Overcoming Urban Gridlock Through B2B Mobility, ESG Integration

Q: Try My Ride was founded over a decade ago in Colombia. What structural market gaps did the company identify within Latin America, and how has the platform transitioned to capture B2B interest?

A: When Try My Ride was founded by my Co-Founder Andrés Silva,, the objective was entirely centered around addressing the systemic, highly chaotic mass transit deficit plaguing the city. By benchmarking urban mobility data across major corporate hubs in Latin America, it is possible to notice a recurring corporate blind spot. Municipal governments work within their budgets to update public transport infrastructure, but corporate responsibility regarding employee transit has been fundamentally neglected.

Through intensive diagnostic assessments, we discovered that peak-hour traffic jams and massive congestion are directly driven by corporate workflows. Our initial hypothesis was focused purely on carpooling. Statistically, roughly 70% of privately owned corporate vehicles across key industrial metros in Latin America are single-occupancy vehicles. When we mapped out this scenario, we realized we could optimize underutilized automotive assets by encouraging professionals to share resources. We began scaling this infrastructure by pitching our ecosystem to top-tier institutional accounts like Citibank, helping us validate that commercial enterprises were actively searching for robust alternative transit mechanisms to offer their workforces.

Q: Why does a singular focus on carpooling fail at the enterprise level, and how did Try My Ride pivot toward an integrated ecosystem model?

A: Relying strictly on a standalone carpooling software solution is highly counterintuitive and yields minimal long-term corporate impact. It is a fundamental operational miscalculation to assume professionals will modify their deeply ingrained commuting habits purely out of civic goodwill or cultural altruism. If an enterprise merely ticks a box saying they offer carpooling without an underlying infrastructural matrix, structural employee adoption hovers close to zero.

This realization shaped our transition toward a vertically integrated mobility model. Organizations do not have a carpooling problem; they have a high-stakes corporate mobility problem that directly threatens employee well-being, workforce productivity, and legal compliance.

To build a program that generates a genuine Return on Investment (ROI) for Human Resources, Finance, and Facilities, one must diversify the transit portfolio. We expanded our technology into a comprehensive framework that includes active mobility options, smart parking optimization, and automated carpooling management. We even integrated tracking capabilities to measure down to the gram the carbon offset of employees participating in structured home-office days. This shift from an isolated app to a full-scale corporate mobility program is what changes employee behavior.

Q: Corporate mobility data indicates a massive economic and psychological drag on the modern Mexican workforce. When communicating with the C-suite, what data metrics do you leverage to shift corporate transport from a simple perk to an operational asset?

A: The standard data points regarding corporate transit in Mexico are a major wake-up call for senior leadership. In dense corporate areas such as Mexico City, about 60% of the workforce spends up to three hours a day simply traveling to and from their corporate offices. Furthermore, our internal metrics confirm that the average Mexican corporate worker dedicates up to 20% of their total take-home salary exclusively to commuting costs. For HR departments, this presents a severe risk factor for talent attrition, workplace burnout, and immediate dips in internal corporate productivity metrics.

When analyzing employee lifecycle data, corporate mobility functions as an incredibly accurate baseline indicator for operational longevity. For example, data indicates a direct statistical correlation between an employee’s geographic proximity to their primary workspace and their likelihood of remaining with an organization past the twelve-month mark. C-suite executives and board directors often remain disconnected from this reality because their hierarchical benefits, such as private drivers or executive-tier parking access, insulate them from everyday logistics. When we step in to present an exhaustive, data-driven regional mobility diagnostic, it bridges this visibility gap. We demonstrate to senior leadership exactly where their workforce lives, how many modes of transit they must navigate, and the psychological impact of their commute, turning mobility into a central lever for talent management.

Q: Beyond human resources and employee wellness, how does corporate mobility directly interact with modern corporate real estate strategies, facilities management, and the financial architecture of large corporations?

A: The relationship between corporate mobility and facilities management is immediate, measurable, and deeply financial. Traditional corporate models operate under a rigid one-to-one infrastructure assumption, assuming that moving 200 corporate professionals requires securing and funding 200 individual parking spaces in premium business districts. In major metro areas, the capital expenditure required to lease, maintain, and secure real estate exclusively for employee parking is a massive balance sheet drag.

By embedding strict operational parameters and gamification frameworks within our platform, we alter these capital requirements completely. For example, we work with clients to institute progressive access policies where premium corporate parking stalls are restricted exclusively to vehicles arriving with validated carpooling arrangements. By utilizing this infrastructure, corporations can transition from a one-to-one real estate footprint to an optimized one-to-three ratio, effectively supporting 600 corporate professionals using the exact same physical parking assets. This delivers direct cost savings back to facilities budgets while simultaneously feeding data into our clients’ scope three emission calculations, allowing corporate sustainability teams to report verifiable environmental milestones.

Q: Looking ahead, what are the primary structural and geographic objectives for Try My Ride in the Mexican market?

A: Our near-term expansion is heavily focused on executing a hyper-localized, geolocated B2B strategy across major corporate clusters within Mexico’s primary economic centers. In Mexico City, we are scaling our presence within high-density business corridors such as Santa Fe and Paseo de la Reforma, where traditional commuting pain points are most acute. Furthermore, we are actively looking beyond typical commercial office setups to establish a strong presence in regional industrial sectors and higher education university networks, similar to the operations we successfully deployed in regions like Puebla.

A major driver of our long-term roadmap is nearshoring, which is radically restructuring industrial operations across Mexico. As corporations shift global supply chains and deploy manufacturing hubs, they face a severe lack of transport infrastructure in areas outside traditional city centers. Moving thousands of workers safely and efficiently to newly constructed facilities is an immense challenge. Our goal over the next 12 months is to establish collaborative corporate networks, or “micro-zones,” where multiple neighboring organizations can securely share localized carpooling structures and joint transport networks. By consolidating these ecosystems, we intend to completely reshape corporate transit, reducing single-occupancy vehicles down to our target benchmark of 10% and driving sustainable economic growth across the region.