Case Studies

A major national aviation operator responsible for 24/7 ground-crew mobility across multiple airports in Israel faced a transportation problem that grew worse with every new route the airline added. The operator employed over 3,000 ground-crew staff, maintenance technicians, and support personnel spread across two primary airports and one regional hub. Shifts ran around the clock: early morning (04:00-12:00), afternoon (12:00-20:00), and overnight (20:00-04:00). The existing shuttle system relied on three separate fleet vendors, each contracted per-airport with no coordination between them. Route planning was done quarterly in spreadsheets by a logistics coordinator who also managed facility maintenance. The result: 22 shuttle lines with an average occupancy of 51%, significant overlap on suburban corridors served by two airports, and chronic late arrivals on the 04:00 shift, where buses sometimes arrived after gate-call, forcing supervisors to authorize taxi reimbursements. Security added another layer. All shuttle vehicles entering the airport perimeter required pre-cleared driver credentials and vehicle registrations updated monthly. The logistics coordinator spent roughly 8 hours per week managing clearance paperwork across the three vendors. Annual transportation spend exceeded NIS 12M. When a new terminal expansion pushed projected headcount to 3,800, the VP of Operations requested a consolidated transportation platform that could scale without proportional cost increases.

After 90 days of full operation, the aviation operator reported a 30% improvement in operational efficiency, measured as cost-per-rider-per-shift. Total annual spend dropped from NIS 12M to a projected NIS 9.1M, a saving of NIS 2.9M. The overnight-shift on-time rate improved from 71% to 96%. Taxi reimbursements for missed shuttles dropped from an average of NIS 18,000/month to under NIS 2,000/month. Supervisors reported that the 04:00 shift change, previously the most operationally fragile transition, became the most predictable. Cross-airport route sharing saved 340 vehicle-hours per month. Three suburban corridors that previously required separate buses for each airport now ran a single consolidated line, with passengers dropped at the relevant airport based on their shift assignment. Occupancy on these shared corridors averaged 79%, up from 51% when they operated independently. Security-clearance processing time fell 91%, from 8 hours/week to approximately 45 minutes. The automated alert system caught 14 expiring credentials in the first quarter that would have previously caused day-of cancellations. One challenge: the initial rollout of the passenger app saw low adoption among overnight-shift workers, many of whom used older smartphones. The team ran a two-week in-person onboarding push at shift-change, which brought app adoption from 44% to 89% for the overnight cohort. "The overnight shift used to be our biggest headache. Dispatchers juggled phone calls at 3 AM trying to figure out who was actually coming. Now the system handles it. We focus on running the airport, not chasing buses." -- Head of Ground Operations Next steps: the operator plans to extend RYDE to a fourth regional airport opening in late 2026 and is evaluating the emissions-reporting module to support their parent company's ESG disclosure.

A multi-site healthcare network operating rotating shifts for clinical and support staff across hospital and outpatient sites in central Israel faced mounting transportation costs and a staff-retention problem linked to commute quality. The network employed 4,200 staff across one main hospital campus, two satellite clinics, and an administrative center. Nurses, lab technicians, and support staff rotated through three shifts: morning (06:30-14:30), afternoon (14:30-22:30), and night (22:30-06:30). The transportation setup had grown organically over a decade. Nine shuttle lines served the main campus, contracted through two fleet vendors on separate agreements with different pricing structures. The satellite clinics and admin center had no shuttle service at all; staff at those sites drove personal vehicles or arranged informal carpools. Two issues drove the decision to change. First, the night shift had a 19% no-show rate, and exit interviews consistently cited commute difficulty as a top-three reason for leaving. Public transit to the main campus stopped running at 23:00, leaving night-shift workers dependent on personal cars or expensive taxi rides. Second, total transportation spend across the network was NIS 6.5M per year, but the finance team could not break costs down by department, shift, or site because each vendor reported differently.

After the first full quarter, the healthcare network recorded measurable improvements across cost and staff retention. Transportation cost per employee per month dropped 22%, from NIS 129 to NIS 101, driven by route consolidation at the main campus and right-sized vehicles on night-shift lines. Total annualized spend fell from NIS 6.5M to NIS 5.1M. The finance team, for the first time, could see cost breakdowns by department and shift, which revealed that the surgical department's transportation cost per head was 2.3x the network average due to irregular shift extensions. Night-shift attendance improved significantly. The no-show rate dropped from 19% to 11% within 90 days. HR attributed the improvement to two factors: reliable shuttle service removed the commute barrier, and the confirmation-based dispatch meant that employees who did confirm were virtually guaranteed an on-time pickup. On-time arrivals across the network reached 98%, up from 89%. The night shift saw the largest gain, from 76% to 97%, because the dynamic dispatch eliminated the problem of fixed buses sitting empty at scheduled stops while confirmed riders waited at different locations. The satellite clinics reported the highest employee satisfaction lift. Staff who previously had no shuttle option rated the new service 4.6 out of 5 in a pulse survey conducted 8 weeks after launch. Several clinical managers noted that recruiting for satellite-clinic positions became easier once the transportation benefit was part of the job posting. One area of friction: the night-shift confirmation deadline of 21:00 initially caused complaints from staff who learned about shift assignments after that time. The team adjusted the cutoff to 22:00 and added a late-confirmation overflow vehicle, which resolved the issue by week 5. Next steps: the network is planning to extend shuttle coverage to a fifth outpatient site opening in 2026 and is evaluating RYDE's carpool-matching module to offer an alternative for low-density routes where shuttle economics are marginal.

A 1,200-employee hi-tech company headquartered in central Israel, with two campuses and a mixed on-site/hybrid workforce, was spending over NIS 8 million per year on employee transportation. The company ran 14 shuttle lines through a single fleet vendor, but route planning had not been revisited in three years. Occupancy data was unavailable; the transportation manager relied on driver headcounts reported by phone each morning. Three problems compounded the cost: first, six of the 14 lines ran below 55% occupancy on most days, meaning the company paid for empty seats on nearly half its routes. Second, the hybrid-work policy introduced in 2022 created unpredictable daily demand. Monday and Thursday ridership was 40% higher than Tuesday and Wednesday, but every route ran the same vehicle size five days a week. Third, the two campuses sat 12 km apart, and employees transferring between sites mid-day used personal cars or taxis expensed to the company, adding roughly NIS 320,000 per year in untracked costs. The trigger for change was a Q3 budget review. The CFO flagged transportation as the third-largest facilities line item after rent and utilities, and asked the operations team to cut the line by at least 15% without reducing service levels. The transportation manager evaluated three vendors over six weeks before selecting RYDE.

Within the first quarter of full operation, the company recorded a 25% reduction in total shuttle spend, from NIS 8M annualized to NIS 6M. The savings came from three sources: route consolidation eliminated three vehicle contracts (NIS 1.1M), dynamic right-sizing on two lines cut per-ride cost by 18%, and the inter-campus shuttle replaced NIS 320K in annual taxi expenses. Occupancy across the remaining 11 routes rose from an average of 58% to 76%. The two dynamic lines averaged 81% occupancy, partly because the confirmation-based dispatch meant vehicles only ran when demand justified them. On-time performance improved from 84% to 93%. The primary driver was tighter stop sequencing: RYDE's routing engine reduced average route length by 14%, which cut exposure to traffic variability. Employee satisfaction scores on the quarterly engagement survey's commute question rose 9 points (from 62 to 71 on a 100-point scale). The transportation manager attributed most of the lift to the real-time ETA feature: employees stopped arriving at stops 15 minutes early as a buffer. One friction point: the transition week saw a 6% complaint rate from riders on the three consolidated suburban routes, who now had longer walks to new pickup points. The team addressed this by adding one micro-stop in a residential cluster after reviewing the complaint data, which brought the rate below 1% by week 6. "We expected cost savings. We did not expect the operations team to get three hours of their day back. The automated dispatch instructions alone justified the platform fee." -- Operations Director Next steps: the company is expanding RYDE to a third campus opening in Q2 2026.