425

 

 

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

 

FORM 8-K

 

 

CURRENT REPORT

Pursuant to Section 13 or 15(d)

of the Securities Exchange Act of 1934

Date of report (Date of earliest event reported): October 12, 2021

 

 

QUEEN’S GAMBIT GROWTH CAPITAL

(Exact Name of Registrant as Specified in its Charter)

 

 

 

Cayman Islands   001-39908   98-1571453

(State or other jurisdiction

of incorporation)

 

(Commission

File Number)

 

(IRS Employer

Identification No.)

 

55 Hudson Yards, 44th Floor

New York, NY

  10001
(Address of Principal Executive Offices)   (Zip Code)

(917) 907-4618

Registrant’s telephone number, including area code

Not Applicable

(Former name or former address, if changed since last report)

 

 

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the Registrant under any of the following provisions:

 

Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

 

Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

 

Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

 

Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Securities registered pursuant to Section 12(b) of the Act:

 

Title of each class

 

Trading

symbol(s)

 

Name of each exchange

on which registered

Units, each consisting of one share of Class A Ordinary Share, $0.0001 par value, and one-third of one redeemable warrant   GMBTU   Nasdaq Capital Market
Class A Ordinary Shares included as part
of the units
  GMBT   Nasdaq Capital Market
Redeemable warrants included as part of
the units, each whole warrant exercisable
for one Class A Ordinary Share at an
exercise price of $11.50
  GMBTW   Nasdaq Capital Market

Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405) or Rule 12b-2 of the Securities Exchange Act of 1934 (§ 240.12b-2).

Emerging growth company  ☒

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.  ☐

 

 

 


Item 7.01.

Regulation FD Disclosure.

As previously announced, on July 28, 2021, Queen’s Gambit Growth Capital, a Cayman Islands exempted company with limited liability (“SPAC”), Swvl Inc., a British Virgin Islands business company limited by shares incorporated under the laws of the British Virgin Islands (“Swvl”), Pivotal Holdings Corp, a British Virgin Islands business company limited by shares incorporated under the laws of the British Virgin Islands and wholly owned subsidiary of Swvl (“Holdings”), Pivotal Merger Sub Company I, a Cayman Islands exempted company with limited liability and wholly owned subsidiary of Holdings, and Pivotal Merger Sub Company II Limited, a British Virgin Islands business company limited by shares incorporated under the laws of the British Virgin Islands and wholly owned subsidiary of SPAC, entered into a business combination agreement (the “Business Combination Agreement”). Subject to the satisfaction or waiver of the conditions to closing of the transactions contemplated by the Business Combination Agreement (the “Proposed Transactions”), the Proposed Transactions will effect a business combination between SPAC and Swvl.

On October 12, 2021, Swvl issued a press release, an earnings report and a script containing financial information for the quarter ended September 30, 2021 and updated guidance. Copies of the press release, earnings report and earnings script are attached hereto as Exhibits 99.1, 99.2, and 99.3 respectively, and are incorporated herein by reference. Each such exhibit and the information set forth therein shall not be deemed to be filed for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise be subject to the liabilities of that section, nor shall it be deemed to be incorporated by reference in any filing under the Securities Act of 1933, as amended (the “Securities Act”) or the Exchange Act.

Additional Information and Where to Find It

This communication relates to the Proposed Transactions. This communication does not constitute an offer to sell or exchange, or the solicitation of an offer to buy or exchange, any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, sale or exchange would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. In connection with the Proposed Transactions, SPAC and Holdings filed a registration statement on Form F-4 (File No. 333-259800) (as amended, the “Registration Statement”) with the U.S. Securities and Exchange Commission (the “SEC”), which includes a joint proxy statement/prospectus. Holdings also will file other documents regarding the Proposed Transactions with the SEC. Before making any voting decision, investors and security holders of SPAC are urged to read the Registration Statement, the proxy statement/prospectus and all other relevant documents filed or that will be filed with the SEC in connection with the Proposed Transactions as they become available because they will contain important information about the Proposed Transactions.

INVESTORS AND SECURITY HOLDERS ARE ADVISED TO READ THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS, ALL AMENDMENTS THERETO, AND ANY OTHER RELEVANT DOCUMENTS FILED WITH THE SEC CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN IMPORTANT INFORMATION ABOUT THE BUSINESS COMBINATION AND THE PARTIES TO THE BUSINESS COMBINATION. Investors and security holders can able to obtain copies of these documents and other documents filed with the SEC free of charge at www.sec.gov. The definitive proxy statement/final prospectus (if and when available) will be mailed to shareholders of SPAC as of a record date to be established for voting on the business combination. Shareholders of SPAC will also be able to obtain copies of the proxy statement/prospectus without charge, once available, at the SEC’s website at www.sec.gov, or by directing a request to: Queen’s Gambit Growth Capital, 55 Hudson Yards, 44th Floor, New York, New York, 10001.

Participants in Solicitation

SPAC, Swvl and Holdings and their respective directors and executive officers may be deemed to be participants in the solicitation of proxies from SPAC’s shareholders in connection with the Proposed Transactions. Investors and security holders may obtain more detailed information regarding the names and interests in the business combination of the directors and officers of Holdings, Swvl and SPAC in the Registration Statement. Information about SPAC’s directors and executive officers is also available in SPAC’s Annual Form 10-K for the fiscal year ended December 31, 2020 and other relevant materials filed with the SEC. You may obtain a free copy of these documents as described in the preceding paragraph.

 

1


Forward-Looking Statements

Certain statements made herein are not historical facts but are forward-looking statements. Forward-looking statements generally are accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements include, but are not limited to, statements regarding future events, the proposed business combination among Swvl, Holdings and SPAC, the estimated or anticipated future results and benefits of the combined company following the business combination, including the likelihood and ability of the parties to successfully consummate the business combination, future opportunities for the combined company and other statements that are not historical facts.

These statements are based on the current expectations of Swvl and/or SPAC’s management and are not predictions of actual performance. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as, and must not be relied on, by any investor as a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from assumptions. Many actual events and circumstances are beyond the control of Swvl and SPAC. These statements are subject to a number of risks and uncertainties regarding Swvl’s business and the business combination, and actual results may differ materially. These risks and uncertainties include, but are not limited to: general economic, political and business conditions, including but not limited to the economic and operational disruptions and other effects of the COVID-19 pandemic; the inability of the parties to consummate the business combination or the occurrence of any event, change or other circumstances that could give rise to the termination of the business combination agreement; the number of redemption requests made by SPAC’s shareholders in connection with the business combination; the outcome of any legal proceedings that may be instituted against the parties following the announcement of the business combination; the risk that the approval of the shareholders of Swvl or SPAC for the potential transaction is not obtained; failure to realize the anticipated benefits of the business combination, including as a result of a delay in consummating the potential transaction or additional information that may later arise in connection with preparation of the Registration Statement and proxy materials, or after the consummation of the business combination as a result of the limited time SPAC had to conduct due diligence; the risk that the business combination disrupts current plans and operations as a result of the announcement and consummation of the business combination; the ability of the combined company to execute its growth strategy, manage growth profitably and retain its key employees; competition with other companies in the mobility industry; Swvl’s limited operating history and lack of experience as a public company; the lack of, or recent implementation of, certain policies and procedures to ensure compliance with applicable laws and regulations, including with respect to anti-bribery, anti-corruption, and cyber protection; the risk that Swvl is not able to execute its growth plan, which depends on rapid, international expansion; the risk that Swvl is unable to attract and retain consumers and qualified drivers and other high quality personnel; the risk that Swvl is unable to protect and enforce its intellectual property rights; the risk that Swvl is unable to determine rider demand to develop new offerings on its platform; the difficulty of obtaining required registrations, licenses, permits or approvals in jurisdictions in which Swvl currently operates or may in the future operate; the fact that Swvl currently operates in and intends to expand into jurisdictions that are, or have been, characterized by political instability, may have inadequate or limited regulatory and legal frameworks and may have limited, if any, treaties or other arrangements in place to protect foreign investment or involvement; the risk that Swvl’s drivers could be classified as employees, workers or quasi-employees in the jurisdictions they operate; the fact that Swvl has operations in countries known to experience high levels of corruption and is subject to territorial anti-corruption laws in these jurisdictions; the ability of Holdings to obtain or maintain the listing of its securities on a U.S. national securities exchange following the business combination; costs related to the business combination; Swvl’s pending acquisition of a controlling interest in Shotl may not be completed as anticipated, or if completed, may not be beneficial to Swvl as a result of the cost of integrating geographically disparate operations and the diversion of management’s attention from its existing business, among other things; and other risks that will be detailed from time to time in filings with the SEC. The foregoing list of risk factors is not exhaustive. There may be additional risks that Swvl presently does not know or that Swvl currently believes are immaterial that could also cause actual results to differ from those contained in forward-looking statements. In addition, forward-looking statements provide Swvl’s expectations, plans or forecasts of future events and views as of the date of this communication. Swvl anticipates that subsequent events and developments will cause Swvl’s assessments and projections to change. However, while Swvl may elect to update these forward-looking statements in the future, Swvl specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing Swvl’s assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.

 

2


No Offer or Solicitation

This Current Report on Form 8-K is for informational purposes only and is not a “solicitation” as defined in Section 14 of the Exchange Act. This Current Report on Form 8-K is neither an offer to purchase, nor a solicitation of an offer to sell, subscribe for or buy any securities or the solicitation of any vote in any jurisdiction pursuant to the business combination or otherwise, nor shall there be any sale, issuance or transfer of securities in any jurisdiction in contravention of applicable law. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act.

 

Item 9.01.

Financial Statements and Exhibits.

(d)    Exhibits.

 

Exhibit
Number

  

Description

99.1    Press Release
99.2    Swvl Inc. Earnings Report for the Quarter Ended September 30, 2021
99.3    Earnings Script
104    Cover Page Interactive Data File (embedded within the Inline XBRL document)

 

3


SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, hereunto duly authorized.

Dated: October 12, 2021

 

QUEEN’S GAMBIT GROWTH CAPITAL
By:  

/s/ Victoria Grace

Name:   Victoria Grace
Title:   Chief Executive Officer

 

4

EX-99.1

Exhibit 99.1

 

LOGO

Swvl Achieves Exceptional Q3 2021 Results and Increases Growth Guidance

Delivers 3.6x quarter on quarter growth, 83% utilization and 500k active users

Swvl’s most mature market hits 92% utilization, 31% gross margin and -2.9% net margin

Raises FY2022 guidance by ~10% to $155m with opportunities for further substantial growth

DUBAI, UAE – October 12, 2021 – Swvl Inc. (“Swvl” or the “Company”), a Dubai-based provider of transformative mass transit and tech-enabled shared mobility solutions, today announced financial results for the third quarter ended September 30, 2021.

A link to the full report can be found here.

Third Quarter 2021 Financial Highlights

 

   

Gross revenue1 of $16.0 million, an increase of 264% year-over-year, and 1,355% over last 3 years.

 

   

9.0 million bookings, an increase of ~230% year-over-year.

 

   

507,700 active users2, an increase of ~207% year-over-year.

 

   

83% fleet utilization, an improvement of 73% over last 3 years.

 

   

17.6% gross margin3, an improvement of 780% over last 2 years.

 

   

-12.5% net margin4, an improvement of 279% over last 2 years. Swvl turned net margin profitable during COVID-19 to conserve cash demonstrating its ability to control the growth and profitability balance depending on strategic objectives and market environment.

 

   

First market, Cairo, significantly growing month on month while achieving 92% utilization, 31% gross margin and -2.9% net margin

 

   

156 active TaaS and SaaS clients, 247% growth over last 2 years

 

   

$174 million transport as a service (“TaaS”) and software as a service (“SaaS”) active pipeline annualized gross revenue, more than the entire 2022E gross revenue across B2C, TaaS and SaaS

 

   

~89% decrease in the time taken for route cohorts to reach > 60% utilization over the last 2 years; now reached in 1st month

 

   

~33% decrease in the time taken for customer cohorts to reach > $14 revenue per month over the last 2 years; now reached in 2nd month

Mostafa Kandil, Swvl Founder and CEO, said, “Our strong third quarter results demonstrate continued momentum in our business as we progress towards the closing of our transformative business combination with Queen’s Gambit, currently expected to occur in the fourth quarter of 2021. Despite COVID-19, we drove significant growth in revenue, users, bookings, and utilization.

 

1 

Gross revenue is a non-IFRS measure, and represents Revenue before impact of promos, refunds, and waivers

2 

Number of users who have done at least one booking in the quarter

3 

Gross margin is a non-IFRS measure and represents gross revenue net of captain costs and prior to impact of promos, refunds, waivers, captain bonuses and deductions, and tolls and fines

4 

Net margin reflects gross profit / loss, as recorded in the Company’s financial statements prepared in accordance with IFRS; reflect impact of promos, refunds, waivers, captain bonuses and deductions, and tolls and fines


LOGO

 

During the quarter, we further advanced our long-term growth strategy by acquiring and forming partnerships with complementary platforms, expanding our leading mobility platform to new markets, bolstering our leadership team and publishing our first ever ESG report. Having achieved these significant milestones in such a short period of time, we are confident that our transition to a public company will only accelerate our growth trajectory as we continue to disrupt mass transit on a global scale.”

Financial Outlook

Given the Company’s significant outperformance, Swvl has raised its full-year 2022 guidance by approximately 10%, and now expects to achieve 2022 gross revenue of $155 million, up from previous guidance of $141 million.

Company Updates

 

   

Announced a definitive agreement for a $1.5bn business combination with Queen’s Gambit Growth Capital (“Queen’s Gambit”) (NASDAQ:GMBT), the first special purpose acquisition company led by women, on July 28, 2021. Following the closing of the transaction, which is expected to occur in the fourth calendar quarter of 2021, Swvl will become the first $1bn+ unicorn from the Middle East to list on Nasdaq.

 

   

Nominated three highly experienced women and technology leaders – Victoria Grace, Lone Fønss Schrøder, and Esther Dyson – to the combined company’s Board of Directors upon completion of the transaction.

 

   

Plans to form an advisory committee, including two members of Queen’s Gambit, to focus on fostering continued diversity and inclusion as a public company.

 

   

Entered into a strategic partnership with leading blockchain technologies company Concordium to leverage blockchain technologies to develop transformative next generation mass transit systems.

 

   

Announced the signing of a definitive agreement to acquire a controlling interest in Shotl, expanding Swvl’s platform into Europe, LATAM and APAC with the addition of 22 cities across 10 countries. The transaction is expected to close in the fourth calendar quarter of 2021.

 

   

Completed the pre-funding of $35.5 million of the $100 million aggregate PIPE subscription raised in connection with the proposed business combination with Queen’s Gambit.

 

   

Announced expansion of the Swvl platform into five new cities in Saudi Arabia, driven primarily by the Company’s TaaS offerings.


LOGO

 

   

Released the Company’s first annual Environmental, Social and Governance (“ESG”) Report, which highlights the Company’s continued commitment to empowering individuals to realize greater social and economic equity and operating with sustainable business practices.

Youssef Salem, Swvl CFO, said, “Our exceptional third quarter results demonstrate our ability to overachieve across all areas: We continue to more than triple the business year on year. Our mature markets are already above 30% gross margin and just 2% below breakeven on full unit economics while continuing to grow double digit month on month. Our operations are already at 83% utilization which is the key enabler for margins beyond 40%. Our cohorts unveiling the strong fundamentals with routes significantly exceeding breakeven utilization and riders crossing more than double the acquisition cost in the 1st month. Doing this while we continue to deliver on our mission with more than half a million riders relying on Swvl in this quarter for safe, reliable, and affordable transportation.

Our Q3 outperformance is coupled with building a strong pipeline for next year. Organically, our TaaS / SaaS pipeline currently stands at approximately $180 million of annualized gross revenue in addition to multiple planned B2C city launches in Q4. Inorganically, we are looking to build on the acquisition of a controlling interest in Shotl by continuing to pursue strategic and accretive M&A opportunities. This is driving the 10% increase in guidance for FY2022 and we continue to see significant potential for further growth.”

About Swvl

Swvl is a global tech startup based in Dubai that provides a semi-private alternative to public transportation for individuals who cannot afford or access private options. The Company builds parallel mass transit systems offering intercity, intracity, B2B and B2G transportation, and currently operates in 37 cities across 16 countries. Swvl’s tech-enabled offerings make mobility safer, more efficient and environmentally friendly, while still ensuring that it is accessible and affordable for everyone. Customers can book their rides on an easy-to-use app with varied payment options and access high-quality private buses and vans that operate according to fixed routes, stations, times, and prices.

Swvl was co-founded by Mostafa Kandil, who began his career at Rocket Internet, where he launched the car sales platform Carmudi in the Philippines, which became the largest car classifieds company in the country in just six months. He then served as Rocket Internet’s Head of Operations. In 2016, Kandil joined Careem, a ride-sharing company and the first unicorn in the Middle East. He supported the platform’s expansion into multiple new markets. Careem is now a subsidiary of Uber, based in Dubai, with operations across 100 cities and 15 countries.

For additional information about Swvl, please visit www.swvl.com.

Additional Information and Where to Find It

This news release relates to a proposed transaction among Swvl, Pivotal Holdings Corp, a wholly owned subsidiary of Swvl, (“Holdings”) and Queen’s Gambit. This news release does not constitute an offer to sell or exchange, or the solicitation of an offer to buy or exchange, any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, sale or


LOGO

 

exchange would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. In connection with the proposed transaction, Holdings filed a registration statement on Form F-4 (File No. 333-259800) (as amended, the “Registration Statement”) with the U.S. Securities and Exchange Commission (the “SEC”), which includes a joint proxy statement/prospectus. Queen’s Gambit and Holdings also will file other documents regarding the proposed transaction with the SEC. Before making any voting decision, investors and security holders of Queen’s Gambit are urged to read the Registration Statement, the proxy statement/prospectus and all other relevant documents filed or that will be filed with the SEC in connection with the proposed transaction as they become available because they will contain important information about the proposed transaction.

INVESTORS AND SECURITY HOLDERS ARE ADVISED TO READ THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS, ALL AMENDMENTS THERETO, AND ANY OTHER RELEVANT DOCUMENTS FILED WITH THE SEC CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN IMPORTANT INFORMATION ABOUT THE BUSINESS COMBINATION AND THE PARTIES TO THE BUSINESS COMBINATION. Investors and security holders can able to obtain copies of these documents and other documents filed with the SEC free of charge at www.sec.gov. The definitive proxy statement/final prospectus (if and when available) will be mailed to shareholders of Queen’s Gambit as of a record date to be established for voting on the business combination. Shareholders of Queen’s Gambit will also be able to obtain copies of the proxy statement/prospectus without charge, once available, at the SEC’s website at www.sec.gov, or by directing a request to: Queen’s Gambit Growth Capital, 55 Hudson Yards, 44th Floor, New York, New York, 10001.

Participants in the Solicitation

Queen’s Gambit, Swvl and Holdings and their respective directors and executive officers may be deemed to be participants in the solicitation of proxies from Queen’s Gambit’s shareholders in connection with the proposed transaction. Investors and security holders may obtain more detailed information regarding the names and interests in the business combination of the directors and officers of Holdings, Swvl and Queen’s Gambit in the Registration Statement. Information about Queen’s Gambit’s directors and executive officers is also available in Queen’s Gambit’s Annual Form 10-K for the fiscal year ended December 31, 2020 and other relevant materials filed with the SEC. You may obtain a free copy of these documents as described in the preceding paragraph.

Forward-Looking Statements

Certain statements made herein are not historical facts but are forward-looking statements. Forward-looking statements generally are accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements include, but are not limited to, statements regarding future events, the proposed business combination among Swvl, Holdings and Queen’s Gambit, the estimated or anticipated future results and benefits of the combined company following the business combination, including the likelihood and ability of the parties to successfully consummate the business combination, future opportunities for the combined company and other statements that are not historical facts.


LOGO

 

These statements are based on the current expectations of Swvl and/or Queen’s Gambit’s management and are not predictions of actual performance. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as, and must not be relied on, by any investor as a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from assumptions. Many actual events and circumstances are beyond the control of Swvl and Queen’s Gambit. These statements are subject to a number of risks and uncertainties regarding Swvl’s business and the business combination, and actual results may differ materially. These risks and uncertainties include, but are not limited to: general economic, political and business conditions, including but not limited to the economic and operational disruptions and other effects of the COVID-19 pandemic; the inability of the parties to consummate the business combination or the occurrence of any event, change or other circumstances that could give rise to the termination of the business combination agreement; the number of redemption requests made by Queen’s Gambit’s shareholders in connection with the business combination; the outcome of any legal proceedings that may be instituted against the parties following the announcement of the business combination; the risk that the approval of the shareholders of Swvl or Queen’s Gambit for the potential transaction is not obtained; failure to realize the anticipated benefits of the business combination, including as a result of a delay in consummating the potential transaction or additional information that may later arise in connection with preparation of the Registration Statement and proxy materials, or after the consummation of the business combination as a result of the limited time Queen’s Gambit had to conduct due diligence; the risk that the business combination disrupts current plans and operations as a result of the announcement and consummation of the business combination; the ability of the combined company to execute its growth strategy, manage growth profitably and retain its key employees; competition with other companies in the mobility industry; Swvl’s limited operating history and lack of experience as a public company; the lack of, or recent implementation of, certain policies and procedures to ensure compliance with applicable laws and regulations, including with respect to anti-bribery, anti-corruption, and cyber protection; the risk that Swvl is not able to execute its growth plan, which depends on rapid, international expansion; the risk that Swvl is unable to attract and retain consumers and qualified drivers and other high quality personnel; the risk that Swvl is unable to protect and enforce its intellectual property rights; the risk that Swvl is unable to determine rider demand to develop new offerings on its platform; the difficulty of obtaining required registrations, licenses, permits or approvals in jurisdictions in which Swvl currently operates or may in the future operate; the fact that Swvl currently operates in and intends to expand into jurisdictions that are, or have been, characterized by political instability, may have inadequate or limited regulatory and legal frameworks and may have limited, if any, treaties or other arrangements in place to protect foreign investment or involvement; the risk that Swvl’s drivers could be classified as employees, workers or quasi-employees in the jurisdictions they operate; the fact that Swvl has operations in countries known to experience high levels of corruption and is subject to territorial anti-corruption laws in these jurisdictions; the ability of Holdings to obtain or maintain the listing of its securities on a U.S. national securities exchange following the business combination; costs related to the business combination; Swvl’s pending acquisition of a controlling interest in Shotl may not be completed as anticipated, or if completed, may not be beneficial to Swvl as a result of the cost of integrating geographically disparate operations and the diversion of management’s attention from


LOGO

 

its existing business, among other things; and other risks that will be detailed from time to time in filings with the SEC. The foregoing list of risk factors is not exhaustive. There may be additional risks that Swvl presently does not know or that Swvl currently believes are immaterial that could also cause actual results to differ from those contained in forward-looking statements. In addition, forward-looking statements provide Swvl’s expectations, plans or forecasts of future events and views as of the date of this communication. Swvl anticipates that subsequent events and developments will cause Swvl’s assessments and projections to change. However, while Swvl may elect to update these forward-looking statements in the future, Swvl specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing Swvl’s assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.

No Offer or Solicitation

This news release is for informational purposes only and is not a “solicitation” as defined in Section 14 of the Securities Exchange Act of 1934, as amended. This news release is neither an offer to purchase, nor a solicitation of an offer to sell, subscribe for or buy any securities or the solicitation of any vote in any jurisdiction pursuant to the business combination or otherwise, nor shall there be any sale, issuance or transfer of securities in any jurisdiction in contravention of applicable law. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended.

Media Contact

Daniel Yunger

Kekst CNC

kekst-swvl@kekstcnc.com

917-574-8582

Investor Contact

Youssef Salem

Swvl CFO

Investor.relations@swvl.com

EX-99.2

Exhibit 99.2 Swvl Holdings Q3 2021 Earnings Supplemental Data


About Swvl Our Customer Promise Table of Swvl's Operating System Contents Cutting-edge Proprietary Technology - Core of Swvl’s Virtuous Growth Cycle Core Strategy - The Fly-Wheel Eff ect ESG at Swvl - Strategy and Initiatives Q3 2021 Growth Story and Performance Highlights Swvl-O-meter and Increased Guidance Cohort Analysis - Double-clicking on the fundamentals Replicating the successful model for our fi rst city [Cairo] to accelerate new market growth Swvl's Expansion in the TaaS and SaaS segments Appendix - Keyword Defi nitions 2About Swvl Our Customer Promise Table of Swvl's Operating System Contents Cutting-edge Proprietary Technology - Core of Swvl’s Virtuous Growth Cycle Core Strategy - The Fly-Wheel Eff ect ESG at Swvl - Strategy and Initiatives Q3 2021 Growth Story and Performance Highlights Swvl-O-meter and Increased Guidance Cohort Analysis - Double-clicking on the fundamentals Replicating the successful model for our fi rst city [Cairo] to accelerate new market growth Swvl's Expansion in the TaaS and SaaS segments Appendix - Keyword Defi nitions 2


About 245M 6 pounds CO2 Swvl Countries emissions prevented About Swvl: Swvl is the leading mass transit player globally providing B2C and B2B/B2G solutions to make transportation more affordable, reliable and 48.3K convenient for its users and corporate clients. 61.3M Cumulative Cumulative routes Swvl is expanding fast and is now in 6 countries bookings launched across the world. With an ambitious team, Swvl plans to expand the footprint globally with a demand-responsive, supply agnostic, self- optimising and an asset light mass transit system. 19.4K 1.8M Captains Users onboarded serviced (excluding B2C/B2G users) 3 Note: All fi gures presented on this slide are as-of September 30, 2021.About 245M 6 pounds CO2 Swvl Countries emissions prevented About Swvl: Swvl is the leading mass transit player globally providing B2C and B2B/B2G solutions to make transportation more affordable, reliable and 48.3K convenient for its users and corporate clients. 61.3M Cumulative Cumulative routes Swvl is expanding fast and is now in 6 countries bookings launched across the world. With an ambitious team, Swvl plans to expand the footprint globally with a demand-responsive, supply agnostic, self- optimising and an asset light mass transit system. 19.4K 1.8M Captains Users onboarded serviced (excluding B2C/B2G users) 3 Note: All fi gures presented on this slide are as-of September 30, 2021.


Our Customer 7 minutes to station Air conditioned and top quality Low average walk to station (7 mins) 01. Promise 5 days in-advance booking system 95% on time pickups Reliable and Convenient 4.7/5 customer rating Multiple payment options Critical incident teams and third-party Vetted drivers with background checks professional providers 02. Ability to share live ride status Ability to contact/trace Safe Far more affordable than alternatives 03. Swvl Ride-hailing and Taxi Valuable $1.10 - $2.20 $5.00 - $8.00 4Our Customer 7 minutes to station Air conditioned and top quality Low average walk to station (7 mins) 01. Promise 5 days in-advance booking system 95% on time pickups Reliable and Convenient 4.7/5 customer rating Multiple payment options Critical incident teams and third-party Vetted drivers with background checks professional providers 02. Ability to share live ride status Ability to contact/trace Safe Far more affordable than alternatives 03. Swvl Ride-hailing and Taxi Valuable $1.10 - $2.20 $5.00 - $8.00 4


Swvl’s Operating System Swvl's operating system enables it to continuously utilize vehicles Swvl's businesses complementing each other.. by pooling demand across diff erent use cases and seasonality, thus signifi cantly improving the assets' ROI, reducing the cost structure, The B2C (Intra-city and Inter-city) and B2B/B2G (SaaS/TaaS) businesses of Swvl cater • and enhancing the margin opportunity. to diff erent use cases and have their own specifi c target segment; this allows customers to book rides across categories, thereby increasing the lifetime value The businesses also complement each other with diff erent demand distribution trends • throughout the year enabling the portfolio to de-risk against seasonality and other Swvl's Operating System demographic, consumer behavior patterns. Work Fulfilled by Powered by Mall B2B / B2G Intra-city B2C Inter-city travel Intra-city: users book seats on vehicles available exclusively to the platform to commute within a given city Inter-city: users book and go on long distance trips either on buses travel available exclusively to the platform or on buses marketed through Swvl Customer School B2B/B2G Weekend Getaway B2B/B2G (SaaS/TaaS): enables corporates, schools and transit agencies to provide optimized mass-mobility solutions via SaaS (Technology only) and TaaS (Technology + Fleet Operations) 5Swvl’s Operating System Swvl's operating system enables it to continuously utilize vehicles Swvl's businesses complementing each other.. by pooling demand across diff erent use cases and seasonality, thus signifi cantly improving the assets' ROI, reducing the cost structure, The B2C (Intra-city and Inter-city) and B2B/B2G (SaaS/TaaS) businesses of Swvl cater • and enhancing the margin opportunity. to diff erent use cases and have their own specifi c target segment; this allows customers to book rides across categories, thereby increasing the lifetime value The businesses also complement each other with diff erent demand distribution trends • throughout the year enabling the portfolio to de-risk against seasonality and other Swvl's Operating System demographic, consumer behavior patterns. Work Fulfilled by Powered by Mall B2B / B2G Intra-city B2C Inter-city travel Intra-city: users book seats on vehicles available exclusively to the platform to commute within a given city Inter-city: users book and go on long distance trips either on buses travel available exclusively to the platform or on buses marketed through Swvl Customer School B2B/B2G Weekend Getaway B2B/B2G (SaaS/TaaS): enables corporates, schools and transit agencies to provide optimized mass-mobility solutions via SaaS (Technology only) and TaaS (Technology + Fleet Operations) 5


Cutting-edge proprietary technology is the core of Swvl’s virtuous growth cycle and creates a superior competitive moat Predict and identify latent demand Create routes around demand clusters 2 1 Predicting demand for facilitating better selection Automated route creation to maximize demand conversion Map the City Create routes centered around demand clusters and deliver on the reliability promise Swvl divides the city into equal areas (i.e., hexes) • A ML algorithm identifies key pockets of latent and • Hexes are the basic unit of analysis to build a network • existing demand for a given city A ML, self-evolving model, defines optimum routes to • Predict and Identify Latent Demand maximize demand capture, minimize network-wide Run regression analysis to identify major demand pairs • cannibalization, minimize walk to station distance and Use in-app search data, social-media listening to • define the right schedule time to deploy vehicles understand potential user movement between hexes An algorithm assembles sets of routes in coherent plans that maximize demand capture, Capture Latent Demand, Optimize Existing Areas • vehicle owner earnings, vehicle utilization, and driver’s convenience Determines hexes to add stations • An ambulance like fleet is placed across the network to minimize the impact of vehicle • Run machine learning algorithm to predict revised network performance • breakdowns/no-shows and maintain customer promise Create dynamic routes Create cost effi cient plans 4 3 Dynamic routing improves user experience, providing greater convenience Providing more aff ordable customer ride starts with minimizing cost per KM incurred while enhancing vehicle ROI Dynamic Routing (DR) is a proprietary computational Plan stitching tool creates thousands of plans per • technology developed by Swvl week while continuously decreasing cost per KM and increasing vehicle ROI Enables Swvl to adapt, real-time, to actual demand • Machine learning (ML) algorithm “stitches” multiple pockets, as vehicles move around the city • routes into a plan Creates stations on the fly to maximize demand • A plan optimizes for driver convenience and earnings • capture by maximizing the driven monetized KMs via a system Identifies tolerable travel time budgets for riders and • of 2-6 rides per plan with a combination of retail, ensures no breach of the ETA promised to customers travel and TaaS rides Finds the best route that optimizes for the walk to station distance and the travel time • The algorithm helps ensure that the end point of every ride is conveniently close to the • Evolution of a route dynamically upon discovering a new rider • starting point of the subsequent ride Converts to a real station if adding the stop will keep route within prior customer travel time • The model helps ensure maximum vehicle RoI and maximum customer demand capture for • and walk to station budgets every vehicle Cutting-edge proprietary technology is the core of Swvl’s virtuous growth cycle and creates a superior competitive moat Predict and identify latent demand Create routes around demand clusters 2 1 Predicting demand for facilitating better selection Automated route creation to maximize demand conversion Map the City Create routes centered around demand clusters and deliver on the reliability promise Swvl divides the city into equal areas (i.e., hexes) • A ML algorithm identifies key pockets of latent and • Hexes are the basic unit of analysis to build a network • existing demand for a given city A ML, self-evolving model, defines optimum routes to • Predict and Identify Latent Demand maximize demand capture, minimize network-wide Run regression analysis to identify major demand pairs • cannibalization, minimize walk to station distance and Use in-app search data, social-media listening to • define the right schedule time to deploy vehicles understand potential user movement between hexes An algorithm assembles sets of routes in coherent plans that maximize demand capture, Capture Latent Demand, Optimize Existing Areas • vehicle owner earnings, vehicle utilization, and driver’s convenience Determines hexes to add stations • An ambulance like fleet is placed across the network to minimize the impact of vehicle • Run machine learning algorithm to predict revised network performance • breakdowns/no-shows and maintain customer promise Create dynamic routes Create cost effi cient plans 4 3 Dynamic routing improves user experience, providing greater convenience Providing more aff ordable customer ride starts with minimizing cost per KM incurred while enhancing vehicle ROI Dynamic Routing (DR) is a proprietary computational Plan stitching tool creates thousands of plans per • technology developed by Swvl week while continuously decreasing cost per KM and increasing vehicle ROI Enables Swvl to adapt, real-time, to actual demand • Machine learning (ML) algorithm “stitches” multiple pockets, as vehicles move around the city • routes into a plan Creates stations on the fly to maximize demand • A plan optimizes for driver convenience and earnings • capture by maximizing the driven monetized KMs via a system Identifies tolerable travel time budgets for riders and • of 2-6 rides per plan with a combination of retail, ensures no breach of the ETA promised to customers travel and TaaS rides Finds the best route that optimizes for the walk to station distance and the travel time • The algorithm helps ensure that the end point of every ride is conveniently close to the • Evolution of a route dynamically upon discovering a new rider • starting point of the subsequent ride Converts to a real station if adding the stop will keep route within prior customer travel time • The model helps ensure maximum vehicle RoI and maximum customer demand capture for • and walk to station budgets every vehicle


Detailed Study of Cairo Cross-Utilization Case Study : Cross-utilization of vehicles between diff erent categories including B2C and B2B/B2G at Swvl is the key to (1) augment the fl y-wheel eff ect at a faster pace, leading to a signifi cant increase in captain earnings and retention and at the Fly-Wheel Effect same time signifi cantly reducing the cost per kilometer and thereby steering Swvl towards effi ciency and profi tability. Swvl’s Core Strategy Cross-dispatched Capacity B2C (thousands) 3x 221 199 Growth in 176 6M 139 95 82 Lower cost structure Apr May Jun Jul Aug Sep Better selection Lower average fare per trip Non Cross-utilized Fleet Cross-utilized Fleet Denser network Shorter walking Earnings (2) $228 $429 88% distance Intra-city captains More drivers serving Inter-city rides and vehicles Better customer -26% Cost per km (3) experience $0.020 $0.015 Non Cross-utilized Fleet Cross-utilized Fleet Earnings More rides $433 $608 41% per customer Inter-city captains serving Intra-city rides -17% Cost per km More drivers & Enables cross-dispatch More routes -> Denser $0.015 $0.012 vehicles implies (lower in cost/km + network -> Lower walk to more route creation better earnings/captain) station Impact of Cross- This drives more traffic Lower cost, walk to and more users on the station -> Better CX & Uplift in 30-day Rolling utilization on Supply platform higher willingness to pay 12% Retention % (4) Retention 7 (1) All data considered in the case study is for the period April 2021 - Sep 2021 (2) Earnings is the gross income of a captain in US Dollars (3) Cost per km is the cost of supply per total available seat kilometer in US Dollars (4) 30-day Rolling Retention is the percentage of retained captains out of the total active captains as per the last 30-day periodDetailed Study of Cairo Cross-Utilization Case Study : Cross-utilization of vehicles between diff erent categories including B2C and B2B/B2G at Swvl is the key to (1) augment the fl y-wheel eff ect at a faster pace, leading to a signifi cant increase in captain earnings and retention and at the Fly-Wheel Effect same time signifi cantly reducing the cost per kilometer and thereby steering Swvl towards effi ciency and profi tability. Swvl’s Core Strategy Cross-dispatched Capacity B2C (thousands) 3x 221 199 Growth in 176 6M 139 95 82 Lower cost structure Apr May Jun Jul Aug Sep Better selection Lower average fare per trip Non Cross-utilized Fleet Cross-utilized Fleet Denser network Shorter walking Earnings (2) $228 $429 88% distance Intra-city captains More drivers serving Inter-city rides and vehicles Better customer -26% Cost per km (3) experience $0.020 $0.015 Non Cross-utilized Fleet Cross-utilized Fleet Earnings More rides $433 $608 41% per customer Inter-city captains serving Intra-city rides -17% Cost per km More drivers & Enables cross-dispatch More routes -> Denser $0.015 $0.012 vehicles implies (lower in cost/km + network -> Lower walk to more route creation better earnings/captain) station Impact of Cross- This drives more traffic Lower cost, walk to and more users on the station -> Better CX & Uplift in 30-day Rolling utilization on Supply platform higher willingness to pay 12% Retention % (4) Retention 7 (1) All data considered in the case study is for the period April 2021 - Sep 2021 (2) Earnings is the gross income of a captain in US Dollars (3) Cost per km is the cost of supply per total available seat kilometer in US Dollars (4) 30-day Rolling Retention is the percentage of retained captains out of the total active captains as per the last 30-day period


Humanizing the Daily Commute by obsessing about the well-being of each individual rider ESG at Swvl 99.86% ~0.64km ~5.3min Accident Free Rides Walking Distance Average Lateness Providing the Right to Mobility In-house dynamic routing De-risked network with Driven by effi cient routing technology helps reduce optimized backup assignment; algorithms and the ongoing walk to station and improve ~50% lower lateness than training, up-skilling of captains access developed markets Humanising the Daily Commute Enabling our Societies by acting as a responsible societal agent 14.4M person-hours 27k+ Congestion Reduced Free Essential Bookings Enabling Maintaining 80-85% utilization across 22K+ bookings catering to front-line our fl eet resulting in less buses and workers and 5K+ bookings to/from ESG our Societies cars on the road vaccination centres Strategy Caring for the Planet by reducing greenhouse gas emissions ~245M pounds EVs Caring for CO Emission Prevented 2 Accelerating Adoption the Planet Maintaining 80-85% utilization across Introducing EVs and will continue to our fl eet resulting in less buses and accelerate adoption cars on the road 8


Q3 '21 Growth Story and Performance Highlights 9Q3 '21 Growth Story and Performance Highlights 9


Gross Revenue Quarter on Quarter - Gross Revenue ($ in millions) US$ 16.0 US$ 16 14x growth over last 3 years 14x US$ 12 Growth 3.6x quarter on quarter growth $68M US$ 8.7 US$ 8 1.8x pre-COVID19 levels ARR US$ 4.4 as on Sep 2021 US$ 4 All around growth across all KPIs including US$ 1.1 capacity, utilization and average trip fare has resulted in a rapid gross revenue Q3-2018 Q3-2019 Q3-2020 Q3-2021 growth COVID-19 related restrictions & lockdowns were a contributing factor to this drop in revenue 10Gross Revenue Quarter on Quarter - Gross Revenue ($ in millions) US$ 16.0 US$ 16 14x growth over last 3 years 14x US$ 12 Growth 3.6x quarter on quarter growth $68M US$ 8.7 US$ 8 1.8x pre-COVID19 levels ARR US$ 4.4 as on Sep 2021 US$ 4 All around growth across all KPIs including US$ 1.1 capacity, utilization and average trip fare has resulted in a rapid gross revenue Q3-2018 Q3-2019 Q3-2020 Q3-2021 growth COVID-19 related restrictions & lockdowns were a contributing factor to this drop in revenue 10


Capacity and Bookings (in millions) Capacity Growth 8X (1) 83% Utilization Bookings Growth 13X (2) Capacity & Utilization 10.9 9.0 8.7 Capacity COVID-19 related restrictions & 8x growth over last 3 years lockdowns were a contributing factor to this drop in capacity/ 5.9 bookings 3.3x quarter on quarter growth 48% Utilization (3) 1.2x pre-COVID19 levels 3.3 2.7 Combination of high captain retention and low acquisition 1.5 cost (both as a result of ability to offer up to 2x driven earnings 0.7 driven by higher vehicle utilization) led to strong capacity growth Q3 '18 Q3 '19 Q3 '20 Q3 '21 Utilization Capacity Bookings 73% growth over last 3 years Swvl's cutting edge, in-house search based capacity allocation engine enables the optimal allocation of capacity on routes throughout the network based on the geospatial distribution of user searches 22% higher than pre-COVID19 levels Swvl has leveraged this technology which has enabled the bookings growth at a faster pace than the Dynamic routing (which we believe led to reduction in walk to station) and dynamic pricing (which optimizes pricing to drive capacity expansion leading to a substantially higher utilization level of 83% utilization) developed during COVID-19 drove increase in utilization 11 (1) Capacity: Total number of bookable seats (2) Bookings: Total seats booked by the users (3) Utilization: Percentage of seats booked out of all available seatsCapacity and Bookings (in millions) Capacity Growth 8X (1) 83% Utilization Bookings Growth 13X (2) Capacity & Utilization 10.9 9.0 8.7 Capacity COVID-19 related restrictions & 8x growth over last 3 years lockdowns were a contributing factor to this drop in capacity/ 5.9 bookings 3.3x quarter on quarter growth 48% Utilization (3) 1.2x pre-COVID19 levels 3.3 2.7 Combination of high captain retention and low acquisition 1.5 cost (both as a result of ability to offer up to 2x driven earnings 0.7 driven by higher vehicle utilization) led to strong capacity growth Q3 '18 Q3 '19 Q3 '20 Q3 '21 Utilization Capacity Bookings 73% growth over last 3 years Swvl's cutting edge, in-house search based capacity allocation engine enables the optimal allocation of capacity on routes throughout the network based on the geospatial distribution of user searches 22% higher than pre-COVID19 levels Swvl has leveraged this technology which has enabled the bookings growth at a faster pace than the Dynamic routing (which we believe led to reduction in walk to station) and dynamic pricing (which optimizes pricing to drive capacity expansion leading to a substantially higher utilization level of 83% utilization) developed during COVID-19 drove increase in utilization 11 (1) Capacity: Total number of bookable seats (2) Bookings: Total seats booked by the users (3) Utilization: Percentage of seats booked out of all available seats


Active Users Quarterly Active Users - B2C (thousands) 600 507.7 6x growth over last 3 years 450 6x 346.3 Growth 3.1x quarter on quarter growth 300 165.0 1.5x pre-COVID19 levels 150 79.1 Q3-2018 Q3-2019 Q3-2020 Q3-2021 Combination of high user retention and low acquisition cost (both as a result of ability to offer a reliable, safe and COVID-19 related restrictions & lockdowns were a contributing convenient ride up to 80% cheaper than factor to this drop in active users private transport) led to strong active user growth (1) 12 (1) Active Users: Number of users who have done at least 1 booking in a given time frameActive Users Quarterly Active Users - B2C (thousands) 600 507.7 6x growth over last 3 years 450 6x 346.3 Growth 3.1x quarter on quarter growth 300 165.0 1.5x pre-COVID19 levels 150 79.1 Q3-2018 Q3-2019 Q3-2020 Q3-2021 Combination of high user retention and low acquisition cost (both as a result of ability to offer a reliable, safe and COVID-19 related restrictions & lockdowns were a contributing convenient ride up to 80% cheaper than factor to this drop in active users private transport) led to strong active user growth (1) 12 (1) Active Users: Number of users who have done at least 1 booking in a given time frame


Gross Margins Quarterly Gross Margins 30.00% 144% growth over last 3 years 22.4% 22.50% 144% 17.6% >20% GM in Q3-2020 as priority was to Growth 15.00% conserve cash during COVID-19 7.2% 780% higher than pre-COVID19 levels 7.50% 2.0% Combination of growth across KPIs Q3-2018 Q3-2019 Q3-2020 Q3-2021 including utilization, average trip fare and On account of the COVID-19 related reduction in cost per seat (due to higher restrictions & lockdowns, the focus of the company was to conserve vehicle utilization obtained through cross cash and boost profi tability during this period utilization of vehicles between B2B/B2G & B2C) resulted in strong gross margin (1) expansion 13 (1) Gross Margins (GM): Margin post the supply costGross Margins Quarterly Gross Margins 30.00% 144% growth over last 3 years 22.4% 22.50% 144% 17.6% >20% GM in Q3-2020 as priority was to Growth 15.00% conserve cash during COVID-19 7.2% 780% higher than pre-COVID19 levels 7.50% 2.0% Combination of growth across KPIs Q3-2018 Q3-2019 Q3-2020 Q3-2021 including utilization, average trip fare and On account of the COVID-19 related reduction in cost per seat (due to higher restrictions & lockdowns, the focus of the company was to conserve vehicle utilization obtained through cross cash and boost profi tability during this period utilization of vehicles between B2B/B2G & B2C) resulted in strong gross margin (1) expansion 13 (1) Gross Margins (GM): Margin post the supply cost


Net Margins Quarterly Net Margins 15.00% 2.1% 330% growth in Net Margins over the last 3 0.00% years -15.00% -12.5% Profitable in Q3-2020 as priority was to conserve cash during COVID-19 330% -30.00% Growth 279% higher than pre-COVID19 levels -45.00% -47.4% Net margin maintained within -11% range (1) -53.8% due to strategic focus on topline growth Q3-2018 Q3-2019 Q3-2020 Q3-2021 On account of the COVID-19 related restrictions & lockdowns, the focus of the company was to conserve cash. 14 (1) Net Margins (NM): Margin post the supply costs, promotions, refunds, waivers and the captain incentives.Net Margins Quarterly Net Margins 15.00% 2.1% 330% growth in Net Margins over the last 3 0.00% years -15.00% -12.5% Profitable in Q3-2020 as priority was to conserve cash during COVID-19 330% -30.00% Growth 279% higher than pre-COVID19 levels -45.00% -47.4% Net margin maintained within -11% range (1) -53.8% due to strategic focus on topline growth Q3-2018 Q3-2019 Q3-2020 Q3-2021 On account of the COVID-19 related restrictions & lockdowns, the focus of the company was to conserve cash. 14 (1) Net Margins (NM): Margin post the supply costs, promotions, refunds, waivers and the captain incentives.


Swvl-O-meter and Increased 2022 Guidance Q3 ’20 vs Q3 ’21 Substantial outperformance across all KPIs in Q3 '2021 Gross Revenue $16M Active Users 507K 264% jump from same quarter last year 207% jump from same quarter last year 264% 207% Capacity 10.7M Fleet Utilization at 83% 229% jump from same quarter last year 83% 229% FY 2022 Gross Revenue Guidance $155M Up 10% from Prior $141m 15Swvl-O-meter and Increased 2022 Guidance Q3 ’20 vs Q3 ’21 Substantial outperformance across all KPIs in Q3 '2021 Gross Revenue $16M Active Users 507K 264% jump from same quarter last year 207% jump from same quarter last year 264% 207% Capacity 10.7M Fleet Utilization at 83% 229% jump from same quarter last year 83% 229% FY 2022 Gross Revenue Guidance $155M Up 10% from Prior $141m 15


Cohort Analysis Double-clicking on the fundamentals 16Cohort Analysis Double-clicking on the fundamentals 16


2019 Cohorts took 9 months to reach ~60% Utilization Schedule Utilization Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Jan 19 37.0% 39.7% 41.9% 47.0% 50.9% 44.3% 55.7% 56.7% 61.0% Feb 19 24.5% 29.0% 34.3% 43.9% 39.0% 47.2% 51.3% 55.3% 58.5% A comparison of the 2019 and 2021 cohort shows a ~89% decrease in the time taken 2021 Cohorts take just ~0-1 month(s) to reach similar or greater levels of Utilization Activation (in months) to reach > 60% levels of Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month schedule utilization (1) Jan 21 72.4% 57.4% 70.4% 83.5% 86.7% 81.3% 83.0% 85.4% 84.1% Feb 21 68.8% 65.5% 67.7% 74.6% 68.1% 69.1% 69.5% 70.2% This is primarily driven by the network Mar 21 56.4% 61.4% 66.0% 69.3% 70.4% 72.5% 72.6% optimization engines powered by Artificial Intelligence which constantly learns and Apr 21 92.2% 94.5% 95.3% 95.9% 96.9% 97.3% optimizes with every ride building the first May 21 66.8% 60.5% 68.0% 72.4% 67.7% of its kind self optimizing mass transit Jun 21 64.4% 73.0% 76.7% 75.6% system Jul 21 81.4% 83.7% 82.9% Aug 21 74.6% 70.0% Sep 21 81.5% 17 (1) Schedule: A combination of a route and an hour, the schedule utilization is the percentage of seats booked out of all available seats in a schedule2019 Cohorts took 9 months to reach ~60% Utilization Schedule Utilization Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Jan 19 37.0% 39.7% 41.9% 47.0% 50.9% 44.3% 55.7% 56.7% 61.0% Feb 19 24.5% 29.0% 34.3% 43.9% 39.0% 47.2% 51.3% 55.3% 58.5% A comparison of the 2019 and 2021 cohort shows a ~89% decrease in the time taken 2021 Cohorts take just ~0-1 month(s) to reach similar or greater levels of Utilization Activation (in months) to reach > 60% levels of Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month schedule utilization (1) Jan 21 72.4% 57.4% 70.4% 83.5% 86.7% 81.3% 83.0% 85.4% 84.1% Feb 21 68.8% 65.5% 67.7% 74.6% 68.1% 69.1% 69.5% 70.2% This is primarily driven by the network Mar 21 56.4% 61.4% 66.0% 69.3% 70.4% 72.5% 72.6% optimization engines powered by Artificial Intelligence which constantly learns and Apr 21 92.2% 94.5% 95.3% 95.9% 96.9% 97.3% optimizes with every ride building the first May 21 66.8% 60.5% 68.0% 72.4% 67.7% of its kind self optimizing mass transit Jun 21 64.4% 73.0% 76.7% 75.6% system Jul 21 81.4% 83.7% 82.9% Aug 21 74.6% 70.0% Sep 21 81.5% 17 (1) Schedule: A combination of a route and an hour, the schedule utilization is the percentage of seats booked out of all available seats in a schedule


2019 Cohorts took 6 months to reach $14 per month of gross revenue per user Gross Revenue per user Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Apr 19 $4.1 $8.6 $8.4 $12.4 $11.8 $14.2 $15.1 $12.5 $12.7 May 19 $4.1 $7.7 $12.4 $11.3 $13.6 $14.4 $12.1 $12.6 $12.4 A comparison of the 2019 and 2021 cohort shows a ~33% decrease in the time taken 2021 Cohorts take just 2 months to cross $14 per month of gross revenue per user (in months) to cross the same gross Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 revenue per user ($14 per month) Month (1) Jan 21 $7.5 $15.5 $21.3 $17.9 $18.4 $27.4 $24.8 $27.1 $19.2 This is driven by dynamic pricing Feb 21 $7.9 $23.1 $19.1 $19.1 $25.8 $22.6 $25.5 $18.8 technology which considers users' Mar 21 $7.8 $15.3 $13.3 $17.9 $14.3 $15.6 $13.9 behaviour on the platform & churn Apr 21 $6.5 $11.4 $13.6 $12.9 $12.8 $11.2 probability to adjust pricing which May 21 $6.3 $14.8 $13.3 $12.5 $11.5 increases user affinity on the platform. Jun 21 $9.0 $19.8 $18.9 $15.0 Jul 21 $11.5 $21.7 $17.0 Also the abundance of services including Aug 21 $10.5 $14.9 intracity, intercity & charter rides cater to more use cases and hence increases Sep 21 $9.1 revenue per user 18 (1) Revenue per user is the income generated per active user in the defined time-period2019 Cohorts took 6 months to reach $14 per month of gross revenue per user Gross Revenue per user Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Apr 19 $4.1 $8.6 $8.4 $12.4 $11.8 $14.2 $15.1 $12.5 $12.7 May 19 $4.1 $7.7 $12.4 $11.3 $13.6 $14.4 $12.1 $12.6 $12.4 A comparison of the 2019 and 2021 cohort shows a ~33% decrease in the time taken 2021 Cohorts take just 2 months to cross $14 per month of gross revenue per user (in months) to cross the same gross Activation Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 revenue per user ($14 per month) Month (1) Jan 21 $7.5 $15.5 $21.3 $17.9 $18.4 $27.4 $24.8 $27.1 $19.2 This is driven by dynamic pricing Feb 21 $7.9 $23.1 $19.1 $19.1 $25.8 $22.6 $25.5 $18.8 technology which considers users' Mar 21 $7.8 $15.3 $13.3 $17.9 $14.3 $15.6 $13.9 behaviour on the platform & churn Apr 21 $6.5 $11.4 $13.6 $12.9 $12.8 $11.2 probability to adjust pricing which May 21 $6.3 $14.8 $13.3 $12.5 $11.5 increases user affinity on the platform. Jun 21 $9.0 $19.8 $18.9 $15.0 Jul 21 $11.5 $21.7 $17.0 Also the abundance of services including Aug 21 $10.5 $14.9 intracity, intercity & charter rides cater to more use cases and hence increases Sep 21 $9.1 revenue per user 18 (1) Revenue per user is the income generated per active user in the defined time-period


Building upon the successful model of our fi rst city [ Cairo ] to accelerate new market growth


Monthly Utilization (%) Monthly Gross Margin (%) 110% 45% 30% Cairo 83% 15% A Success Story 0% 55% -15% -30% 28% Launched in March 2017, Cairo is the first Q3 '21 GM% Q3 '21 Utilization market for Swvl. -45% 31% 92% 0% -60% 1/1/2019 1/1/2020 1/1/2021 1/1/2019 1/1/2020 1/1/2021 Cutting-edge technological solutions like demand estimation, demand based Monthly Net Margin (%) capacity allocation, automated dynamic 35% routing and pricing algorithms and supply biding platforms coupled with the flawless The net margin is maintained at 0% execution capability of the Swvl team has near break even levels due to a made Cairo a success story. strategic focus on growth. With -35% the growth related investments including promotions, refunds -70% and waivers declining, the convergence of gross and net -105% Q3 '21 NM% margin becomes inevitable. -2.9% -140% 1/1/2019 1/1/2020 1/1/2021 Shows the contribution of COVID-19 related 20 lockdowns and restrictionsMonthly Utilization (%) Monthly Gross Margin (%) 110% 45% 30% Cairo 83% 15% A Success Story 0% 55% -15% -30% 28% Launched in March 2017, Cairo is the first Q3 '21 GM% Q3 '21 Utilization market for Swvl. -45% 31% 92% 0% -60% 1/1/2019 1/1/2020 1/1/2021 1/1/2019 1/1/2020 1/1/2021 Cutting-edge technological solutions like demand estimation, demand based Monthly Net Margin (%) capacity allocation, automated dynamic 35% routing and pricing algorithms and supply biding platforms coupled with the flawless The net margin is maintained at 0% execution capability of the Swvl team has near break even levels due to a made Cairo a success story. strategic focus on growth. With -35% the growth related investments including promotions, refunds -70% and waivers declining, the convergence of gross and net -105% Q3 '21 NM% margin becomes inevitable. -2.9% -140% 1/1/2019 1/1/2020 1/1/2021 Shows the contribution of COVID-19 related 20 lockdowns and restrictions


Replicating Successful Cairo model Other Cities Months to 50K Bookings Months to 100K Bookings 6 Accelerating Even Faster 6 9 8 8 5 8 7 5 4 6 5 5 3 4 2 2 Swvl plans to continue focus on growth for 3 2 2 2 the remaining cities to reach critical mass 2 1 faster and generate levers to optimize the 0 economics in a sustainable manner. Cairo Nairobi Lahore Karachi Islamabad Cairo Nairobi Lahore Karachi Islamabad As evident in the charts, other cities are Months to 150K Bookings Months to 200K Bookings reaching the milestones much faster than 8 Cairo. 8 12 10 10 9 6 5 8 4 6 4 6 3 4 3 2 2 0 Cairo Lahore Islamabad Karachi Cairo Nairobi Lahore Karachi 21Replicating Successful Cairo model Other Cities Months to 50K Bookings Months to 100K Bookings 6 Accelerating Even Faster 6 9 8 8 5 8 7 5 4 6 5 5 3 4 2 2 Swvl plans to continue focus on growth for 3 2 2 2 the remaining cities to reach critical mass 2 1 faster and generate levers to optimize the 0 economics in a sustainable manner. Cairo Nairobi Lahore Karachi Islamabad Cairo Nairobi Lahore Karachi Islamabad As evident in the charts, other cities are Months to 150K Bookings Months to 200K Bookings reaching the milestones much faster than 8 Cairo. 8 12 10 10 9 6 5 8 4 6 4 6 3 4 3 2 2 0 Cairo Lahore Islamabad Karachi Cairo Nairobi Lahore Karachi 21


Swvl's expansion in the TaaS and SaaS segments Swvl's expansion in the TaaS and SaaS segments


Swvl's Expanding Business in the TaaS and SaaS segment Quarterly Revenue TaaS/SaaS Active Clients TaaS/SaaS 150+ Active Clients Globally US$ 5.2 2.5x 156 3.5x Growth Growth 93 US$ 2.4 US$ 2.1 45 (2) Others includes the following industries - e-Commerce, Startup & A Diversifi ed Clientèle Technology, Logistics, Oil & Gas, Public sector, Retail Q3-2019 Q3-2020 Q3-2021 Sep-2019 Sep-2020 Sep-2021 6% 2% 6% (1) Net Promoter Score 2% Prospective Client Pipeline survey conducted in 13% Customer Satisfaction Aviation Egypt in Q3 2021 Banking and FS Construction Education 8% Food & Beverages Healthcare 38% Hospitality 1% 40 ICT $174M 41% Manufacturing higher than the 6% Real Estate Net Promoter Score (1) global benchmark* Active pipeline (ARR) as of Sep '21 Textile 1% Others (2) 15% * Source for the NPS Global benchmark: https://www.b2binternational.com/what-we-do/customers/net-promoter-score-nps/Swvl's Expanding Business in the TaaS and SaaS segment Quarterly Revenue TaaS/SaaS Active Clients TaaS/SaaS 150+ Active Clients Globally US$ 5.2 2.5x 156 3.5x Growth Growth 93 US$ 2.4 US$ 2.1 45 (2) Others includes the following industries - e-Commerce, Startup & A Diversifi ed Clientèle Technology, Logistics, Oil & Gas, Public sector, Retail Q3-2019 Q3-2020 Q3-2021 Sep-2019 Sep-2020 Sep-2021 6% 2% 6% (1) Net Promoter Score 2% Prospective Client Pipeline survey conducted in 13% Customer Satisfaction Aviation Egypt in Q3 2021 Banking and FS Construction Education 8% Food & Beverages Healthcare 38% Hospitality 1% 40 ICT $174M 41% Manufacturing higher than the 6% Real Estate Net Promoter Score (1) global benchmark* Active pipeline (ARR) as of Sep '21 Textile 1% Others (2) 15% * Source for the NPS Global benchmark: https://www.b2binternational.com/what-we-do/customers/net-promoter-score-nps/


Client Overview The organization had a history of operational Swvl Case Study: issues with its transportation, which led it to One of the largest global insurers in the world, Leading Insurance provider solicit proposals for solutions from transportation provides its customers with a full suite of providers. products that saves and protects their life and While all leading providers in the Egyptian livelihood.The French multinational fi rm market bid, Swvl managed to win with our became one of the top 5 insurance providers competitive price and the promise of a better in Egypt within 5 years of establishing their service. presence. Insurance company chooses operational visibility and employee safety for its Egyptian employees Challenges Use-Case with Swvl's route optimization and real-time tracking solutions Automation of daily transportation from Unreliable and unprofessional drivers • manual operations to digital - giving complete Poor quality vehicles • visibility of every moving part in the system. Multiple safety violations • Operational invisibility • Swvl Business Results Cost Solutions 5% Reduction Route Optimization and Fleet Mix Real-time Tracking 24/7 Support Less Swvl support is accessible 24/7 The administrator can track all rides Optimized routes and fl eet mix to 10% over call and in-app to ensure a Vehicles in real-time without any manual achieve higher fl eet utilization and high quality in-ride experience. touch points on the Swvl Business lower costs. Any issue with the captains or Dashboard. Each rider can do the vehicles is resolved at the quickest same from the Swvl App. Customer pace. 90% Satisfaction 24Client Overview The organization had a history of operational Swvl Case Study: issues with its transportation, which led it to One of the largest global insurers in the world, Leading Insurance provider solicit proposals for solutions from transportation provides its customers with a full suite of providers. products that saves and protects their life and While all leading providers in the Egyptian livelihood.The French multinational fi rm market bid, Swvl managed to win with our became one of the top 5 insurance providers competitive price and the promise of a better in Egypt within 5 years of establishing their service. presence. Insurance company chooses operational visibility and employee safety for its Egyptian employees Challenges Use-Case with Swvl's route optimization and real-time tracking solutions Automation of daily transportation from Unreliable and unprofessional drivers • manual operations to digital - giving complete Poor quality vehicles • visibility of every moving part in the system. Multiple safety violations • Operational invisibility • Swvl Business Results Cost Solutions 5% Reduction Route Optimization and Fleet Mix Real-time Tracking 24/7 Support Less Swvl support is accessible 24/7 The administrator can track all rides Optimized routes and fl eet mix to 10% over call and in-app to ensure a Vehicles in real-time without any manual achieve higher fl eet utilization and high quality in-ride experience. touch points on the Swvl Business lower costs. Any issue with the captains or Dashboard. Each rider can do the vehicles is resolved at the quickest same from the Swvl App. Customer pace. 90% Satisfaction 24


Swvl gains access to an additional ~$35-60BN transit tech market by joining hands with Shotl Expansion to Europe with a controlling interest in Shotl (1) 22 Cities across 10 countries >350,000 Bookings to date Municipality and Corporate client base The yellow dots represent the potential new market launches that can be accelerated with the acquisition of a controlling interest in Shotl Swvl X Shotl (Geographic, Product and Tech synergies) Off erings are tailored for condensed geographies Strong and growing presence in the MENAP region and peak hour scheduled commute use-cases with highly satisfi ed users and corporate clients Product caters to the on-demand use-case. Combined Strong and growing presence in the EU and with highly mobility solutions will cater to wide range of use-cases satisfi ed users, corporate clients and B2G agencies Dynamic routing, pricing, geospatial demand based capacity allocation engine Expected to further Swvl's mission of empowering under-served communities globally with safe, (2) On-demand SaaS technology and DRT capabilities efficient and cost-effective mobility solutions 25 (1) Including Brazil, Japan, Spain, Germany, France, UK, Italy, Switzerland, Portugal and Finland. Certain operations currently interrupted due to COVID-19 (2) Demand-responsive transit. Swvl gains access to an additional ~$35-60BN transit tech market by joining hands with Shotl Expansion to Europe with a controlling interest in Shotl (1) 22 Cities across 10 countries >350,000 Bookings to date Municipality and Corporate client base The yellow dots represent the potential new market launches that can be accelerated with the acquisition of a controlling interest in Shotl Swvl X Shotl (Geographic, Product and Tech synergies) Off erings are tailored for condensed geographies Strong and growing presence in the MENAP region and peak hour scheduled commute use-cases with highly satisfi ed users and corporate clients Product caters to the on-demand use-case. Combined Strong and growing presence in the EU and with highly mobility solutions will cater to wide range of use-cases satisfi ed users, corporate clients and B2G agencies Dynamic routing, pricing, geospatial demand based capacity allocation engine Expected to further Swvl's mission of empowering under-served communities globally with safe, (2) On-demand SaaS technology and DRT capabilities efficient and cost-effective mobility solutions 25 (1) Including Brazil, Japan, Spain, Germany, France, UK, Italy, Switzerland, Portugal and Finland. Certain operations currently interrupted due to COVID-19 (2) Demand-responsive transit.


Business Problem Shotl Case Study: Munich Airport: Large corporate site with unpredictable mobility patterns Longer 70 38,000 Waiting Time Company Cars Employees Longer waiting time Employees had complex Cars were under-utilized, for return journeys mobility needs, highly involved a lot of time in unpredictable employee parking and longer waiting movements time for return journeys Shotl Results Average 6 mins Travel Time Challenge Solution Configured a white-label on-demand service called ShuttleMe Find a new way to move employees without Average with three branded minivans and professional drivers. During 7 mins raising prices sky-high. Wait Time working hours, airport employees can book a pick-up and drop-off in real-time via the Passenger App from any of the stops covering the entire airport. Satisfaction 4.8 Rating Adoption +620% 1250 Increase in passengers Registered per day; 180 up from 25 Users 26


Thank YouThank You


AppendixAppendix


Q3 2021 Unaudited FinancialsQ3 2021 Unaudited Financials


Keyword Definitions Keyword Definition / Formula Bookings Bookings = ∑ Search sessions * Conversion % (Sum of booked seats with status completed, missed or cancelled) Capacity Seat count of non cancelled rides Utilisation Percentage of filled seats out of all available seats. Utilisation = Bookings/Capacity (as per definition Bookings here refer to Complete Bookings, Cancelled Bookings, as well as Missed bookings) Revenue (GMV) GMV = Bookings * ATF (Sum of amounts billed to customers for bookings they made) COGS Sum of amounts invoiced by our suppliers (vehicle owners) for the rides they provided Gross Margin (GM) GM = Revenue - COGS Promos Sum of discounts awarded to customers in the form of direct rebates on the fare, discounted package (bulk purchase) fares, and free credits awarded to their wallets Refund Refund done to customers' wallets in the case of an eligible cancellation Waivers Compensation given to customers in case of bad experience Captain Bonuses & Deductions (CBD) Sum of incentives awarded to our Captains (Drivers) and deductions made to Captains' pay as a result of non-compliance to delivery standards Net Margin (NM) NM = GM - Promos - Refunds - Waivers - CBD Average Trip Fare (ATF) ATF = Revenue/Bookings (Average fare billed to our customers.) Route SWVL way of defining a starting point to a destination point with multiple stations as pickup/dropoff points for users Schedule A combination of a route and an hour is called a schedule Monthly active users Number of users who have done at least 1 booking in the month New Users Users who made their first booking in the current time period Retained Users Existing users who made a booking in the current and the previous time period Retention Rate The % of users retained in the current time period Reactivated Users Existing users who made a booking in the current time period but not the previous time period Reactivation Rate The % of users reactivated in the current time period ARR Annual recurring revenue; it is the recurring revenue a company can expect in a year (annualized version of MRR i.e. Monthly recurring revenue) B2B Business-to-business refers to a transaction or commercial business dealing between two companies B2C Business-to-consumer (also known as Direct-to-consumer) refers to selling products and/or services directly to customerswho are the end-users B2G Business-to-government, refers to the business relationship a company can have with a government institution TaaS Transportation as a Service SaaS Software as a service Net Promoters Score Metric used in customer experience programs to measure the loyalty of customers for SWVLKeyword Definitions Keyword Definition / Formula Bookings Bookings = ∑ Search sessions * Conversion % (Sum of booked seats with status completed, missed or cancelled) Capacity Seat count of non cancelled rides Utilisation Percentage of filled seats out of all available seats. Utilisation = Bookings/Capacity (as per definition Bookings here refer to Complete Bookings, Cancelled Bookings, as well as Missed bookings) Revenue (GMV) GMV = Bookings * ATF (Sum of amounts billed to customers for bookings they made) COGS Sum of amounts invoiced by our suppliers (vehicle owners) for the rides they provided Gross Margin (GM) GM = Revenue - COGS Promos Sum of discounts awarded to customers in the form of direct rebates on the fare, discounted package (bulk purchase) fares, and free credits awarded to their wallets Refund Refund done to customers' wallets in the case of an eligible cancellation Waivers Compensation given to customers in case of bad experience Captain Bonuses & Deductions (CBD) Sum of incentives awarded to our Captains (Drivers) and deductions made to Captains' pay as a result of non-compliance to delivery standards Net Margin (NM) NM = GM - Promos - Refunds - Waivers - CBD Average Trip Fare (ATF) ATF = Revenue/Bookings (Average fare billed to our customers.) Route SWVL way of defining a starting point to a destination point with multiple stations as pickup/dropoff points for users Schedule A combination of a route and an hour is called a schedule Monthly active users Number of users who have done at least 1 booking in the month New Users Users who made their first booking in the current time period Retained Users Existing users who made a booking in the current and the previous time period Retention Rate The % of users retained in the current time period Reactivated Users Existing users who made a booking in the current time period but not the previous time period Reactivation Rate The % of users reactivated in the current time period ARR Annual recurring revenue; it is the recurring revenue a company can expect in a year (annualized version of MRR i.e. Monthly recurring revenue) B2B Business-to-business refers to a transaction or commercial business dealing between two companies B2C Business-to-consumer (also known as Direct-to-consumer) refers to selling products and/or services directly to customerswho are the end-users B2G Business-to-government, refers to the business relationship a company can have with a government institution TaaS Transportation as a Service SaaS Software as a service Net Promoters Score Metric used in customer experience programs to measure the loyalty of customers for SWVL

EX-99.3

Exhibit 99.3

 

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Swvl 3Q21 Earnings Prepared Remarks

Abdelrahman Sukar

Good morning and welcome to Swvl Inc.’s third quarter 2021 earnings call. A copy of our Q3 earnings press release issued on October 12th is available in the Investor Relations tab of our website at www.Swvl.com. Joining me on the call are Mostafa Kandil, our Cofounder and CEO, and Youssef Salem, our CFO, who will provide some additional color on the quarter as well as several of the recent announcements that we have made.

Before we begin, we would like to remind everyone that comments made by management today will contain forward-looking statements. These forward-looking statements include plans, expectations, estimates and projects that involve significant risks and uncertainties. These risks are discussed in the registration statement on Form F-4 filed by Pivotal Holdings Corp, a wholly owned subsidiary of the Company, in connection with the Company’s proposed business combination with Queen’s Gambit Growth Capital. Actual results may differ materially from the results discussed in these forward-looking statements.

In addition, during today’s call, management will refer to certain non-GAAP financial measures. Reconciliations to the most comparable GAAP financial measures are included in the schedules contained in our earnings report.

I will now turn the call over to Youssef to discuss our third quarter financial results. Youssef?

Youssef Salem

Thanks, Abdelrahman.

Despite the continued impact of the COVID-19 pandemic, we achieved exceptional third quarter results, drove significant growth in revenue, users, bookings, and utilization, and more than tripled our business year-over-year.

For the quarter, we reported $16.0 million of gross revenue, up 264% year-over-year, and 1,355% over the past three years and increased bookings by approximately 230% year-over-year to 9.0 million. We grew our base of active users by approximately 207% year-over-year to 507,700 as we continue to see strong demand for our safe, reliable, and affordable transportation services, and achieved an impressive 83% fleet utilization rate, which represents an improvement of 73% over the last three years.

Cairo, the first market where Swvl launched, is a useful illustration for the transformative and profitable potential of our business model as it scales and matures. There, we continue to see strong double-digit month on month growth and achieved 92% utilization, 31% gross margin and -2.9% net margin.

Our gross margin for the quarter was 17.6%, an improvement of 780% over the last two years, while net margin was -12.5%, an improvement of 279% over the last two years. Notably, Swvl turned net margin profitable during COVID-19 in the third quarter of 2020 to conserve cash, demonstrating our ability to strategically balance growth and profitability and navigate dynamic market environments.


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Looking ahead, we are excited by our robust pipeline of 156 active TaaS/SaaS clients, which organically, amounts to approximately $180 million of annualized gross revenue. That is more than our current 2022 gross revenue estimates across our B2C/B2G, TaaS and SaaS businesses. We also continue to expand our geographic footprint, with multiple B2C city launches planned for the fourth quarter, and an active pipeline of accretive M&A opportunities, building on our signing of a definitive agreement for the acquisition of a controlling interest in Shotl in the third quarter.

Additionally, we were also able to realize meaningful efficiencies across our platform during the quarter. Over the last two years, we decreased the time it takes for route cohorts to reach over 60% utilization by approximately 89%, with route cohorts now reaching 60% utilization in just one month. And we achieved an approximately 33% decrease in the time taken for customer cohorts to reach more than $14 of revenue per month over the last two years, with customer cohorts now reaching more than $14 of revenue in two months. These strong fundamentals set the stage for continued growth, as routes are significantly exceeding breakeven utilization and riders are delivering more than double acquisition costs in their first month.

Turning now to our updated guidance for 2022.

Given the strength of our results, we have raised our full-year 2022 guidance by 10% and now expect to achieve 2022 gross revenue of $155 million, up from previous guidance of $141 million.

Overall, we are encouraged by what was a truly impressive quarter, and believe that the strong trends and improvements that we are seeing across the business will result in accelerated growth moving forward as we continue to execute our long-term growth strategy.

I will now turn the call over to Mostafa. Mostafa?

Mostafa Kandil

Thanks, Youssef.

I’d like to start by providing some additional color on several of the recent announcements that we have made, which have significantly advanced our long-term growth strategy as we progress towards the closing of our transformative business combination with Queen’s Gambit Growth Capital, currently expected to occur in the fourth quarter of 2021.

In connection with this transaction, we are pleased to have completed the pre-funding of $35.5 million of the $100 million aggregate PIPE subscription raised in connection with our proposed business combination with Queen’s Gambit. We saw strong demand from strategic and financial investors who participated in the pre-funding. The proceeds raised through the transaction are expected to accelerate our expansion efforts and to further our investment in Swvl’s proprietary technology platform. With this immediate infusion of growth capital, we are even better positioned to bring our transformative daily commuting, inter-city retail travel and TaaS offerings to new markets.


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Shortly following our business combination agreement signing announcement, we announced the nomination of three highly experienced women and technology leaders – Victoria Grace, Lone Fønss Schrøder, and Esther Dyson – to the combined company’s board of directors upon completion of the transaction. With these nominations, we have made our commitment clear to ensuring that our leadership reflects the same diversity as our users and growing employee base, and we look forward to welcoming them to the Board.

Each of these highly accomplished women will provide a unique lens, deep financial and operational experience and global networks that will be instrumental in realizing our next phase of growth, and we are confident that we will create even greater value for all stakeholders moving forward. Building on these nominations, we announced the formation of an advisory committee, including two members of Queen’s Gambit’s board of directors, to focus on fostering continued diversity and inclusion as a public company.

We also announced a strategic partnership with Concordium, a leading blockchain technologies company, to, for the first time, leverage blockchain to develop transformative next generation mass transit systems. Concordium will provide us with a technology platform that aims to upgrade the mass transit travel experience for our customers, and is intended to solve highly-complex logistical challenges inherent in mass transit.

The partnership also advances our decarbonization efforts and smart, green mobility initiatives, while providing compelling benefits such as linking driver remuneration to performance in order to incentivize drivers to provide the best possible service, increase efficiency, enhance service quality, and make trips faster and cheaper. We look forward to providing additional updates on our progress over the coming months.

In terms of M&A, we announced the signing of a definitive agreement for the acquisition of a controlling interest in Shotl, a mass transit SaaS platform that partners with governments, municipalities and companies to reach populations living or working in low-density areas that are largely underserved by existing mass transit and ride sharing options. Their customers include senior citizens, and people with reduced mobility, who often lack equitable access to transportation.

The acquisition accelerates our growth strategy by expanding our platform into Europe a full year ahead of schedule, Brazil more than 6 months ahead of schedule, and APAC, which provides access to significant value creation opportunities. It also more than doubled our geographic footprint with the addition of 22 cities across 10 countries, demonstrating clear progress against our stated objective of achieving approximately $1 billion in annual gross revenue and be operating in more than 20 countries on five continents by 2025.

Shotl will now be able to leverage our proprietary technologies to further optimize routes and maximize vehicle load, all the while reducing traffic congestion. As a company that has made significant strides in advancing sustainable mass transit over the past several years, we are confident that Shotl’s market-leading technology and expertise will greatly contribute to the Swvl platform, advancing our mission to provide superior transportation alternatives for all. We continue to expect the transaction to close in the fourth quarter of this year.


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Additionally, we expanded into five new cities in Saudi Arabia primarily through our TaaS offerings, including two cities within the cluster of Neom, Saudi Arabia’s new $500 billion smart mega-city. The expansion brings our market leading presence to 37 cities across 16 countries, as we continue to progress towards our expansion objectives.

Finally, we published our first annual ESG report. Swvl is a mission-driven company focused on leveraging our platform for the betterment of society, and we take the role that we play in the lives of all Swvl stakeholders extremely seriously. ESG is at the core of everything we do. Our “Right to Mobility” strategy, which is detailed in the report, is focused on addressing safety, accessibility, societal and environmental challenges with differentiated mobility solutions. It also highlights our commitment to helping underserved populations achieve greater social and economic equity by allowing them to go where they want to go, when they want to go in a sustainable matter. We encourage you to read a copy of the report, which is available at www.Swvl.com.

Overall, we are very pleased with the tremendous progress that we have made in such a short period of time. Our strong third quarter results clearly demonstrate strong momentum in our business, and we are confident that our transition to a public company will only accelerate our growth trajectory as we continue to disrupt mass transit on a global scale.

Additional Information and Where to Find It

This communication relates to a proposed transaction among Swvl, Pivotal Holdings Corp, a wholly owned subsidiary of Swvl, (“Holdings”) and Queen’s Gambit. This communication does not constitute an offer to sell or exchange, or the solicitation of an offer to buy or exchange, any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, sale or exchange would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. In connection with the proposed transaction, Holdings filed a registration statement on Form F-4 (File No. 333-259800) (as amended, the “Registration Statement”) with the U.S. Securities and Exchange Commission (the “SEC”), which includes a joint proxy statement/prospectus. Queen’s Gambit and Holdings also will file other documents regarding the proposed transaction with the SEC. Before making any voting decision, investors and security holders of Queen’s Gambit are urged to read the Registration Statement, the proxy statement/prospectus and all other relevant documents filed or that will be filed with the SEC in connection with the proposed transaction as they become available because they will contain important information about the proposed transaction.

INVESTORS AND SECURITY HOLDERS ARE ADVISED TO READ THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS, ALL AMENDMENTS THERETO, AND ANY OTHER RELEVANT DOCUMENTS FILED WITH THE SEC CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN IMPORTANT INFORMATION ABOUT THE BUSINESS COMBINATION AND THE PARTIES TO THE BUSINESS COMBINATION. Investors and security holders can able to obtain copies of these documents and other documents filed with the SEC free of charge at www.sec.gov. The definitive proxy statement/final prospectus (if and when available) will be mailed to shareholders of Queen’s Gambit as of a record date to be established for voting on the business combination. Shareholders of Queen’s Gambit will also be able to obtain copies of the proxy statement/prospectus without charge, once available, at the SEC’s website at www.sec.gov, or by directing a request to: Queen’s Gambit Growth Capital, 55 Hudson Yards, 44th Floor, New York, New York, 10001.


LOGO

 

Participants in the Solicitation

Queen’s Gambit, Swvl and Holdings and their respective directors and executive officers may be deemed to be participants in the solicitation of proxies from Queen’s Gambit’s shareholders in connection with the proposed transaction. Investors and security holders may obtain more detailed information regarding the names and interests in the business combination of the directors and officers of Holdings, Swvl and Queen’s Gambit in the Registration Statement. Information about Queen’s Gambit’s directors and executive officers is also available in Queen’s Gambit’s Annual Form 10-K for the fiscal year ended December 31, 2020 and other relevant materials filed with the SEC. You may obtain a free copy of these documents as described in the preceding paragraph.

Forward-Looking Statements

Certain statements made herein are not historical facts but are forward-looking statements. Forward-looking statements generally are accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements include, but are not limited to, statements regarding future events, the proposed business combination among Swvl, Holdings and Queen’s Gambit, the estimated or anticipated future results and benefits of the combined company following the business combination, including the likelihood and ability of the parties to successfully consummate the business combination, future opportunities for the combined company and other statements that are not historical facts.

These statements are based on the current expectations of Swvl and/or Queen’s Gambit’s management and are not predictions of actual performance. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as, and must not be relied on, by any investor as a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from assumptions. Many actual events and circumstances are beyond the control of Swvl and Queen’s Gambit. These statements are subject to a number of risks and uncertainties regarding Swvl’s business and the business combination, and actual results may differ materially. These risks and uncertainties include, but are not limited to: general economic, political and business conditions, including but not limited to the economic and operational disruptions and other effects of the COVID-19 pandemic; the inability of the parties to consummate the business combination or the occurrence of any event, change or other circumstances that could give rise to the termination of the business combination agreement; the number of redemption requests made by Queen’s Gambit’s shareholders in connection with the business combination; the outcome of any legal proceedings that may be instituted against the parties following the announcement of the business combination; the risk that the approval of the shareholders of Swvl or Queen’s Gambit for the potential transaction is not obtained; failure to realize the anticipated benefits of the business combination, including as a result of a delay in consummating the potential transaction or additional information that may later arise in connection with preparation of the Registration Statement and proxy materials, or after the consummation of the business combination as a result


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of the limited time Queen’s Gambit had to conduct due diligence; the risk that the business combination disrupts current plans and operations as a result of the announcement and consummation of the business combination; the ability of the combined company to execute its growth strategy, manage growth profitably and retain its key employees; competition with other companies in the mobility industry; Swvl’s limited operating history and lack of experience as a public company; the lack of, or recent implementation of, certain policies and procedures to ensure compliance with applicable laws and regulations, including with respect to anti-bribery, anti-corruption, and cyber protection; the risk that Swvl is not able to execute its growth plan, which depends on rapid, international expansion; the risk that Swvl is unable to attract and retain consumers and qualified drivers and other high quality personnel; the risk that Swvl is unable to protect and enforce its intellectual property rights; the risk that Swvl is unable to determine rider demand to develop new offerings on its platform; the difficulty of obtaining required registrations, licenses, permits or approvals in jurisdictions in which Swvl currently operates or may in the future operate; the fact that Swvl currently operates in and intends to expand into jurisdictions that are, or have been, characterized by political instability, may have inadequate or limited regulatory and legal frameworks and may have limited, if any, treaties or other arrangements in place to protect foreign investment or involvement; the risk that Swvl’s drivers could be classified as employees, workers or quasi-employees in the jurisdictions they operate; the fact that Swvl has operations in countries known to experience high levels of corruption and is subject to territorial anti-corruption laws in these jurisdictions; the ability of Holdings to obtain or maintain the listing of its securities on a U.S. national securities exchange following the business combination; costs related to the business combination; Swvl’s pending acquisition of a controlling interest in Shotl may not be completed as anticipated, or if completed, may not be beneficial to Swvl as a result of the cost of integrating geographically disparate operations and the diversion of management’s attention from its existing business, among other things; and other risks that will be detailed from time to time in filings with the SEC. The foregoing list of risk factors is not exhaustive. There may be additional risks that Swvl presently does not know or that Swvl currently believes are immaterial that could also cause actual results to differ from those contained in forward-looking statements. In addition, forward-looking statements provide Swvl’s expectations, plans or forecasts of future events and views as of the date of this communication. Swvl anticipates that subsequent events and developments will cause Swvl’s assessments and projections to change. However, while Swvl may elect to update these forward-looking statements in the future, Swvl specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing Swvl’s assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.

No Offer or Solicitation

This communication is for informational purposes only and is not a “solicitation” as defined in Section 14 of the Securities Exchange Act of 1934, as amended. This communication is neither an offer to purchase, nor a solicitation of an offer to sell, subscribe for or buy any securities or the solicitation of any vote in any jurisdiction pursuant to the business combination or otherwise, nor shall there be any sale, issuance or transfer of securities in any jurisdiction in contravention of applicable law. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended.

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