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The Micromobility Newsletter

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Dott: 6 Years, 1 Merger, €173.3M In Revenue

[Micromobility Pro] Dott reported €173.3m in revenue in FY2025 after a year of transition. Market exits, a merger, and restructuring reshaped the business.

Apr 09, 2026
∙ Paid

Welcome to Micromobility Pro, a bi-weekly publication which is part of The Micromobility Newsletter, where we deep-dive into the financials of micromobility companies and share exclusive insights tailored for professionals and members.

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Contents

  • Introduction

  • Where it Started

  • Scaling Up

  • The Merger

  • The Painful Middle

  • 2025 Financials

    • Chart: Revenue vs EBIT and 2025 Quarterly Revenue

    • Table: P&L Snapshot - 2025

  • Cash Position, Debt, & Fleet

    • Chart: Average Age of Dott’s Vehicles

    • Table: Consolidated Balance Sheet - 2025

  • Dott vs. Voi: Two Paths to the Same Milestone

    • Chart: Voi vs Dott Comparison

  • Where Dott Goes From Here

Introduction

When Dott launched in Brussels in January 2019, the micromobility industry was still in its gold rush phase. Companies were flooding cities with scooters, burning cash to grab market share, and treating profitability as a problem for later. Dott took a different view from the start.

“We had three first convictions: First, careful growth - starting small and launching in a few key cities to prove the model is useful, sustainable, and can be profitable. Second, Select scooter hardware built for shared usage - more resistant, shipped with spare parts. And third, doing it right and responsibly - having 100% in-house operations, no juicers, no gig economy from the first day.”
- Matthieu Faure, VP Brand & Communications, founding team at Dott

6 years later, Dott posted €7.2m in Adjusted EBITDA for FY2025, its first profitable year ever. In an industry that spent years treating losses as a feature rather than a bug, Dott got there by doing almost everything the slow way.

Where It Started

Image credit: Dott

Dott was founded in 2018 by Henri Moissinac and Maxim Romain, both of whom had already seen the first wave of micromobility up close. Both had worked at Ofo, the Chinese bike-sharing giant. They came back together with a shared belief that the industry was solving the right problem in the wrong way.

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