Anyone can sell you a scooter. Not everyone can support one.

VoroMotors started as a multi-brand scooter shop in Singapore, selling on the Carousell marketplace. No fancy storefront - just a relentless focus on getting it right for every single buyer.

It worked. In our first year alone, the reviews poured in - almost into the thousands. That early trust, earned one rider at a time, became the foundation for everything that followed.

We relocated to a bigger space and expanded the lineup well beyond scooters - into helmets and accessories - so riders could kit out their whole setup with people who actually knew the gear.

This was our breakout year. We launched our own brand, EMOVE, and opened the largest, sleekest electric scooter showroom in the country. We launched voromotors.com to sell direct to riders, and shipped our first three containers of scooters across the world to Los Angeles.

Then, almost overnight, the Singapore government banned personal electric vehicles nationwide. Every single business in the industry was shut down. Across the trade, employees were retrenched.

We refused to let that be the end. To keep our people working - and to serve the American riders already demanding our long-range EMOVE Cruiser, built for adults - we shipped our containers to Los Angeles and started again. Slowly, the market there began to gain steam.

We'd just moved the whole operation from Singapore to LA and hired our first 10-person team in downtown Los Angeles - and then COVID hit. We faced a real possibility of having to let everyone go.

We didn't. We moved most of the team to work-from-home, while Melvin and one teammate rotated through the office so shipping never stopped - by then we were already sending out close to 100 boxes a day. We had no idea if the business would survive. So we buried our heads, adapted to the nationwide lockdowns, and kept serving customers the best we could.

Around May 2020, word spread that electric scooters were a legitimate way to get around in COVID. Nurses and doctors began calling us daily - public transport was shut and, per the CDC, even gas stations carried too much exposure risk - so we launched our first Healthcare & First Responder program to help them. Demand took off again in June.

Through all of that uncertainty, we kept paying our employees. It was a bet on ourselves and on trusting the process - and it paid off. By year's end we had the best long-range electric scooter on the market, and the EMOVE Touring (48V 13Ah) was recognized as the best-value scooter you could buy: a powerful motor, a long deck for almost any rider's feet, and plush suspension. We also moved to 7-days-a-week operations with 24/7 website live chat, and fitted the first car-grade tubeless tires on the EMOVE Cruiser.

This year got even crazier. We didn't carry a dual-motor scooter yet - but customers were DMing and messaging us nonstop, practically begging us to bring one in, because they'd rather buy from Voro than anyone else. So we took on Kaabo for the first time, turned the Mantis's swing arms gold, and coined it the Mantis Pro SE (Special Edition). By the time you're reading this, gold scooters and 'SE' naming are everywhere - that started here.

Later that year we made a much bigger bet: we asked Kaabo to push the Wolf Warrior to 72V, 1500W per motor, with gold forks. Nobody sold a gold scooter then; Kaabo's staff and their boss pushed back hard and didn't want the risk. But we talk to our riders every day, and we knew what they wanted - so Melvin told them to trust his gut and do it. We launched the legendary Wolf King, and the rest is history.

We also opened our iconic VoroMotors store in Brooklyn's Industry City - our first full-fledged store in New York City - and launched a whole new category, the EMOVE Roadrunner.

This year was rough. Our team blew up - from 20 people to 150 - to manage all the new stores. Our warehouse went from 7,000 to 25,000 sq ft. Our parts catalog grew to 8,000 SKUs. Far more systems, far more to manage.

And through it all, every customer still needed to feel like they had a personal dealer - not a corporate machine that never picks up the phone or gives you the runaround. Our internal systems are genuinely robust, but we had real growing pains, and we took some honest blowback on service while new teammates learned just how deeply we go to bat for every single rider. That took longer than the leadership team expected. We also brought on Dualtron, a long-time scooter designer, this year.

We started the year strong, opening a new factory and a full VoroMotors Hawaii location - partly because so many riders kept asking us to come, and partly to cut shipping costs for our customers.

This was also the year we discovered eRidePro in its early days, before their first container even arrived. We became one of their first partners and stepped into the electric dirt bike world - and launched the EMOVE Roadrunner Pro.

Behind the scenes, this was our hardest year - tariffs on electric rides kept flip-flopping, and we did the unglamorous work (including standing up a serious legal team) to keep your orders moving through the chaos.

But the change that lasts is for you: we raised the bar on the brands we carry. We rewrote our factory contracts to lock in exactly which parts get stocked and prepared, and we walked away from partners who couldn't meet that standard - because every scooter you buy from us has to be one we can support for years, not just sell. We also launched the Altis Sigma with Altis.

This year was insane. We expanded our e-moto category and launched the Hooga Daytona - the first-ever dual-sport all-terrain machine - and teased a sneak peek of the Hooga bike. We also launched the next generation of our own line: the EMOVE Cruiser V2 and the EMOVE Roadrunner V3.

We began promoting the Surron Ultra Bee and launched the Altis Delta and the EMOVE Roadrunner Pro V2 - plus the all-new YVolt, pushing further into high-performance electric riding.