Pooint: Product development


a) The mission of the company is to reduce the number of cars on the streets.
b) Mission pooint platform: Provide users the tool to move from point to point by sharing trips. 


a) Daily commuters.
b) Occasional commuters > People going to the airport > Gen Z and millennials.
c) Long-distance commuters.

The company's goal is to reduce cars on the streets. With daily commuters, there will be friction because they are used to driving their cars every day. The same thing will happen, with long commuters that use their cars to drive to other cities. But, occasional commuters could be an opportunity for easier adoption. Today, occasional commuters need to ask for a taxi or Uber to move to their destination, creating many solo trips that can be optimized by sharing. But the destinations they go are unknown, as well it is when is the time they need to move. Because of that, is that I propose to start with airport rides. Airports are outside the city, giving us the answer of where they need to go, and all the flights are scheduled, giving us the clue of when they need to go. Today, every time occasional commuters go to the airport, they ask for a taxi for themselves. Each airplane has 150 or more seats per flight, which means 150 taxis per flight in the worst case. It is the perfect scenario to transform those 150 vehicles into 30 vehicles (if the car is for five people).

Pain points

a) They don’t need a car all the time. They go to the airport occasionally (1-2 times per year).
b) The taxi is not always a solution because the space they need might change depending on where they fly (domestic would-be small suitcase, international would-be large ones).
c) Current options to go to the airport, taxis/Uber, are not affordable. They are more expensive than the tickets to fly at a low cost. 
d) Public transportation, in most cases, is slow and unreliable. 

To follow the company's mission of reducing the number of cars on the streets, the pain point to prioritize would be B and D. We know space and speed are a concern and might be the reasons why they go by themselves. It is out of scope to try to improve public transportation.


a) A platform for people to rent their cars when they are not using them.
b) A platform for people to share airport trips when they have space in the car.
c) Platform with its cars and drivers that people can book.

Because of the use case, going to the airport, solution A or B would not effectively work. Even though the car has four empty spaces for passengers, probably we would only be able to sell two o them, because of the luggage. Bigger cars are not anywhere, that’s why we are using solution C. We are using minibusses that already serve the airport (so we are not adding new ones to the streets) but adding them to our platform. Our users choose one of the many available slots per day and go to the airport in an easy and quick way. Each minibus is for 15 passengers, if each plane has 150 seats, that would mean a change from 150 vehicles to only 10 per flight.

Metrics + MVP

a) N*: # of passengers, daily, weekly, and monthly.
b) # Of returning passengers.      
c) # Of customer service complains.      
d) # Of users that came from ads vs word of mouth.      
e) Click through rate of the ads.

Because we don’t know exactly where people want to start from, the MVP takes place in a centric location in the city of Santiago with a recurring service that departs every 45 minutes. We acquired passengers with Instagram ads. We don’t buy the minibusses, but we add the ones that already exist in the airport. Drivers gain new money when they do not have services, passengers now have a great service to the airport, and the city now has fewer and fewer cars on the streets.

MVP Feedback

After the MVP took place, we processed feedback to inform the team on what needed to improve. We had some problems with the initial UI of the platform. Also, with credit card payment we initially chose. The physical location of the service was fine, but users demanded more locations.


Pooint had explosive growth, going from 0 to 2,500 active customers in under three months. We started with a digital marketing campaign, but then word of mouth took over. We started the internationalization of the platform by closing a B2B deal with a Peruvian airline, connecting Lima downtown with its airport.


• Developed a market analysis and extracted data to make informed product decisions.
• Built roadmap and product strategy.
• I followed the complete lifecycle of the product. From ideation to development to growth.
• Led a cross-functional team of 7 people. Engineers, designers, and lawyers.
• I was in charge of the customer acquisition program.
• Optimized team tasks, finding creative solutions to meet the deadlines.
• Led daily meetings with the team to measure metrics, motivate them, and improve overall team health.


• I found the right opportunity, built the roadmap, and led the fitting team to execute it. Creating a startup that hit profitability in under 3 months.
• I was selected as one of the four entrepreneurs to participate in a 12 months acceleration program at Chile Global Ventures (Google for Startups Partner) from a pool of 1,800+ participants.
• I created the customer acquisition strategy, from 0 to 2,500 users in under three months, by developing and implementing a digital marketing strategy.
• Decreased the money spent on marketing without reducing customers by implementing a reward system for bringing new users (after the implementation, about 70% of our customers came from word of mouth).
• Increased revenue streams, from 1 to 2, by negotiating and closing two B2B deals.

Patricio Daher