Case study Pakistan & UAE

Shaping the financial strategy and business model for a B2B fleet expansion.

Sector

Electric mobility

Geography

Pakistan & UAE

Engagement

Strategic & Financial Advisory

Timeline

Short-term advisory

Status

Completed

An electric-mobility startup was evaluating new business models in a fast-changing post-COVID landscape, including a shift toward a B2B fleet model and expansion across local and international markets. Multiple strategic options were on the table at once. We brought financial clarity and structure to the decision.

Outcomes

Built robust financial models to support strategic decision-making

Clarified the viability and scaling dynamics of a B2B fleet model

Enabled informed evaluation of local and international expansion

Equipped the team with decision-ready financial and strategic frameworks

01 · Context

The company was exploring growth in a rapidly evolving market. A key direction under consideration was a B2B fleet model (supplying electric bikes to companies with large rider networks, such as delivery platforms) alongside expansion into new markets.

But several strategic options were being weighed simultaneously, with no structured way to compare them. The team needed financial clarity to choose.

02 · The problem

There were multiple potential business models without a clear viability assessment, uncertainty around B2B fleet economics, no structured financial models to anchor decisions, and parallel exploration of two markets with no comparative clarity, all while needing investor- and decision-ready insight.

Before / After
Before
Multiple business models under consideration with no viability assessment. Uncertain fleet economics. No financial models. Two markets explored in parallel without comparison.
After
A structured B2B fleet model concept. Comprehensive financial models mapping costs, revenue, and scaling. Scenario-based evaluation of strategic directions. Market-informed, decision-ready frameworks.

03 · What we did

We helped translate strategic ideas into financially grounded, decision-ready frameworks.

Structured the business model

Refined and structured the B2B fleet concept, evaluated different operating approaches at a high level, and aligned strategic direction with practical execution.

Built the financial models and strategy

Built comprehensive financial models to assess viability, mapped key cost drivers, revenue streams, and scaling dynamics, and enabled scenario-based evaluation of different directions.

Evaluated the markets

Assessed market dynamics across both local and international expansion options.

Advised on strategy

Joined ongoing strategy discussions with the founding team, weighed in on trade-offs, and helped convert high-level ideas into structured, actionable pathways.

04 · Why this matters

The engagement moved the company from idea-driven exploration to a financially validated strategy, from many unstructured options to prioritized, modeled pathways.

In early-stage and pivot situations, strategy has to be grounded in financial reality. This is our ability to bring clarity, structure, and rigor to complex, high-uncertainty decisions.

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