How Vift grew their taxi business through digitising with ATOM Mobility

When Alessio Treglia first encountered shared scooters on a trip to Lisbon in 2019, he instantly saw potential. At the time, Italy had no similar micromobility services, and the simplicity of the scooter-sharing experience – especially how easy it was through the app – left a strong impression.
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That moment led to the creation of Elerent, a company that now operates in more than 60 cities across Italy, Malta, Greece, and Spain. Built entirely on a franchise model, Elerent empowers local entrepreneurs to run their own fleets under a unified brand and tech platform. Today, Elerent is expanding across new cities, vehicle types, and even business models – including a ride-hailing app called WOPPH, designed specifically for the Italian market.

Launch date: June 2020. Migrated to ATOM Mobility in May 2025
Country: Italy, Malta, Greece, and Spain
App downloads: Over 100,000 (Android)
App rating: 4,7 / 5 from 965+ reviews (Google Play) and 4.6 / 5 from 1600+ reviews (App Store)
Fleet: Over 4,000 vehicles across 60+ cities
Web page: https://elerent.com
App Store: https://apps.apple.com/it/app/elerent/id1518090808
Google Play: https://play.google.com/store/apps/details?id=com.elerent.elerent

Starting with inspiration – and a delayed launch

Alessio was already managing several businesses in Italy when he came across Tier scooters in Lisbon. Curious about the model and impressed by how easily it worked, he returned to Rome with the idea of starting something similar. He began researching the sector, gathered insights from local entrepreneurs, and launched a pilot project. Everything was ready by early 2020, but the pandemic delayed the official launch. Instead of stopping, Alessio used that time to study the market more deeply and refine the model. In June 2020, the first Elerent city went live.

Focusing on cities the big players skipped

From the start, Elerent’s strategy was clear: avoid direct competition with large operators like Dott or Bird in crowded urban centres. Instead, the team focused on small and mid-sized cities, especially those with strong tourism traffic. The franchise model made this possible. Local partners handled daily operations and worked directly with municipalities, while Elerent provided the brand, tech platform, and support. This approach allowed the company to scale efficiently, without needing large operational teams in each location.

One supplier per vehicle type

Elerent began with scooters, later adding bikes, mopeds, and in some cities, cars. Scooters are still the most popular option across their network, especially in resort towns. Bike sharing is growing fast and has become a key focus for expansion. Mopeds, on the other hand, have proven more complex to manage and scale. To keep things efficient, the team prefers working with a single hardware supplier per category. For scooters, that’s mostly Segway. Standardizing hardware has made training, maintenance, and spare part sourcing easier across all cities.

Running the business day-to-day

Each city is run by a local entrepreneur who manages deployment, maintenance, and local relationships. These franchisees are incentivised to ensure smooth operations – they earn directly from ride revenue. Elerent monitors each location using a few simple metrics: average rides per vehicle per day, and how many vehicles are active. This helps the team identify issues like maintenance delays or low demand, and offer support where needed. “They know their cities better than we ever could,” Alessio explains. “That’s why the model works.”

Switching platforms and finding the right tech

Before partnering with ATOM Mobility, Elerent had worked with several other fleet management platforms. Alessio is direct about what he learned through that experience: frequent migrations are expensive, risky, and damaging to customer trust. “Every migration costs you money, time, and reputation,” he says. “That’s why it’s so important to choose the right software partner early and stick with them.”

After testing different solutions, Alessio chose ATOM Mobility based on the platform’s reliability, flexibility, and partner-first approach. “We found a solid product that does what we need it to do,” he says. “It’s stable, it’s scalable, and it supports our franchise structure and multi-vehicle operations across many cities. That’s not easy to find.”

He also values the working relationship. “The ATOM team actually listens. We’ve been able to suggest changes and improvements, and they respond fast,” he adds. “They understand how operators think. It’s not just a software provider – it’s a real partner.”

Smarter decisions with AI

To improve fleet performance and decision-making, Elerent has integrated Switch’s Urban Copilot – an AI-driven tool that supports operators with actionable data insights. “Everyone talks about AI, but this is one of the only tools that actually delivers results,” says Alessio. “We don’t have our own analytics team, but with Switch, we get the insights we need to make better decisions.”

Supporting local launches

Whenever a new city goes live, Elerent supports the franchisee with launch marketing, hands-on training, and operational onboarding. This includes local promotions with hotels and restaurants, technical setup, and on-the-ground support during the first week of service. The goal is to make each new launch consistent, reliable, and locally relevant.

WOPPH: An alternative to ride-hailing in Italy

WOPPH (pronounced “wopp”) is Elerent’s newest product – a ride-hailing app designed specifically for the Italian market, where traditional platforms like Uber are limited to taxi dispatching. WOPPH allows private individuals to offer rides to others, using a peer-to-peer model that fits within the local legal framework. Users can book rides, view pricing, and track arrivals – all through the app (powered by ATOM Mobility). The service has already launched in Rome and is set to expand to ten more cities in the coming months.

WOPPH is also experimenting with other modes of transport, including golf carts, delivery vehicles, and even private planes for day trips. The app will also allow users to turn their personal vehicles into shared cars using IoT devices – letting drivers choose between offering rides or enabling self-service access. “It’s an ambitious product,” Alessio says. “But the market response has been very positive.”

Looking ahead: growth through opportunity

Alessio believes the timing is right for continued expansion. With hardware costs falling and large operators focusing more on profitability than growth, there’s room for companies like Elerent to expand into new markets, especially with second-hand vehicles. “We can buy nearly-new units from major suppliers at half the price,” he says. “That opens a lot of doors.”

The focus now is on growing Elerent’s reach, continuing to support franchisees, and scaling WOPPH into a national mobility platform. With multiple projects moving forward in parallel, Elerent is positioning itself as a flexible, tech-enabled operator in markets that global players often overlook.

What began as a local partnership with Bird in 2020 has since grown into a fully independent scooter-sharing business with operations in Aruba and Costa Rica – and soon, mopeds in Spain. At the heart of this shift is e-moob’s decision to take full control of its fleet, its brand, and its technology. That control, Santos says, came with switching to ATOM Mobility.

Launch date: 2020 (with Bird), independent launch with ATOM Mobility in December 2024
‍Country: Aruba and Costa Rica
‍App Store: 4.9 / 5 ⭐
‍Google Play: 4.8 / 5 ⭐
‍Fleet: 150+ scooters in Aruba, smaller fleet in Costa Rica
‍Web page: https://e-moob.com
App Store: https://apps.apple.com/us/app/e-moob/id6642640340
Google Play: https://play.google.com/store/apps/details?id=e.moob.app

In a market as compact and tourism-driven as Aruba, micromobility is a unique challenge. There’s limited space, high operational costs, and intense competition for visitor attention. But for Luis Santos, co-founder of e-moob, it was also the perfect opportunity.

Starting in a market built for tourism

e-moob launched in Aruba, where the economy relies heavily on tourism - over 3 million visitors per year. Almost all of e-moob’s users are tourists, with 99% of rides coming from short-term visitors. The island’s layout and mild weather make it ideal for short scooter trips along the coastline, especially in popular resort areas.

“Aruba is a super small market, and it can get flooded quickly,” says Santos. “We learned from experience that we can’t go beyond 1,000 scooters here. So when we wanted to grow, we had to expand outside the island.”

That led to e-moob’s second market: Tamarindo, Costa Rica – another sunny, coastal town with a young, active tourist crowd. The business model remains the same: light, flexible mobility for short-distance use, tailored to tourism patterns.

Long setup, fast scale

Launching operations in Aruba wasn’t quick. “Before we even started, it took almost a year to get everything ready – registering the company, getting licenses, even just opening a bank account,” Santos explains.

The technical launch also had its challenges. When e-moob moved to its own brand using ATOM Mobility in December 2024, there were initial issues with starting rides due to firmware and hardware compatibility. “Some scooters couldn’t be unlocked properly, and we had a few tough days. But the team at ATOM Mobility helped fix it quickly, and within a week we had everything working smoothly.”

Before launching under the name e-moob, the team operated using their own brand called Evikes on the Bird platform. “That’s how Bird was working with partners back then,” says Santos. “It was our brand, but the operations were fully integrated with Bird’s system.” This setup helped them gain visibility among tourists – especially American visitors who already had the Bird app – but also came with limitations.

Switching to ATOM Mobility: Gaining control

Before launching under their own name, e-moob operated under Bird’s platform. While that brought initial visibility and trust – especially from American tourists who already had the Bird app installed – it came with limitations. All changes, pricing, or refunds had to go through Bird’s team. When parts or new scooters were needed, delays became a serious problem.

Eventually, the lack of flexibility pushed e-moob to go independent.

With ATOM Mobility, Santos and his team gained full control. “Now I can change prices, send bonuses, and refund directly. We also choose and buy our own units from Okai, instead of waiting for Bird. We manage customer service in-house. It’s been a major change.”

The result? e-moob is now operating at nearly the same revenue level with their new ATOM-powered fleet of 160 scooters as they were with their much larger Bird fleet of around 300 to 400 units. “We make almost the same amount of money with half the scooters,” says Santos. “That was an unexpected success.”

Adapting to the local market

Electricity prices in Aruba are high – around 2.5 times higher than in Miami – which directly impacts scooter charging costs. This shaped e-moob’s pricing strategy. Rides cost about $0.56 per minute and $1.07 to unlock, including the local 7% tax. These prices are slightly higher than in mainland U.S. markets but necessary to maintain profitability.

As for user features, subscriptions and loyalty programs haven’t played a big role yet. “Most of our users are tourists – they come, ride, and leave. There’s no long-term user behavior,” Santos explains. 

Running the business day-to-day

Santos still handles customer support personally and uses ATOM’s admin tools daily to manage refunds, view ride history, and track issues. “We get very few support emails – maybe 10 to 15 a month, even with thousands of rides. Most issues come from signal delays when the scooters are in sleep mode.”

While e-moob doesn’t rely heavily on heatmaps or demand analytics (the team already knows exactly where to place the scooters in such a small market), the monthly dashboards and ride data remain useful for tracking performance.

Santos is also looking forward to using upcoming feature that allows tagging locations on the map – restaurants, hotels, or partner businesses – to increase visibility and engagement.

Challenges and strategic pivots

One of the biggest challenges came when Bird stopped supplying new hardware. “Our competitors arrived, and we needed new scooters, but Bird couldn’t deliver. We waited over a year, and that’s when we realized we had to build our own brand.”

Buying directly from Okai and using ATOM Mobility gave e-moob independence. It also opened the door to support multiple vehicle types. That’s essential for their next move: launching moped (Vespa-style) sharing in Spain.

“We’re already negotiating with suppliers,” says Santos. “We’re aiming to start next summer in Spain – our first European market. It’s a big step, especially since mopeds are a new category for us. New parts, new maintenance, new challenges. But we’re ready.”

Looking ahead: Europe and beyond

The moped launch in Spain isn’t just about growth. It’s a way to move into more scalable, tourism-driven markets. Aruba has reached its limit, and Costa Rica has proven slow to scale due to logistics and local bureaucracy. Europe offers a more mature market – and new opportunities.

e-moob is also in discussions with local delivery apps for third-party integrations. While current scooter zones are too limited to justify monthly fees, mopeds will expand the service range and open new B2B possibilities.

Santos is also exploring the potential of building stronger local loyalty by partnering with businesses and hotels. It’s a small use case, but one that could help bridge the gap between tourism and local use.

From hobby to ecosystem

Surprisingly, e-moob is a side business for Santos. His main company provides IT infrastructure for hotels and casinos, while he also manages a real estate firm and a smart home business in the U.S.

That existing network actually helped launch e-moob. “We started by placing scooters in private buildings developed by people I already worked with. Public spaces weren’t available at first, so private locations made it possible,” he recalls. “Now, we even have scooter parking inside the Ritz-Carlton and St. Regis hotels.”

Community, growth, and the power of being present

Santos regularly attends industry events like the Micromobility Conference. “It’s small, but valuable,” he says. “Meeting partners in person helps us move deals forward. Last year we made great connections. This year we’re closing our first moped deal because of those conversations.”

For Santos, success is not about buzzwords or fast scaling. It’s about growing smart, solving real problems, and building sustainable operations. “We’re proud of how far we’ve come. We’ve grown the fleet, expanded the business, and made something that works.”

Advice for new operators?

“Get full control from day one. Don’t depend on someone else’s rules,” Santos says. “The more control you have – over the operations, the pricing, the support – the better you can react to what your market really needs.”

With its strong base in Aruba, growing operations in Costa Rica, and exciting plans for Europe, e-moob is not just a scooter company – it’s a case study in smart, independent micromobility growth.