Launching a profitable mobility business after six months of delays
A vehicle subscription initiative had stalled across insurance, dealer risk, fleet planning, and fragmented ownership.
I took on the connected commercial, operating, and stakeholder constraints behind it.
Launch in one month, first-year profitability, and national expansion
The situation
Porsche Canada had invested in a fleet for a new subscription and rental business. The opportunity was clear enough at a high level: offer customers more flexible access to Porsche vehicles and create a new mobility model for the Canadian market.
Making it work was a different story. There was no established insurance framework for vehicle subscriptions in Ontario. Dealer partners were being asked to take on unfamiliar risk. Legal, insurance, head office, and independent retailers each had different priorities.
What was stuck
- No workable insurance structure
- Unclear risk and reward for dealer partners
- A fleet that did not match expected customer demand
- Fragmented accountability across stakeholders
- A launch plan built around untested assumptions
What I diagnosed
The real constraint was not simply insurance. The business model was asking different stakeholders to accept risk without giving each of them a reason to support the same outcome.
I worked through their incentives and concerns individually before bringing everyone together.
What I did
- Created a new risk structure with legal, dealer, and insurance partners
- Adjusted commercial terms to recognize the party carrying more risk
- Rebuilt the fleet mix around demand and seasonality
- Updated the financial model with a practical route to profitability
- Created the operating workflows and launch plan
- Built a playbook adaptable to different markets
What changed
- Launched in one month after more than six months of delays
- Achieved first-year profitability
- Became the most successful Porsche subscription location in North America
- Expanded the operating model to Vancouver and Montreal
Why it worked
The project did not need another version of the original plan. It needed a solution that reflected what each participant actually cared about and worked in the local market rather than only on paper.
That is the difference between announcing a business model and building one people can operate.
Building an operating foundation for scale