About Flare
Flare is built on the premise that emergency response should be available to everyone, no matter where they are located. Through groundbreaking technology, we are revolutionizing emergency response in Africa by providing a platform that connects individuals in need of help with emergency service providers instantly. In areas previously underserved by existing emergency infrastructure, Flare is filling a critical gap by reducing response times from hours to mere minutes. Our platform aggregates multiple response services including ambulances, fire services, and police, allowing users to coordinate assistance more effectively and efficiently.
Unlike traditional emergency services, Flare leverages real-time tracking and resource management tools to ensure that help is dispatched promptly and accurately. This includes direct communication with medical facilities to optimize patient intake and treatment. Our innovative platform has successfully managed over 40,000 rescues and continues to expand its reach and enhance its services. Flare operates as part of Capsule Ltd., and our dedicated team is continuously working to develop life-saving products that improve emergency response for every individual across the region.
FAQs
- When was Flare founded?
- Flare was founded in 2017.
- Who is the CEO of Flare?
- Maria Rabinovich is the CEO.
- What industries or markets does Flare operate in?
- Flare operates in the following markets: Emergency Response, Healthcare Technology, Real Time Tracking, Resource Management, Public Safety, Medical Services, Crisis Management, Technology Platforms, Ambulance Services, and Fire and Police Services.
- How many employees does Flare have?
- Flare has 11-50 employees.
- Where does Flare have employees?
- Flare has employees in Kenya.
- Does Flare support remote work or working from home?
- Yes, Flare is a remote-friendly company.
- Does Flare offer a four-day work week?
- No, Flare does not offer a four-day work week.
- What is Flare's website?
- Flare's website is flare.africa.
