You may have heard of growing pains. In children in early childhood, it is mainly episodes of pain in the lower limbs. But it’s benign, according to experts.

Here at Scooto, we’re also going through a similar process. We’ve experienced some natural growing pains that are equally benign. Each sector with its own specificities, but all with the intense sensation of changing a tire while the car is in motion, picking up speed.

This phase isn’t exclusive to Scooto, it’s a stage for companies, especially startups that are at the point of traction. This is when the business model is well established and growth is rapid.

I confess that I’m in a moment of transition, as my role as CEO needs to keep pace with this new moment. If before I was there, flying, refueling and cleaning the plane, now I’m not. And it’s not because I don’t want to, it’s because those roles can no longer be mine. This is when the role of CEO moves away from the operational and takes on a truly executive function.

It turns out that this is a disruptive movement. The movement to break with behaviors that, in a way, were already established “hurts”, because it is a change of mentality, a collective change.

In practice, this process requires some non-negotiable actions: observation, systematization and implementation of methods. In view of this, any institution will need a team that is elastic, flexible and not too attached to the past, but with an eye to the future.

As you may know, we grew by more than 550% last year, we’re now almost 300 Scooteiras, so you can imagine how much it hurts, right? But I can’t deny that it’s a sensation to watch this boeing take off.

Marina Vaz, CEO and Founder of Scooto