly changing environment.
Takeaways
- Wali connects vehicle providers to end users through a mobile app.
- The car rental market in Brazil is still developing.
- Focus on one or two main metrics for growth.
- Wali pivoted to a marketplace model to enhance scalability.
- Understanding customer pain points is crucial for product development.
- B2B and B2C sales funnels require different strategies.
- Localization is key in a diverse market like Brazil.
- Marketing strategies must adapt to changing digital landscapes.
- Retention is as important as acquisition for growth.
- Early-stage founders should prioritize solving customer problems.
Sound Bites
“We are a shared mobility platform.”
“You only pay for what you use.”
“The demand is not a problem for us.”
Show Notes
BeyondSaaS Transcript
Jason Niedle (00:00)
Today we’re talking with Guilherme Rajzman, co-founder and CEO of Wali, about transforming digital experiences to drive business success.
Welcome to Beyond SaaS. I’m Jason Niedle founder of Tethos. We are a growth agency and we’ve been accelerating tech company growth through strategy, branding, lead generation and conversion with a 20-year track record of success.
If you’re looking to grow your company, check out tethos.com/podcast for our paper on hyper growth tactics compiled from interviews or easier yet, just drop the word growth in the comments and I’ll DM you. Today I’m excited to drive into digital innovation with Guilherme. He is the co-founder and CEO of Wali.
It is a Brazilian car sharing platform that allows users to rent vehicles via a mobile app on an hourly, daily, or monthly subscription basis. I wish we had that here. With insurance, fuel maintenance, and 24-7 support included, it sounds amazing, and I want to hear about that. And I hear that it makes renting really simple as just reserving and unlocking a car on your phone with vehicles stationed all around residential condos and hotels and shopping centers in Rio and more. I hear you’re also expanding across Brazil.
So your vision is to redefine how people move around cities by making car sharing seamless and accessible. And I’m also interested to hear how that relates to AI in the future. So welcome, Guilherme.
Guilherme Rajzman (01:17)
Thank you so much for inviting me, Jason. It’s a pleasure to be here. A pleasure to talk to you guys. Yeah, we’ve been working here really hard in Brazil, especially for the last three years since we founded Wali. We are a shared mobility platform, as I told you before. So we connect vehicle providers, such as car rental companies, automakers, and stores to the end user through a mobile app, through a completely digital experience. So as I told you before, users can rent and unlock cars.
by the city, hotels, on the minis, and shopping centers, by hourly, monthly, or even daily rates. And the best thing is you only pay for what you use.
Jason Niedle (01:52)
It’s so much better than trying to wait and go to a car rental place and spend an hour filling out paperwork for them to tell you they don’t have the car that you signed up for and then you come back and yeah, it sounds like so much less of a headache.
Guilherme Rajzman (02:02)
Yeah, it’s actually our main goal, our main competitor actually. It’s your own car. So in Brazil, we have like an economic scenario in which before the pandemic hit it on 2020, you needed like 30 minimum wages to buy, I mean, the cheapest car possible. Now after the pandemic, back since 2021, you need approximately 60 minimum wages. So it doubled since then.
So to buy cars here in Brazil, it’s very, very expensive. The interest rates are so high. So we found this as an opportunity to scale our business, to start a business actually and start scaling. And by the other side, we just noticed that digital renting is not as common in Latin America, especially in Brazil. So the rental companies, the automakers, they’re not like, they’re
they’re not into it yet. So we developed a platform on which we can digitalize the full experience from the end user perspective as well as the fleet perspective. So here in Brazil, we have a big scenario regarding renting platforms and renting companies on which they’re not digitalized. So we have to go to a renting agency, do the whole process, and it’s a little bit of a pain.
because you get there, you stay there for like 30 minutes, you get out of the car, you have to rent for at least 24 hours. So for the end user, it’s not a good experience. So we are tackling exactly in this pain right now.
Jason Niedle (03:29)
I love that. Before I forget, do you have a golden nugget and then we’ll talk more about Wali.
Guilherme Rajzman (03:34)
Sure, yeah, yeah. My golden nugget is the book Lean Analytics. Most of your audience probably know Lean Startup, the series. This book is written by Alistair Rowe and Benjamin Joskovitz. And the main focus of the book is, especially me as an early stage startup founder, you have to focus on maybe one or two main metrics to grow your business. And the good thing about this book is it’s like a cake recipe.
It tells you about all the stages of a startup from the empathy perspective and when you find out the customer have a pain to the stickiness stage and to the growth stage. And I mean the best thing here is you have like a chapter for each business model. So if you’re like on a mobile app or on a two-sided marketplace as we are or like a software as a service, you have different specific metrics for each stages of your company.
So it helps a lot regarding where to look for benchmarks and stuff like that. I mean, it was awesome to discover in this book. I’m a big fan of the Lean Startup series as well, so it was very good.
Jason Niedle (04:39)
Super cool.
So how do you compare yourself with the other ride sharing apps that are out there?
Guilherme Rajzman (04:44)
Oh yeah, sure. mean, actually, since we’re from Latin America, from Brazil, we are in an economic scenario, which is a developing country. It’s not a developed industry. So we can look at lots of benchmarks abroad, like Europe and the US. As I told you before, Jason, the car renting industry in Brazil, especially, I mean, the car subscription, the car renting, and the car sharing industry in Brazil is still a little bit of incipient.
So if you compare like with the biggest, like the most developed countries, you have lots and lots of solutions in the market. A good data I like to always bring to conversation is in Brazil we only have 27 % of the car manufacturing going to the car renting companies. If you compare to US, at US is approximately 50% or 60%.
So I mean, the use case of the mobility as a service, as I was saying, is getting better and growing in Brazil. And if we compare our solution to the other, know, car sharing, car renting platforms abroad and in Brazil, the big difference is we are actually a marketplace. So we try to help the renting companies, the automakers and the stores to fully digitalize their experience so they can lower their costs and especially
bring the user experience up a lot. And if you compare to the other ones, they are full, like, asset heavy, so they have their own assets. Our focus is not the operations or, the car maintenance and stuff like that. We leave that to the car renting companies. Our whole focus here is the tech space and the growth. So we are focusing a lot on the IoT development of our cars. We are enabling AI.
to discover where is going to be the next user, so we can predict usability across all the regions in the city, especially in Rio and the other sides of Brazil as we are growing. So, since we founded the company back in 2021, we decided to build everything in-house from the IoT solution, you know, to the software solution, to the application. And in the beginning, we had a hard pivot because when we started out,
We used to own our assets, so we bought the cars, resulting on like the capex going really up, know, going, the capex going up as well, lots of risks, small margins, and lots of difficulties to grow. Back in 2022, like one or two years after we founded Wali, different renting companies, especially in southeast of Brazil, São Paulo, Rio,
started to look for a technology and to digitalize their companies, know, their operations to get the user experience up. Then we have like a click. Should we like pivot and turn to a marketplace? Since we have the operations, we have like the partners in the hotels, condominiums, shopping centers, we have the know-how to operate this business model. So back in 2022, 2023, we started to…
pivot and to sell our own cars and now we are fully like asset light platform. That’s what’s different most of us to the other car renting companies, the other car sharing companies abroad. We can actually look ourselves just as Turo in the US, you know Turo in the US and Europe. So it’s pretty similar how we approach the end user. Of course we have some
big barriers in Brazil and Latin America, especially when we talk about security issues. So since the beginning of Wali, we’ve focused a lot on security, background checking of the users, lots and lots of different security rules regarding the IoT to block the cars and stuff like that. So as we like to say here in Brazil, we imported the business model, we imported the model which is growing in Europe and America.
But we have to do a little bit of tweak to adapt it to the context of Latin American and developing country like Brazil.
Jason Niedle (08:29)
Right, it has to work for you there. It’s such an interesting model too because in one hand you’re really reducing friction in a transaction that’s been hard. Like how do I get a car, right? Okay, I can buy it, 60 times the minimum wage, that’s not gonna happen. I can try to borrow one, but that doesn’t work very well. I can try to rent one, that’s a nightmare. So you’ve reduced the friction in this. But then you have multiple ICPs, right? You have to figure out how do I deal with the people who own the assets.
How do I deal with the people that want the assets? How do I deal with people that want to scam the assets or are not careful? So I think there’s a lot of moving parts and it’s quite interesting to me.
Guilherme Rajzman (09:02)
Yeah, that’s
a great observation actually, Jason, because when we pivoted, when we stopped having our own cars, it was good for operations, for our margins, for our scalability. But at the same time, we started to have a new customer, which are the seller side of the marketplace. So, I mean, we’re here to talk about growth and we think we’re gonna explore a little bit more about these two sides of our users and clients.
Jason Niedle (09:26)
So what did you have to do differently, right? You were talking to one audience and then you had this new audience. What did you discover and what did you learn through that process?
Guilherme Rajzman (09:32)
Yeah, we actually, when we started out back in 2021, it was a post pandemic year. So we were still in lockdown or semi lockdown as I would call. We would recommend to stay in our house, but we can go out and you know, to work. And in the beginning, it was really good.
I always love to talk about retention, okay, Jason, before talking about growth, because before scaling a company, you need to have retention, you need to have product market fit before you start to try different acquisition channels to scale your business. But since the beginning, the end user was always sticky to the platform because we focused on big condominiums here in Rio de Janeiro on which some people don’t have a car.
Some families have only one car, but they need one extra car in occasions. So as we started out like very small, we’ve only two or three cars, used two or three cars, it was really like, really startup mode, I would say. This thickening was really high already, since the beginning.
Because, you know, people would prefer using Wali than riding an Uber or riding a ride sharing or a taxi because of the safety issues regarding, you know, COVID. And then afterwards, as we started like trying to scale, we got hit with the car manufacturing crisis in 2021.
No company had cars to sell, the car prices were going up. So it was really difficult to scale the offer of our cars to the end user. And people were asking more and more, we want more cars, we more models. That’s one of the reasons why we pivoted. And at the same time, as I told before, other companies started to look for technology to grow their business and to grow their digital presence in Brazil.
So that was really good. But then on, getting back to your question, we saw that we had a user and now we have another client. So what are the pains of this client? Because we’re here to solve issues, to solve the pain of the client who’s looking for a technology to solve something. At the moment, we didn’t know exactly what he was looking for. It was a really, still is actually, a really hard job and a really
I like this job to be close to the founder of the renting company, to be very close to the automaker delivering We are now partnering with Peugeot here in Brazil. delivering cars to our platform, to our parking spaces for us to operate. And then we just knew that we had two completely different sales funnel. So the end user is more like a self-service sales funnel.
Jason Niedle (11:48)
That’s cool.
Guilherme Rajzman (12:02)
which you focus more on the brand awareness, even the direct response channels as Google and Facebook and Instagram or whatever. But the other side was a completely enterprise B2B sales funnel. So, I mean, we’re gonna talk a little bit more later on, but two different, completely different sales funnel, which we learned a lot the past two years and now we’re starting to expand in the country.
Jason Niedle (12:26)
I think it’s super interesting to have a company where you have your B2C split and you have your B2B enterprise because enterprise is such a completely different sales process than business to consumer.
Guilherme Rajzman (12:37)
Exactly, it’s so much more, you know, it’s so much more close to the to your client. So I have lots and lots of friends who are actually startup founders, just as me. Two of them have already exits in the space. And it’s really funny because when we pivoted and we turned Wali to this marketplace here in Rio and all the other parts of Brazil.
What I realized is you are so much closer to your B2B, it’s so much easier to be close to your B2B client to know his issues and his pains rather than the B2C user. Because the B2C user, be close to him, have to have, when you send like forms and surveys to know what he’s looking for, you call him, it’s difficult. He doesn’t tell you the whole story.
So you need to have more energy to look for his pains and to know his problems a little bit more to solve his issues. as you develop more features and more functionalities in your product for him.
Jason Niedle (13:32)
I think that’s fascinating because in a way it seems like it would be easier to know the B2C consumer, but I absolutely hear you. So your title is co-founder and CEO. What’s at the heart of your role of CEO? Like what’s important about what you do?
Guilherme Rajzman (13:46)
Okay, so in this phase of our business, sales, completely focused on sales right now. So I mean, we are a small team yet. We have like six people now. So we have like twin technology, two in operations and me. So our main goal right now is to grow Wali to all parts of Brazil. We’re just actually opening up our seed round right now. So we developed product market fit in last year.
As I was telling you before, Jason, we have a big focus on retention on both sides of the marketplace, from the end user and to the selling side, the fleet owners. And for us, it was really important after our pivot back in 2023, 2024, completing in the beginning of 2024, one year ago, to check if the retention would be good after six months of one year of this client.
And it’s turning out to be really well because most of our clients are growing the fleet in Wali. They’re turning all their fleets to our platform. And we learned a lot on the way, especially regarding simplifying their operations, which in Brazil, you still don’t have enough products to support those kinds of small to medium sized companies, those SMBs companies, mobility companies, you know. So…
we are solving actually both issues at the same time and it’s turning out to be really nice. So for this, in the perspective of our clients, which is the fleet owner, we solve two issues regarding their operations. So we simplify the operations, where we actually have a big user base and a big parking lots, so many parking lots here in Brazil.
So like hotels, of mean shopping centers. So we are solving both the demanding of the cars, the customer acquisition side, as well as their operations, to getting those costs down and to get the user experience up for them.
Jason Niedle (15:32)
Which side do you feel constrains you more? Is it the availability of cars or is it the demand?
Guilherme Rajzman (15:39)
It depends a lot on the region, on the stage, of the maturity of the region you are. Talking about Wali, we are in Rio since 2021, so we have our biggest operations in Rio. So we have lots and lots of grand awareness of the end user here in Rio. So it’s easier in that way in Rio to acquire new users. Of course, you have the elasticity problem regarding like
special times in the in the year like Christmas and Carnival here and the holidays which the demand goes up a lot and now is going down again but since we’re inside the condominiums inside the hotels those demands the demand is not a problem for us especially here in Brazil and Sao Paulo our focus our main goal is to get up our seller side you
the fleet owners who put the 20 grids here, the fleet in our app and in our platform just to start expanding their fleet and to digitalize their fleet. So our main goal and the main pain points actually is on this side actually.
Jason Niedle (16:27)
Mm-hmm.
Yeah. So what’s your growth goal over the next year and what are you doing in sales and marketing to make that happen?
Guilherme Rajzman (16:46)
Cool, that’s a great question. Okay, so last year we tripled our GMV, from January to December we tripled it. And our goal is to triple it again this year. But now it’s, we were just in Rio last year, started our operations in Sao Paulo in the end of last year and in Belo Horizonte, Minas Gerais, another state here in Brazil, which is the biggest state actually in Brazil, last year too, in December.
So our main goal is to know a little bit more of the users on each different region of Brazil. Since we have a country which is so much bigger than most of the countries in Europe, we have so many different cultures and so many different perspectives regarding people who use their car. So we have to learn a lot. Southeast Rio, São Paulo is completely different than the Northeast. So many, so much different.
So our main goal now is to use this scalability as the asset light model is bringing us to get to know more of the customers on the other side of other sides of Brazil. The main traction channels we are using right now, especially the acquisition channels on the user end side is of course, content generation like social media, Instagram, brand awareness stuff. But we also have some direct response like as I told you before, like Google, Facebook, Instagram.
Those kinds of direct ads. But since we’ve partnered up with big hotel chains and big condominiums, the user demand side, it gets a little bit easier because the condominiums, actually promote their service inside. So I mean, just the offline media in the condominium, it doesn’t work for us regarding the brand awareness.
If you talk about the seller perspective, like the fleet owners, the current in business, the automakers, the stores who put the cars in a platform going to integrate them, it’s more, as I told you before, a B2B like enterprise sailing model. So we participate in a lot of different events, lots of business developing. So we have lots and lots of business who are integrated in a platform, which they aggregate services in our platform and they have the
Jason Niedle (18:21)
Hmm.
Guilherme Rajzman (18:48)
the same ICP as we have. So we use them a lot to grow our seller side. And now on, we’re just starting to get our commercial team a little bit bigger to scale a little bit faster here in the region. But our main goal in the next three years is to dominate Brazil, to be in every region of Brazil. And probably in five years, we’re going to start to expand abroad to the other countries of Latin America.
Jason Niedle (19:11)
It’s amazing. feel like you have your work cut out for you because you have hotels and condos to work with, you have fleet owners to work with, you have enterprise sales, you have consumer sales, and then on top of that, you have localization. And normally I think about localization as like Netflix making a Latin American version of a movie and a Spanish version, right? And they’re slightly different and they’re localized.
in an English version into this and that and then they change up their marketing. But I haven’t thought about localization in a physical product within a country. And so what you’re doing, it sounds very complex in terms of getting the marketing out there.
Guilherme Rajzman (19:47)
Of course it is, especially because as we talked before, Brazil is a developing country. So it brings the pros and the cons. The biggest pros actually is since the economic is not as good as Europe or the US, you don’t have so many companies trying to dominate the Users, the population, don’t have access to these kind of solutions really often.
So it brings us to have like a, how can I say, I don’t know if it’s the right expression in English, but a blue ocean, which you don’t have any kinds of, competitors in your space. So yeah, it’s the same actually. We call it the same in Portuguese. That was my doubt. But that’s a big pro for us because I would say we have the time to learn with the user. And one thing,
Jason Niedle (20:19)
That’s same saying,
Guilherme Rajzman (20:32)
I will not do at all is to expand like to you know to raise capital expand not knowing what pain we are exactly solving to this region or to know exactly what these users trying to look for so it brings us a lot of like flexibility to we’re gonna expand to this region right now this region has like better economics people are more educated so we’re gonna bring there but at the cons
It’s the same time, like big interest rates, really hard to keep balance of your financials. So you have to bring your cashflow always positive, especially as an early stage startup, especially now as we’re starting to grow further here in Brazil.
Jason Niedle (21:11)
And even the cost of cars is almost a pro and a con for you, right? It’s both because if cars are expensive, the average person can’t get them, but also your supply is lower. And then we just had a round of, as we filmed this, we just had a round of tariffs hit, which is probably going to complicate some of the pricing as well through all that. So kind of crazy.
Is there anything in sales and marketing that used to work pretty well in the past and it’s not working anymore or anything that you thought might not work and it’s working really well?
Guilherme Rajzman (21:39)
I’m gonna tell like a little bit of a story here in Brazil regarding influencers of Instagram and Facebook. We have a B2C product here, I think in Europe too and in the US as well. Back in the days, it was really easy, you know, to grow your user base getting to, you know, to partner with content creation influencers in Instagram and Facebook and…
you know, other platforms. But now it’s getting a little bit expensive and it’s not getting the same returns as before. And we can say the same thing in the B2C perspective regarding the direct response ads. So before, like I remember like two or three years ago, we had a CPC. I can’t probably remember what exactly was the CPC, but it doubled like in two years.
So yeah, those kinds of acquisition channels are getting like more saturated. We have to look for other options. And what we discovered on this time, Jason, like learning and like tweaking those user acquisition channels is regarding the B2C perspective of the end user of the population who uses the car to rent a car.
Jason Niedle (22:21)
Mmm.
Guilherme Rajzman (22:43)
And I’m talking about all profiles. The profile who rents a car for a couple of hours, the profile who rents a car for like a weekend, or the profile of user who rents for like months or maybe even years. When you develop a relationship with this user, like telling a story, when you can put this user in the center of your story, I think it’s when it all suits better, because you tend to have more retention.
So as long as you have a good brand awareness and you can bring customers cheaply, you have to tweak and you have to focus, have more of a focus on the storytelling and all those kinds of features and all those kinds of communications in which you put this user in the center of your product. In the end of the day, you’re solving his problem. So…
That’s a main goal here for us, especially in the B2C kind of perspective.
Jason Niedle (23:35)
There’s so many important things in what you said. First of all, focusing on the problem and solving that, right? And for any of your ICPs, like what’s the problem and how are we solving it? It’s not about the tech, it’s not about all the work you guys did developing the app. It’s like you’re solving that problem. It’s also important, cost per click’s doubled for you, which is very common. I hear that a lot. Influencers have stopped performing and charged more. And so getting hyper-focused on your type of user,
Guilherme Rajzman (23:56)
Exactly.
Jason Niedle (23:59)
and centering them on your story and then retaining those users is also such a key. So all of those things are just super critical. and I love all of that.
Guilherme Rajzman (24:07)
Yeah, it’s so much important you do this, to tweak your product and to develop new features. I have a good example back in the days, back in 2021 when we started out. Wali was just a regular car sharing company offering like hourly or minute plans. But then I’m still like really close to the end user, but back then even more.
People started to tell us to pull daily plans or even monthly or yearly plans because they wanted to stay with the car for a little bit longer. So that’s an observation on which we tweeted our product, we changed it, and we got it better to attend this customer profile even better and to bring the user satisfaction and all those metrics regarding retention real up.
Jason Niedle (24:53)
And I can imagine, a one-year rental is essentially someone who can lease a car, right? And an hourly renter is someone who cannot afford to lease a car. So those are very different profiles.
Guilherme Rajzman (25:04)
Exactly, those are completely different profiles. You were straight to the point, like they already planned the ICP which rents a car for a couple of hours or even a little bit more, but less than a day. Normally our users who don’t want to spend lots of money, they can’t.
And the other side of that is the ICP, which rents the car for like a couple of months or even years on our flex lease plan. We have like a flex lease on which you rent a car for a month. In the next month, you can change your car for no difference in the price. So you can have like different cars every month. When you travel, when you go to your holidays, you can stop your plan, you stop paying, and then you get back to your plan and then you get back paying. So, yeah.
Jason Niedle (25:49)
I kinda like all that. I wish I
could do that with my car.
Guilherme Rajzman (25:51)
Yeah cool, yeah. So I mean, our main goal to the end users is to bring flexibility, to bring this experience in which he will only pay for what he uses with so much flexibility.
Jason Niedle (26:01)
So you’ve been doing this for five years now. What would you tell earlier stage CEOs? What advice do you have for other C leaders out there?
Guilherme Rajzman (26:09)
Yeah, I’m gonna bring back a phrase of the co-founder of Waze, which he says, he has a book actually, which is the title of his book, you have to fall in love with the problem, not the solution. So I think the main problem of early stage founders, especially first time founders is they develop like a mobile app or a solution or a product.
And they fall in love with this product and they cannot find the distribution, they cannot find the RCP, they cannot find where to deliver this product. And the main focus of every founder, I think, is to fall in love exactly with the problem because we’re here to solve this problem. We have many of many examples of startups who pivoted in the beginnings or even after a couple of years like us. And
I’ll talk a lot with a lot of founders here in Brazil, here in Sao Paulo, Rio de Janeiro. And one good perspective of it is…
Actually, it’s getting really easy to build products, especially now with AI enabled, you know, low-code platforms. Everyone is doing good products now. It’s really easy. You don’t need any money, actually. You need nothing at all. don’t even need a co-founder or CTO. But the main problem is to distribute that. It’s to put this product in the market and to find this ICP. So, I mean…
I think the main focus of every CEO as an advice I would give is instead of trying to look for a product to build, you have to find a customer to build a product for. I think that’s the main focus for early stage and old founders.
Jason Niedle (27:27)
you
I think that’s great. I know we’re getting close to your time here. Last question. The world feels pretty turbulent. Technology is changing radically. The political situation seems to be changing everywhere in the world. We have tariffs. We have all sorts of things. How are you planning for the year or the years ahead? how are you planning to navigate this chaos?
Guilherme Rajzman (27:58)
That’s a great question actually Jason. Okay so, regarding our expansion here in Brazil and Latin America, we’re focused on pulverizing our customers and I’m talking about like the seller perspective and the buyer perspective. The people who’s gonna rent the cars and the fleet owners who are integrating their fleets to our platform. So as long as we can pulverize those kinds of ICPs and have lots and lots of different kinds of
users, know, and clients. We just found out yesterday that Alto, which is a, big car share company here in South America, is closing their doors. Unfortunately, they were from Chile, they came to Sao Paulo to Brazil expanding, and they unfortunately…
closed their doors, probably for like economic reasons and those issues you were telling before. But our main focus now is to pulverize those kinds of fleet owners, especially different like automakers, stores, know, car renting companies. And if you focus on each kind of ICP, you have different sizes of those kinds of clients. So we are building this product on a perspective on which we can solve
the pain points and the problems of different ICPs and not only one. So I think that’s a big protection for us regarding the future and the instability of the world right now.
Jason Niedle (29:12)
love that. So this has been super interesting and I appreciate you calling in.
Where can our audience find you?
Guilherme Rajzman (29:20)
You guys can find me on LinkedIn, Guilherme Rajzman, my name is right here, feel free to contact me, it would be a pleasure to talk a little bit. And you can find Wali also on LinkedIn, and you can find Wali on Instagram, Walicarsharing.
Jason Niedle (29:34)
Wali car sharing and that’s W-A-L-I for the listeners out there. The website is gowali.com and Rajzman is R-A-J-Z-M-A-N. Thank you so much for being on Beyond SaaS. For leaders in mid-stage tech looking to grow, we drop our episodes twice a week on Tuesdays and Thursdays and you can find me, Jason Niedle at tethos.com, T-E-T-H-O-S.com and go ahead and.
Guilherme Rajzman (29:45)
Perfect.
Jason Niedle (29:59)
jump over to tethos.com/podcast and grab our report if that interests you. And as always, please drop some comments, questions, follow us, and don’t forget to share this episode if you found it valuable today. Until next time, this is Beyond SaaS.
