Difficult, and done难事，已做成

A regulated mobility service launched in Prague: 400 vehicles, ~60,000 registered users, apps rated 4.9 (App Store) and 4.8 (Google Play).在布拉格推出持牌运营的出行服务：400 辆车、约 6 万注册用户，应用评分：App Store 4.9，Google Play 4.8。

The difficulty困难所在No financing market existed for the vehicles and no insurance product for the service. We created both.该类车辆没有现成的融资市场，该项服务也没有对应的保险产品。两者都由我们从无到有建立起来。

Retail sites built from zero, ~64,000 m² — site selection, leases, build-out, launch.从零建成 7 个零售网点，约 6.4 万平方米——选址、租约、建设、开业。

The difficulty困难所在Built while the business grew ~100% a year — every opening faster than the one before.在业务每年增长约 100% 的同时完成建设——每一次开业都比上一次更快。

Capital cost per site, halved; operating cost per site held at 75% of the original business case.单个网点资本支出减半；单店运营成本控制在原商业论证的 75%。

The difficulty困难所在Cost cut during expansion, not after it — by re-specifying the build and moving to landlord-funded sites.在扩张过程中而非事后降本——通过重新设定建设标准并转为业主出资模式实现。

Unit cost of vehicle preparation cut by 15% and throughput doubled, on a line handling 6,000 vehicles a year.车辆整备的单位成本下降 15%、产能翻倍，该产线年处理 6,000 台车辆。

The difficulty困难所在Rebuilding a live production process — replacing blanket handling with priority-based routing — while volumes kept rising.在产量持续上升的同时在不停产的情况下重构生产流程——以按优先级分流取代一刀切的处理方式。

To transfer an operating model to India — local team built, running, with its first project portfolio.将运营模式移植至印度——组建本地团队、投入运转，并启动首批项目组合。

The difficulty困难所在New country, new team, new partners — from a standing start.新国家、新团队、新伙伴——一切从零开始。

Year-on-year growth of ~100% held at a vehicle retail division — 6,000 vehicles a year, 120 people.汽车零售业务部门保持约 100% 的同比增长——年处理 6,000 台车辆、120 名员工。

The difficulty困难所在Growing at that rate without letting cost control, quality or reporting fall behind the volume.在如此增速下，仍要让成本管控、质量与报表体系跟上规模。