It depends — not just on market demand, but on your readiness for what this type of business really requires. The car rental market still has potential, especially if you serve a niche (for example, electric vehicles, premium cars for professionals, or short-term rentals for tourists). But profitability is much harder to achieve today because the entry barriers are higher than they appear. Let’s be transparent about what you’ll face: - Upfront investment: Even a small fleet of five to ten cars means a six-figure outlay before you generate a single booking. - Depreciation and maintenance: Cars lose value daily, and you’ll need consistent servicing, insurance, and storage space — all adding recurring costs. - Operations: You’ll need a legal structure, rental agreements, liability coverage, and a system for handling accidents, fines, and disputes. Do you have legal counsel and an accountant ready? - Location and logistics: Where will customers pick up and return cars? You’ll need secure parking or a garage — that’s rent, permits, and personnel. - Financing: If you need to raise money, be prepared to show clear differentiation and a path to cash flow within 18–24 months — investors are wary of asset-heavy startups. So my advice: Before thinking of “how to start,” clarify why this business. What drives your choice — passion for mobility, market insight, or perceived profitability? Your reason determines how much risk and time you’re ready to absorb. In my work helping entrepreneurs and leaders make purpose-aligned decisions, I focus on clarity and strategy before execution. Sometimes the smartest move isn’t scaling fast — it’s validating the model first, maybe through partnerships or a small proof-of-concept fleet. If you’d like, let's test the idea against your goals, resources, and risk tolerance together — before you commit serious capital.

In my experience leading partnerships and key accounts across multiple industries and markets, I’ve learned that trust between small and medium businesses isn’t necessarily built by contracts but by consistent human behavior over time. Trust grows when transparency, reliability, and shared purpose align. SMBs depend on credibility and relationships more than on legal frameworks, because ultimately credibility becomes currency. When both sides communicate openly, deliver consistently, and listen with empathy, collaboration deepens. So I'd advise to build systems that make transparency effortless — shared dashboards, regular check-ins, and clear expectations. Also, lead with your reputation. When purpose, reliability, and openness come together, you move from transactions to a genuine ecosystem built on trust. If you’re looking to strengthen partnerships or create a culture of collaboration, feel free to reach out anytime — I'd love to get in touch.

From a sales and key account management perspective, a trustworthy B2B supplier is defined less by promises and more by behavioral consistency. In my experience, the most reliable partners demonstrate three key traits: transparency, reliability, and proactive communication. Transparency means open discussions about limitations, lead times, and pricing — not just what the customer wants to hear. Reliability shows up through consistent service levels, on-time delivery, and honoring commitments, even under pressure. Another clear indicator is how the supplier behaves when things don’t go according to plan. Trust is built in how issues are managed — whether they hide behind excuses or take ownership, communicate early, and offer solutions. Lastly, trustworthy suppliers act as partners, not vendors. They bring insights, share data, and proactively suggest improvements that help your business perform better, not just increase their own sales. Let’s talk to dive deeper into your individual case. Best Regards, Philipp

In my experience, hiring quality talent starts long before the job post goes live. It begins with understanding the psychology of motivation — why high performers choose one opportunity over another. At the company I work for, I’ve seen the best results by combining data-driven sourcing with genuine human connection. We clarified our EVP (Employee Value Proposition) in emotional, not corporate, terms: growth, trust, and purpose. Then, we ensured every touchpoint — from first message to final interview — reflected that. I also focus heavily on candidate experience: transparent communication, timely feedback, and personalized follow-ups. That small act of respect often converts top candidates who already had other offers. Finally, I encourage leaders to be visible in the process. When potential hires feel seen by decision-makers and sense empathy and authenticity, acceptance rates rise naturally. Happy to share exact frameworks or interview psychology techniques if helpful — just let me know what stage of the recruitment process you’re optimizing.