The Genesis of Dataffluent
In early 2024, Jamaican technologist Raquel Seville founded Dataffluent Limited to address a critical void: Caribbean markets lacked reliable, structured financial data. The startup’s mission is audacious yet essential—to “democratise data for underserved markets,” empowering investors, analysts, and companies to navigate with clarity in regions traditionally seen as opaque .

Within months, Dataffluent built an MVP focused on the top 40 companies listed on the Jamaica Stock Exchange; by fall 2024, it had secured entry into the Techstars Atlanta/New Orleans accelerator, accompanied by US $120,000 in funding from J.P. Morgan partnerships .

What the Platform Offers
Dataffluent’s platform is a three‑step powerhouse:

1. Ingest & Normalise
Consolidating structured and unstructured data—from filings, reports, and press coverage—then standardising variables to facilitate accurate comparisons and analysis .

2. Interactive Dashboards
Merging fundamental analysis, technical indicators, sentiment metrics, and peer benchmarking into intuitive, visually-rich dashboards—cutting research time by up to 95% .

3. AI-Powered Insights & Forecasts
Delivering machine learning–driven models and predictive analytics tailored to individual risk tolerances and portfolio objectives .

This combination equips users with personalized, actionable guidance on regional equities—an offering rare in emerging markets .

Growth Through Validation & Recognition
Dataffluent didn’t just emerge; it validated its value quickly. In early 2025, the startup clinched third place at the Fintech Islands FiX2025 pitch competition in Barbados, earning US$2,500 and praise for unlocking high-potential Caribbean opportunities

Beyond accolades, inclusion in the Techstars Program positioned Dataffluent within a global network of mentors, investors, and co-founders, amplifying its resources and reach

In Her Own Words: Bold Ambition
On ICT Pulse Podcast (Episode ICTP‑338), Seville elaborated:

“Data‑driven market intelligence is still underdeveloped in the Caribbean… being able to provide clients with accurate, real‑time data… is essential in driving the region’s economic growth and increasing its economic resilience and independence.”

Her remarks underscore a philosophy rooted in regional transformation: data infrastructure isn’t just a tech challenge—it’s a pathway to autonomy and prosperity for Caribbean economies.

Women in Tech & Leadership
Prior to Dataffluent, Seville helmed BI Brainz’s Caribbean arm, training over 10,000 professionals and authoring a technical guide on SAP OpenUI5

But her influence goes beyond curricula; as a vocal advocate for women in tech, she regularly shares candid narratives of resilience—outlining the often-unseen trade-offs of balancing career, health, and family .

Strategy: Bridging Gaps & Scaling Horizons
Seville’s strategy centers on two complementary fronts:

Close the Confidence Gap: By arming investors with robust data and smart analysis, the company seeks to elevate investor participation—currently hovering at about 10% in Jamaica, versus over 60% in developed markets .

Expand Geographically: In 2–3 years, Dataffluent aims to replicate its model across regional exchanges (Trinidad & Tobago, Barbados, Eastern Caribbean), addressing a universal data deficit in emerging economies .

Why It Matters
For Investors: The platform provides tools once reserved for global markets—enabling Caribbean investors to conduct rigorous, data-driven analysis locally.

For SMEs & Governments: Actionable market data means smarter capital allocation and stronger economic planning.

For Caribbean Economies: A measurable boost in GDP growth is possible as data transparency fosters investment, innovation, and competitiveness .

Look Ahead
As Seville and her team evolve Dataffluent from beta to commercial product, the vision is clear: establish the firm as the region’s trusted financial intelligence engine. With continued Techstars support, regional pilots, and incoming pilot customers, 2025 looks to be the year Dataffluent moves from promise to prominent plotter of Caribbean capital flows.

Final Take
Raquel Seville is more than a data entrepreneur—she’s a catalyst for transformational growth. With Dataffluent, she’s not just building a tech company; she’s architecting a new era of transparency, participation, and economic resilience in markets long side-lined by data scarcity. It’s a story of ambition, precision, and regional uplift—and Fortune readers should take note.

• Mr. Tyrone Wilson, who currently serves as Chairman, President & CEO of Kintyre Holdings (JA) Limited, and Chairman of Visual Vibe, has formally assumed the additional role of Chief Executive Officer of Visual Vibe, a wholly owned subsidiary of the Company. 
• Ms. Jasmin Aslan has been appointed as Chief Business Officer (CBO) of Kintyre Holdings (JA) Limited, effective July 1, 2025.
• Mr. Andrew Wildish has resigned from his role as Chief Investment Officer of Kintyre Holdings (JA) Limited, effective June 30, 2025. The Company’s investment strategy will now be assumed by Chairman, President & CEO Tyrone Wilson, and will be supported by the Investment Committee of the Board, chaired by Mr. Nick Rowles-Davies.

When Mr. Tyrone Wilson, Chairman, President, and CEO of Kintyre Holdings (JA) Limited, stepped into the additional role of Chief Executive Officer at Visual Vibe—alongside his existing portfolio—industry observers took note. His move, following the resignation of Chief Investment Officer Andrew Wildish, now consolidates strategic, operational, and governance control under one leader across the two connected companies.

While some argue that this concentration of power streamlines decision-making, particularly in smaller or fast-moving firms, global governance standards paint a starkly different picture.

From the UK’s Cadbury Code to the OECD and US Dodd-Frank regulations, best practice guidelines consistently recommend separating the roles of Board Chair and CEO. The rationale is simple: independent oversight safeguards shareholders by ensuring that strategic decisions, executive compensation, and performance evaluations are objectively scrutinized. Harvard Law’s corporate governance research found that dual-role companies often pay more to their top executives and face elevated ESG and accounting risks, with lower long-term returns to shareholders.

In Mr. Wilson’s case, the risks are amplified by his assumption of the departed CIO’s investment strategy responsibilities. While an Investment Committee chaired by Mr. Nick Rowles-Davies will provide support, the absence of a dedicated CIO raises questions about execution bandwidth, focus, and strategic continuity.

His move, following the resignation of Chief Investment Officer Andrew Wildish, now consolidates strategic, operational, and governance control under one leader across the two connected companies.

Recent global examples demonstrate the potential fallout:

At Boeing, CEO Dennis Muilenburg’s dual role contributed to oversight failures during the 737 MAX crisis.

Starbucks faced shareholder pressure to separate Chair and CEO roles held by Kevin Johnson and later Laxman Narasimhan.

At Volkswagen, Oliver Blume’s simultaneous leadership of VW Group and Porsche raised warnings of strategic drift and governance conflict.

For shareholders, these scenarios underline a core truth: Checks and balances matter. Without an independent Chair to challenge decisions, or a standalone CEO focused solely on operational delivery, companies risk poor accountability, strategic blind spots, and diminished investor confidence.

Furthermore, frequent senior departures, as seen with Wildish’s exit, create instability, potentially eroding morale, institutional knowledge, and external credibility. For companies like Kintyre and Visual Vibe, operating in competitive markets requiring agile yet well-governed leadership, the tension between efficiency and accountability has never been more stark.

The path forward? Independent governance experts recommend immediate board-level evaluation of leadership structures to ensure robust oversight. Introducing a non-executive Chair, appointing dedicated executives for strategic verticals, and strengthening board committees are proven routes to balancing entrepreneurial dynamism with fiduciary responsibility.

At the heart of it all lies a question shareholders must ask: When one person wears too many hats, who holds them accountable?

Foot Notes

Governance Best Practices: CEO & Chair Separation

Independence & Oversight
– Combining CEO and Chair roles concentrates power in one person, weakening board oversight and independent challenge
– Governance codes worldwide (UK Cadbury, OECD, Dodd-Frank, etc.) recommend separate roles to avoid conflicts of interest and boost board independence

Costs & Performance
– Studies show companies with dual roles tend to pay more to the leader, exhibit higher ESG and accounting risks, and often deliver lower long‑term returns

Efficiency vs. Accountability
– Proponents argue unified leadership can streamline decision-making, especially in small, fast-moving or crisis settings
– Critics note that efficiency gains are outweighed by weakened accountability, less board challenge, and riskier executive decisions

Risks of Tyrone Wilson Holding Multiple Executive Roles

1. Conflict of Interest & Oversight Blind Spots
As CEO, President, and Board Chair of Kintyre, plus CEO of Visual Vibe, Mr. Wilson controls operational, strategic, and governance levers. This vertical integration drastically reduces independent oversight.

As BoardEvals points out, the Chair should be able to “challenge the CEO’s performance”—impossible when they’re the same person

2. Governance and Shareholder Accountability
– The Board’s duties include setting senior pay and evaluating leadership. With a unified Chair/CEO, Mr. Wilson effectively oversees his own compensation and reviews—undermining fiduciary trust
– Transparency risks arise if disclosures and rationale for dual roles aren’t clearly communicated to shareholders, as required under Dodd‑Frank §972 .

3. Execution Risk & Burnout
Fulfilling multiple demanding roles reduces bandwidth and focus. There’s evidence dual roles can dilute effectiveness and increase error risk .

4. Investor Confidence & Market Perception
– Majority of global investors favor role separation. Even large US firms are moving in that direction (44% of S&P 500 now combined vs. 57% a decade ago)

– Cases like VW (Blume), Starbucks (Niccol), Boeing (Muilenburg) show shareholders raising flags when executives take on both roles

Executive Departures & Instability
Andrew Wildish’s departure as CIO on June 30, replaced by Mr. Wilson & an Investment Committee, indicates a consolidation of high-level roles. Multiple senior exits can signal:

Leadership instability, undermining investor confidence and organizational clarity.

Strategic drift, especially in areas requiring specialized expertise.

Increased “agency” and “entrenchment” risk – where board oversight may be compromised by concentrated executive power .

Shareholder Considerations
Investors should be concerned when:

Checks and balances are diminished
With one executive occupying so many strategic and governance roles, board objectivity may be compromised.

Succession and crisis management are jeopardized
Who leads if Mr. Wilson is unavailable? What happens if rapid decisions are needed? Lack of emergency backup risks business continuity.

Specialized oversight is reduced
Investment strategy, compliance, audit—all risk oversight gaps when not handled by dedicated, independent executives.

External advisors step in
If retained, external governors may mitigate some risks—but at added cost and complexity.

Introducing a Local Super App Alternative
InterMetroONE— a SuperApp under RedPlate Group Limited—offers air travel transfers, coach rides (like the upcoming JUTA Express), taxis, parcel courier service, groceries, and more, all in a single platform. In parallel, Walkbout.com is launching guided local experiences and cultural tours, tailored to small hotels and boutique hosts—positioning itself as a geolocal, authentic alternative to Airbnb Experiences .

Together, these two Jamaican startups hope to form the first fully integrated, locally led travel superapp—a provider-owned ecosystem unifying ground transport, tours, and boutique lodging—on Jamaican soil.

Why This Local Startup Could Succeed

1. Homegrown & Compliant
InterMetroONE already partners with national operators—notably JUTA Express launching in 2025—maintaining regulatory standards and local trust .

2. Multi-Service “One-Stop” Solution
Unlike global platforms, this app includes:
• Scheduled luxury bus and coach routes, with real-time tracking and no overcrowding
• Airport-to-hotel transfers, group charters, and executive vehicles
• Courier, grocery delivery, and soon,
• Walkbout local experiences—where travelers can engage local guides for deep-dive tours

3. Strengthening Small Operators
By aggregating bookings, logistics, and marketing, InterMetroONE can enable boutique hotel owners and taxi drivers to collaborate—without a Silicon Valley middleman. This could reduce leakage of commission and retain economic value in Jamaica.

Voices from the Ground

“Buses that run on time and aren’t overcrowded? That’ll be a game changer,” says a Montego Bay commuter, reflecting public frustration with unreliable transit

“We tried privatizing… coaster buses… commuting… nightmare. Regulation is the key.”

These voices underscore critical demand for reliable, regulated, privately managed transport systems like InterMetroONE.

Winning Together: A Roadmap for Collaboration

To make InterMetroONE–Walkbout successful for all stakeholders, local operators should:

1. Adopt Platform Tools
o Taxi associations, guesthouses, and tour guides should integrate into the app to capitalize on airport transfers, bus scheduling, and tours.

2. Bundle Services
o Boutique hotels can offer “Stay + Transport + Tour” packages using Walkbout experiences and InterMetro transfers as a single SKU.

3. Win Trust via Quality & Compliance
o Upfront certification, training, and standardized pricing under one local brand will build trust and consistency—unlike fragmented global platforms.

4. Promote Data-sharing & Feedback
o Operators can co-develop service improvements via shared metrics—e.g. tourist route demand, seasonal peaks—benefiting all.

5. Leverage Community Networks
o Word-of-mouth remains powerful. InterMetroONE can host info sessions in parishes to onboard small providers and build local ambassador networks.

Policy Must-Haves: Enabling the Local Answer
To support this model, five critical government measures are recommended:
1. Digitization Grants – Provide micro-grants or loans for small operators to access certification, insurance, app training.
2. Regulatory Parity – Ensure InterMetroONE offers drivers and guides the same professional license standards as JUTA—a level playing field.
3. Revenue Reinvestment – Structure tourism taxes or fees to match platform growth, ensuring earnings stay within local economies.
4. SME Networks – The Ministry of Tourism should facilitate full operator onboarding into the platform—including training programs, public trust campaigns.
5. Monitor Economic Leakage – Commission an independent impact study on how much tourist spend stays local versus platform-bound.

Vision: A Jamaican Model for the Caribbean
If successful, InterMetroONE and Walkbout can be more than a Jamaican solution—they could become a regional standard, adaptable to other Caribbean islands seeking locally anchored digital economies.

Call to Action: How Your Business Can Join the Journey
• Small hotels: Propose pilot transport + experience packages this summer.
• Taxi & bus operators: Partner with InterMetroONE as certified drivers or fleet providers.
• Tour guides: Join Walkbout.com to bring unique, heritage-led experiences.
• Policy-makers: Prioritize digital tourism frameworks and SME support.

Businessuite Online Summary
• A Jamaican-led, regulated, fully integrated travel app could beat global disruptors by staying local, compliant, and collaborative.
• Now is the time for SMEs, associations, and government to align—ensuring that if Uber and Airbnb ever arrive together, Jamaica’s own ecosystem remains vibrant and in control.

“This Could Either Integrate Us Into A Global Ecosystem Or Render Us Obsolete Overnight.”

That’s how Senior Tourism Executive, describes the possibility of an Uber–Airbnb strategic partnership, which would see the world’s two largest sharing economy disruptors combine their offerings into a seamless, app-based travel experience.

The Global Vision, Local Disruption
Uber Technologies, Inc. is the world’s largest ride-hailing platform, operating in over 70 countries and 15,000 cities.
Airbnb, Inc. is the dominant online marketplace for homestays and experiences, with more than 150 million users globally.
In Jamaica, Uber’s entry has challenged traditional taxi associations such as JUTA, Maxi Tours, and JCAL, while Airbnb has democratized hospitality, enabling homeowners to become hoteliers almost overnight.

What Would This Partnership Look Like?
• Integrated Bookings: Guests booking an Airbnb in Montego Bay could automatically arrange an Uber pickup from Sangster International Airport.
• Bundled Experiences: Uber could launch curated island tours in partnership with Airbnb hosts.
• Data Sharing: The companies could integrate user preferences to personalize accommodation and mobility recommendations.

Potential Risks for Local Operators

Transportation Sector:
“Uber already undercuts our rates. If they join with Airbnb, we could lose airport transfers and local tours, our bread and butter,” warns Michael Morgan.
Without rapid digitization, traditional operators risk losing market share to app-based models offering transparency, safety tracking, and instant booking.

Hospitality Sector:
While many small Airbnb hosts would benefit from integrated guest mobility, large resorts fear losing exclusive transportation revenues.
“We spend millions annually on guest logistics – this will force us to rethink that model,” says a senior operations manager at a leading all-inclusive resort group.

Policy Recommendations for Government Action
Businessuite spoke with industry stakeholders, yielding five critical policy recommendations:

1. Level Licensing Requirements:
Ensure Uber drivers meet similar safety, insurance, and professional standards as licensed JUTA and Maxi Tours operators.

2. Create a Digital Tourism Regulation Framework:
Establish clear guidelines for platforms like Airbnb to protect guests and ensure tax compliance without stifling micro-entrepreneurship.

3. Incentivize Local Digital Transformation:
Provide low-interest financing or technical grants to traditional operators for app development, fleet management systems, and customer experience upgrades.

4. Negotiate Platform Partnerships with Local Associations:
The Ministry of Tourism and Transport Authority should broker agreements ensuring local tour and transport operators are included in platform offerings.

5. Assess Economic Leakages:
Study the net foreign exchange impact of platform commissions exiting Jamaica, balancing digital convenience with national economic interests.

Business Models Are Evolving

Traditional Taxi Associations:
Exploring white-label app solutions to modernize dispatch and payments.

Airbnb Hosts:
Excited at the prospect of seamless transportation offerings, increasing guest satisfaction and repeat bookings.

Hotels & Resorts:
Likely to resist integration to protect in-house transport revenues, while quietly exploring their own mobility partnerships.

Businessuite Final Take

“When global giants like Uber and Airbnb combine forces, there are both opportunities and threats. Jamaica must act swiftly to protect local entrepreneurs while embracing digital innovation to remain competitive.”

The future of Jamaican tourism lies in its ability to integrate into global digital ecosystems without sacrificing local livelihoods. The time for public–private dialogue is now.
By Businessuite Contributor

 Uber & Airbnb Business Models

Uber
• Democratizes taxi services by removing medallions and enabling app-based ride hailing, surge pricing, and real-time tracking
• In Jamaica—particularly Kingston and Montego Bay—Uber operates alongside traditional taxis. While available, its adoption faces resistance from established associations like JUTA and Maxi Tours

Airbnb
• Transformed lodging from hotels to unique, community-based stays, leveraging platform scale, ratings, and dynamic pricing .
• In Jamaica, it fuels opportunities for locals to monetize spare rooms or guesthouses, while raising concerns over inconsistent quality, safety, and pricing

Rationale for an Uber–Airbnb Strategic Alliance

1. Seamless Integrated Travel Package
• Users booking accommodation via Airbnb could seamlessly arrange Uber airport pickups, or access local tours via Uber’s network.
• Mirrors past partnerships (e.g., Uber–Hilton “Local Scene”) to link mobility and lodging

2. Enhanced Network Effects
• Uber expands reach into more regions when integrated with Airbnb’s guest base; Airbnb gains appeal through complementary mobility options .

3. Data & Recommendations
• Shared insights on guest habits and mobility needs can optimize dynamic pricing, itinerary suggestions, and cross-selling of experiences

4. Diversification of Services
• Development of bundled offerings—e.g., “stay + rides + experiences”—increases engagement and mitigates reliance on single revenue streams .

Impacts on Jamaican Transportation & Hospitality

Transportation Sector
• Traditional operators (JUTA, Maxi Tours, JCAL) may lose diversified tourist traffic to Uber unless they evolve through:
o Adopting app-based dispatch systems,
o Offering consistent pricing,
o Ensuring service quality and credentials (e.g., lowered street flagging).
• A partnership could pressure local services to modernize or form alliances with Uber for continued relevance.

Hospitality Sector
• Small-scale accommodations (e.g., guesthouses, boutiques) could benefit from mobility integration, differentiating themselves from large resorts.
• However, all-inclusive resorts might resist relinquishing control over transportation, potentially lobbying against integrated offerings.

Local Entrepreneurs
• Gains: entrepreneurs offering stays and tours could access Uber integration, reaching more guests.
• Risks: platform dominance may overshadow local competitors, making standing out more difficult.

Tourist Experience
• Better on-island exploration: less reliance on private drivers or group tours, improving affordability and convenience.
• Potential downsides: if Uber–Airbnb prices premiumize, local chauffeur/tour incomes could decline.

Policy & Regulation Considerations

1. Justice in Public Service Licensing
o Should Uber drivers be required to secure professional licenses like red plate taxis?
o Regulating Uber’s “partner model” to protect labour rights without overburdening drivers

2. Quality & Safety Standards
o For Airbnb: establish regulations around safety checks, insurance, and transparent fees to build trust .
o For Uber: enforce background checks, vehicle inspections, and fare transparency to guard consumer interest.

3. Protecting Local Economies
o Government tax relief, subsidies, or capacity-building for local taxi unions to digitize operations.
o For Airbnb hosts: consider differential GCT treatment or micro-tourism licensing to support smaller operators.

4. Balanced Tourism Strategy
o Jamaican government should balance “bubble tourism” from resorts with broader community access.
o Dedicate spaces/services for locals, incentivize local mobility adoption in tourism zones.

5. Collision vs Collaboration
o Encourage partnerships between Uber/Airbnb and JUTA/Maxi Tours to incorporate local operators into the platform, avoiding exclusionary practices.

Mozilla: Future Business Model Evolution

Uber:
• Could launch “Uber Tours” or “Uber Experiences” in partnership with Airbnb hosts, expanding its Uber Freight and Eats diversification .
Airbnb:
• Could integrate mobility into booking—“Book and ride”—or add value via curated transport options around stays.
Local providers:
• Opportunity to “Uber-ify” via partnerships—digital-first dispatch, quality certification, branded chauffeur services linked to listings.