The software just makes them smarter without asking anyone to change their relationships.
En las operaciones mineras del norte de Chile, donde miles de trabajadores se desplazan diariamente por caminos remotos y conectividad precaria, una startup llamada AllRide ha encontrado que la eficiencia no siempre exige destruir lo que ya existe. Fundada por Bernardo Bacigalupo, la empresa actúa como una capa de inteligencia sobre flotas y servicios de taxi ya contratados, coordinando sin desplazar, y los resultados —un 25% más de ocupación en buses y más de un 20% de reducción en gastos de taxi— sugieren que a veces la transformación más profunda es la que nadie nota.
- Las operaciones mineras en Chile movían miles de trabajadores con buses al 40-50% de capacidad y sin visibilidad en tiempo real, un problema costoso que todos toleraban porque parecía estructural.
- AllRide irrumpió no como reemplazante de los transportistas existentes, sino como coordinador inteligente, fusionando solicitudes similares en viajes compartidos e integrándose con sistemas de nómina sin alterar contratos vigentes.
- Los números concretos —25 puntos de aumento en ocupación y más del 20% de reducción en taxis corporativos— le dan a AllRide el lenguaje que los CFOs exigen antes de firmar cualquier contrato.
- La startup se prepara para Exponor 2026, la mayor feria minera del norte de Chile, apostando por canales físicos donde los compradores son directores de operaciones con presupuesto asignado, no inversores.
- Con el mercado global de automatización minera proyectado en 8.410 millones de dólares para 2026 y Chile liderando la inversión en IA sectorial, AllRide llega en el momento exacto en que el software dejó de ser opcional en la industria.
En el norte de Chile, donde miles de mineros se desplazan cada día hacia faenas remotas por caminos sin pavimentar y con conectividad intermitente, AllRide resolvió en silencio un problema que parecía estructural: cómo mover personas con eficiencia sin desmantelar la red de contratos y proveedores de transporte que las empresas llevan años construyendo.
Fundada por Bernardo Bacigalupo —egresado de la Universidad de Chile, junto a su cofundador Pablo Alvéstegui— la startup no reemplaza a los transportistas. Los coordina. Su plataforma se instala como una capa de software sobre las flotas y servicios de taxi existentes, fusiona solicitudes similares en viajes compartidos, se integra con sistemas de nómina y entrega visibilidad completa sobre movimientos y alertas. Los proveedores siguen haciendo lo que siempre hicieron. El software simplemente los hace más inteligentes.
Esa decisión de no generar fricción operativa es, en sí misma, una estrategia de ventas. Cuando una solución exige despedir proveedores, renegociar contratos y reentrenar equipos, el ciclo de adopción se extiende meses. AllRide evitó esa trampa. Y los resultados son medibles: 25 puntos porcentuales de aumento en ocupación de buses y más del 20% de reducción en gasto de taxis corporativos en operaciones reales, no en proyecciones.
El recorrido de la empresa también ilustra un patrón latinoamericano reconocible: AllRide nació como plataforma de ride-sharing para consumidores —la primera de su tipo en Chile— antes de pivotar hacia el segmento empresarial, donde la retención es mayor y las referencias abren puertas dentro del mismo sector. La minería fue el destino natural: una industria con presupuestos asignados, problemas de coordinación crónicos y creciente apetito por tecnología.
Con presencia confirmada en Exponor 2026 —la mayor feria minera del norte chileno, del 8 al 11 de junio— AllRide apuesta por los canales donde los compradores son directores de operaciones con poder de decisión, no audiencias genéricas de tecnología. En un mercado de automatización minera que se proyecta en 8.410 millones de dólares globales para 2026, la pregunta que deja AllRide para otros fundadores es directa: ¿qué otra industria tradicional en tu país tiene el mismo problema de coordinación que la minería tenía con el transporte de personal?
In the remote mining operations of northern Chile, where thousands of workers move daily to distant work sites over unpaved roads and through spotty connectivity, a startup called AllRide has quietly solved a problem that looked unsolvable: how to move people efficiently without tearing apart the existing web of transport contracts and providers.
AllRide, founded by Bernardo Bacigalupo, reports numbers that most B2B founders would frame in a press release and never stop talking about. Bus occupancy has risen 25 percentage points. Corporate taxi spending has dropped more than 20 percent. These are not projections or models. They are measurements from actual mining operations running the platform right now.
The insight that makes this work is almost boring in its simplicity: AllRide does not replace the transporters. It coordinates them. The company built a software layer that sits on top of existing fleets and taxi services, fusing similar requests into shared rides, integrating with payroll systems, and delivering complete visibility into who is where and when. The miners keep their contracts with the same providers. The providers keep doing what they have always done. The software just makes them smarter.
This matters because enterprise software adoption is not really about price. It is about friction. When you walk into a mining company and tell them your solution requires them to fire their transport vendors, renegotiate contracts, and retrain entire teams, you have just added six months to your sales cycle. AllRide avoided that trap entirely. The company identified a structural problem—buses running at 40 to 50 percent capacity, routes that never optimized in real time, zero visibility into delays or incidents, no automated alerts when something goes wrong—and built a tool that fixes all of it without asking anyone to change their fundamental business relationships.
The market timing is not accidental. Global mining automation is projected to reach $8.41 billion by 2026, with software as the fastest-growing segment. In Chile specifically, the software market will hit $3.091 billion this year with annual growth of 12.6 percent. More than half of Chilean companies now allocate budget to artificial intelligence, and mining leads that investment. The global AI market in mining alone will reach $3.2 billion in 2026. Technology is no longer optional in this sector.
Bacigalupo came to this problem with experience. AllRide began as a consumer ride-sharing platform, the first of its kind in Chile, promising users up to 60 percent savings on transportation costs. The pivot from B2C to B2B enterprise is a pattern visible across Latin American startups: the consumer market is flashier, but enterprise offers longer customer lifespans, lower churn once implemented, and references that open doors in the same vertical. Bacigalupo, a University of Chile graduate, runs the company with Pablo Alvéstegui, also from the same institution. The pattern repeats: technically trained founders from Chile identifying problems in traditional industries—mining, agriculture, fishing—and applying software layers to solve them.
AllRide will appear at Exponor 2026, the largest mining trade fair in northern Chile, running June 8 to 11. This is a strategic choice worth noting. The audience at Exponor is not other founders or venture capitalists. It is operations directors, logistics managers, and decision-makers with allocated budgets. The quality of leads is radically different from generic tech conferences. AllRide has already presented at Expomin, establishing a pattern of presence at the two critical mining events in Chile. For vertical SaaS founders, this dual-channel physical distribution strategy is worth studying.
The concrete metrics AllRide uses to sell—25 points of occupancy gain, 20 percent taxi reduction, 40 percent savings on merged trips—point to a larger lesson. Enterprise buyers do not want optimization stories. They want numbers a CFO can put in a spreadsheet. They want ROI they can calculate before signing. AllRide learned to speak that language. As mining automation accelerates and the Chilean tech ecosystem matures, the question for other founders becomes clear: what other traditional industry in your country has the same coordination problem that mining had with personnel transport? The answer might be your next vertical SaaS.
Notable Quotes
AllRide does not replace the transporters. It coordinates them.— Narrative analysis of company strategy
Enterprise software adoption is not really about price. It is about friction.— Narrative analysis of market dynamics
The Hearth Conversation Another angle on the story
Why does the integration approach work so much better than trying to build a replacement system?
Because you are not asking anyone to change their fundamental relationships. The mining company keeps its contracts. The transporters keep their routes. You are just making the existing system visible and intelligent. That removes the biggest barrier to enterprise adoption—operational disruption.
But doesn't that limit how much you can optimize? If you are constrained by existing infrastructure, aren't you leaving money on the table?
You might optimize 5 percent less in theory, but you close the deal 10 times faster. And once you are in the system, you have data. You have leverage. You can propose deeper changes from a position of trust instead of trying to sell them on faith.
The offline capability seems oddly specific. Why is that so critical for mining?
Connectivity in remote mining operations is intermittent at best. If your software assumes permanent internet, you are building for cities, not for the actual problem. Offline-first architecture is not a feature in this market—it is a requirement. It is the difference between a tool that works and a tool that fails when it matters most.
How much of AllRide's success is about the founder's previous experience with ride-sharing?
It gave him the language of the problem. He had already built a consumer platform around transportation coordination. The pivot to enterprise was not starting from zero—it was recognizing that the same coordination problem existed in a different context, with different buyers, and much higher willingness to pay.
The numbers—25 points occupancy, 20 percent cost reduction—how confident should we be in those?
They are from active mining operations, not pilots or projections. That is the only claim that matters. A CFO can verify them. That is why they work as a sales tool. Enterprise buyers trust what they can measure.
What does this tell us about where the next vertical SaaS opportunities are in Latin America?
Look for industries with complex coordination problems, existing infrastructure that is inefficient but entrenched, and buyers with real budgets. Mining had all three. Agriculture has them. Logistics has them. Healthcare has them. The pattern is: find the coordination problem, build the intelligence layer, measure the savings, and let the numbers do the selling.