In a new episode of Incógnito’s video podcast, *La Cueva de MOE, we spoke to Itziar García Sagarzazu, BlaBlaCar’s International Head of Communications, about one of the major challenges facing the profession: how to coordinate a simultaneous international communications strategy across dozens of countries, each with different cultures, regulatory frameworks, media landscapes and social priorities.
The conversation begins at a pivotal moment: the company’s recent expansion from operating in 21 markets to 41. Following this launch, which took place in early summer 2026, we discuss with García Sagarzazu how to organise a large-scale international expansion, which functions should be centralised and which require local knowledge. The episode also addresses aspects such as trust, incident management, relations with regulators, the role of users as advocates, and corporate culture as a guide for making consistent decisions.
Her professional background also helps to explain her ability to take on a role of this magnitude. She started out in the insurance sector and, after seven years, shifted her career towards communications. She studied Advertising and Public Relations, completed a Master’s degree in Communication Management, and started afresh as an intern at an agency. That career change combined determination, hard work and a willingness to take risks. Her scientific and business background remains essential for linking communication, data and business, as is the case at BlaBlaCar.
The challenge of communicating across 41 countries
The company’s expansion took place in two phases. First, the growth in Latin America was announced, with a particular focus on Brazil and Mexico, where BlaBlaCar had been operating for a decade. This was followed by the global announcement, which included markets in South-East Asia, Morocco and Eastern Europe. To coordinate the process, the company enlisted a network of hub-based agencies capable of managing networks of local partners, streamlining recruitment, sharing best practice and adapting materials in a consistent manner.
The model brings efficiency, but it is no substitute for local knowledge. Before the launch, it was necessary to understand the legislation, the media, social concerns and factors such as fuel prices. The press release could be based on a common framework, but its relevance depended on being properly adapted. As we explained when discussing strategic communication, judgement and direction, maintaining a coherent global strategy requires listening to each individual market.
Artificial intelligence: speed without losing judgement
Artificial intelligence was crucial in enabling an operation of this scale to be rolled out in just two months. It streamlined product development, marketing and the production of materials, although García Sagarzazu insists that technological agility would have been of no use without the insights provided by local teams and agencies. AI speeds things up, whilst it is people who interpret, prioritise and make decisions. That balance is particularly important for a profession in which judgement remains the key differentiating factor.
The discussion in the podcast raises a fundamental issue: the media are essential for building reputation and boosting brand visibility on artificial intelligence platforms, but they are becoming increasingly vulnerable. For García Sagarzazu, this situation is very real and also depends on corporate press offices. However, this must not overshadow the main problem: without robust media, the quality and accuracy of information suffer. In this context, communication must generate less noise and more real influence, demonstrating its value to the business without compromising its responsibility.
A global strategy that is implemented locally
BlaBlaCar’s product is essentially standardised, although it incorporates regulatory or identification-related adaptations. Communication, on the other hand, must be tailored to the needs of each society. In Spain, the focus is on connecting small towns, whilst in other countries issues such as identity verification or specific aspects of usage carry greater weight.
User profiles also vary. In India, for example, users tend to have a relatively high socio-economic status, whilst in mature markets such as France or Spain the user base is diverse and the average age is around 40. However, international experience has also revealed similarities. Journalists, news organisations and audiences exhibit recognisable professional and human patterns in almost all markets. This observation does not negate cultural differences, but rather helps to build a shared foundation. Global guidelines set the framework, but it is the local teams that develop their agenda and translate business priorities into their own context.
Trust as the infrastructure of the community
Carpooling involves trusting another person. BlaBlaCar acts as a technological layer that provides advance information, reviews, verification and traceability to a practice that has always existed. The experience begins in a digital environment, continues for several hours in a shared physical space, and returns to the platform in the form of a review. The larger the community and the more reviews it accumulates, the more useful it becomes for everyone.
That trust carries over into communication. According to the management, users are the brand’s best ambassadors. In ‘outbound operations’, the media seek out people who are travelling specific routes and recount their experiences in the first person. This word-of-mouth approach enabled the company to grow for years with minimal investment in marketing in India and Brazil. Personal recommendations carry a credibility that no campaign can replicate.
Prevent, react and adapt the response
Prevention is the first line of defence. BlaBlaCar has protocols in place, but its strength lies in the fact that community and trust are part of its DNA. When an incident arises, speed is crucial: crises arise and are resolved very quickly, so teams must assess the situation from the very outset. Procedures provide structure, but they require professionals capable of adapting them. This idea ties in with advice on managing brand reputation before a crisis: preventing an incident from escalating due to a lack of preparation or response.
The response is not the same in every country. Some cultures require highly scripted responses. Others, however, tend to deal with urgent situations with greater flexibility. It is a question of recognising these differences and preparing teams capable of acting swiftly without compromising coordination, rigour or local sensitivity.
Regulation, education and long-term growth
Communications and institutional relations work closely together because the media also provide a channel for reaching regulators and public authorities. In new markets, a key part of the work involves explaining what carpooling is – and what it is not: the driver will make the journey regardless of whether another person takes a seat, and both share the costs. In Spain, it took years for the model to become mainstream and gain significant recognition in the Sustainable Mobility Act. Familiarity with the environment speeds up understanding, but it is no substitute for sustained educational efforts.
As a final lesson, García Sagarzazu highlights a strong, shared corporate culture. BlaBlaCar’s principles are applied in day-to-day work, guide meetings and decisions, and help the communications team respond to positive, technical or sensitive issues. When a company has an identity, its messaging is not improvised. Rather, it stems from a shared understanding of the business. In this regard, the analysis of brand ambassadors and corporate culture reinforces the importance of translating internal values into trust and reputation. He offers a piece of advice to those starting out in the profession: luck matters, but it must find you working, learning and prepared to seize the opportunity.