Dara Khosrowshahi

I talked to Barry about it, and it's ultimately up to him. And I think he decided that he wanted me there, and I try to be helpful. But I think it's absolutely right, which is the job of the new CEO, to some extent, is to be the CEO and do something different from the old CEO. That's definitional. And You know a little bit about that. Yeah, exactly.

I talked to Barry about it, and it's ultimately up to him. And I think he decided that he wanted me there, and I try to be helpful. But I think it's absolutely right, which is the job of the new CEO, to some extent, is to be the CEO and do something different from the old CEO. That's definitional. And You know a little bit about that. Yeah, exactly.

There could be hesitancy at a board meeting, et cetera, because the old person's there. And so I think on a net-net, I trust that Barry's judgment, it does feel weird sometimes because I've moved on. But it's working. I think it's working. But it's complicated.

There could be hesitancy at a board meeting, et cetera, because the old person's there. And so I think on a net-net, I trust that Barry's judgment, it does feel weird sometimes because I've moved on. But it's working. I think it's working. But it's complicated.

Well, I talked to Travis a couple of times. I talked with Ryan and Garrett, who were the other founders. I talked to a couple of other board members. I did financial diligence, et cetera. And for me, it was ultimately about the opportunity. It's such an important company. I always tell people, I look for three things, right? It's, do you work with people whom you like and you can learn from?

Well, I talked to Travis a couple of times. I talked with Ryan and Garrett, who were the other founders. I talked to a couple of other board members. I did financial diligence, et cetera. And for me, it was ultimately about the opportunity. It's such an important company. I always tell people, I look for three things, right? It's, do you work with people whom you like and you can learn from?

Can you use an individual and make an impact? And then, is the place or the company that you're at going to make an impact. I wasn't sure, number one, but I was a CEO, so I could build my own team. And as it turned out, there've been great folks there who have stayed, who were there before me, and then new folks like Tony West and Nelson Che that we brought, et cetera.

Can you use an individual and make an impact? And then, is the place or the company that you're at going to make an impact. I wasn't sure, number one, but I was a CEO, so I could build my own team. And as it turned out, there've been great folks there who have stayed, who were there before me, and then new folks like Tony West and Nelson Che that we brought, et cetera.

So the new team's like a combination of new and old, which is great. And definitionally, As a leadership team, we can have an impact on Uber, and Uber is a company that it's unique in terms of its impact on the ground and the city. So it all checked off, and the financials, you know, it was still a really young company. So the financials for me, yeah, could I do deal with this?

So the new team's like a combination of new and old, which is great. And definitionally, As a leadership team, we can have an impact on Uber, and Uber is a company that it's unique in terms of its impact on the ground and the city. So it all checked off, and the financials, you know, it was still a really young company. So the financials for me, yeah, could I do deal with this?

Even though it was 10 years in, right? Yeah, less than that, probably, yeah. It was just about 10 years. Okay, yeah, there you go. You know better than I do.

Even though it was 10 years in, right? Yeah, less than that, probably, yeah. It was just about 10 years. Okay, yeah, there you go. You know better than I do.

All turnarounds are hard. Tech turnarounds are especially hard. But I think Uber had a global position, a talent pool, a brand that was absolutely exceptional that was just going through a really, really hard time.

All turnarounds are hard. Tech turnarounds are especially hard. But I think Uber had a global position, a talent pool, a brand that was absolutely exceptional that was just going through a really, really hard time.

Yeah, exactly. And so that was actually advice that my dad gave me. Like, when a company who's a verb asks you to run it, just say yes. I'm like, all right. Sometimes you can overcomplicate things. And it's like, hey, do you want to take a shot? I want to take a shot.

Yeah, exactly. And so that was actually advice that my dad gave me. Like, when a company who's a verb asks you to run it, just say yes. I'm like, all right. Sometimes you can overcomplicate things. And it's like, hey, do you want to take a shot? I want to take a shot.

And it was losing a bunch of share to Lyft. Right. Delete Uber? Yeah, delete Uber moments, et cetera. So that was a tough thing, which is you're burning a bunch of cash. And at the same time, you were losing category position to what's a tough competitor and a strong brand.

And it was losing a bunch of share to Lyft. Right. Delete Uber? Yeah, delete Uber moments, et cetera. So that was a tough thing, which is you're burning a bunch of cash. And at the same time, you were losing category position to what's a tough competitor and a strong brand.

I think Lyft is stronger than people give it credit for. Yeah, it's definitely going through a tough time. I mean, the new CEO is, you know, he's like moving. He's making moves. He's super aggressive. We'll see where that ends up. I feel way better. Today than I did five years ago. But I wouldn't count them out.

I think Lyft is stronger than people give it credit for. Yeah, it's definitely going through a tough time. I mean, the new CEO is, you know, he's like moving. He's making moves. He's super aggressive. We'll see where that ends up. I feel way better. Today than I did five years ago. But I wouldn't count them out.