Dara Khosrowshahi

Totally. Now, we are expanding rideshare into the suburbs now. And it's a pretty fast-growing part of our business. So maybe we'll get there over time. But definitely, it was an early aim of the business. We now specifically are aiming in certain suburbs. And you have to build out your courier base, your restaurant supply, demand. So all of it has to come together, which is difficult.

Totally. Now, we are expanding rideshare into the suburbs now. And it's a pretty fast-growing part of our business. So maybe we'll get there over time. But definitely, it was an early aim of the business. We now specifically are aiming in certain suburbs. And you have to build out your courier base, your restaurant supply, demand. So all of it has to come together, which is difficult.

And DoorDash has done a good job.

And DoorDash has done a good job.

Not the end of the story, though.

Not the end of the story, though.

So the pitch to the board was really different in that it wasn't about strategy. It was about operations and how you take the business to break even and profitability, etc. It was presenting myself as a mature operator, right? and my track record at Expedia, I think now things have changed, which is we have become much more focused on those three segments.

So the pitch to the board was really different in that it wasn't about strategy. It was about operations and how you take the business to break even and profitability, etc. It was presenting myself as a mature operator, right? and my track record at Expedia, I think now things have changed, which is we have become much more focused on those three segments.

And if you look at rides, we have a number of growth bets, which is there's this base business, UberX, which is going to be 50% of our growth. then about 15% of our growth are international countries where the business model as we had it wasn't legal. So the attitude at the time was, well, if our business model isn't legal, then we're not coming in until we're invited in.

And if you look at rides, we have a number of growth bets, which is there's this base business, UberX, which is going to be 50% of our growth. then about 15% of our growth are international countries where the business model as we had it wasn't legal. So the attitude at the time was, well, if our business model isn't legal, then we're not coming in until we're invited in.

And we took a different tack, which is, well, what business model is legal? and let's adjust our business model to the country versus have the country adjust to the business model. And once you're in and you build trust within a country and you build a voice, et cetera, maybe then the business model can change over a period to benefit drivers, couriers, et cetera.

And we took a different tack, which is, well, what business model is legal? and let's adjust our business model to the country versus have the country adjust to the business model. And once you're in and you build trust within a country and you build a voice, et cetera, maybe then the business model can change over a period to benefit drivers, couriers, et cetera.

So like we're in Germany, we're in Spain, we're in Japan, we're in Korea, we're in Turkey. There's a bunch of countries that we're expanding into with tweaks to the business model to make sure that we're expanding into those countries the right way. And then there's a whole host of new bets that we're making in terms of transportation, taxi, which is huge.

So like we're in Germany, we're in Spain, we're in Japan, we're in Korea, we're in Turkey. There's a bunch of countries that we're expanding into with tweaks to the business model to make sure that we're expanding into those countries the right way. And then there's a whole host of new bets that we're making in terms of transportation, taxi, which is huge.

low-cost, hailables, two-wheelers, three-wheelers, Uber for business, health, transportation, all of these different segments, that whole kind of the new bets portfolio will be 35% of our growth. So if we do it right, 50% of our growth will come from these new initiatives that really didn't exist.

low-cost, hailables, two-wheelers, three-wheelers, Uber for business, health, transportation, all of these different segments, that whole kind of the new bets portfolio will be 35% of our growth. So if we do it right, 50% of our growth will come from these new initiatives that really didn't exist.

And then on the Eats side, obviously it was about food and kind of the general expansion of that business, but it's really about getting into the other categories, getting into grocery, liquor, et cetera. And one of the parts that I'm super excited about is we've always had kind of, call it an integrated offering. If you think about Eats, there's a marketplace offering.

And then on the Eats side, obviously it was about food and kind of the general expansion of that business, but it's really about getting into the other categories, getting into grocery, liquor, et cetera. And one of the parts that I'm super excited about is we've always had kind of, call it an integrated offering. If you think about Eats, there's a marketplace offering.

You come to Uber Eats and Eats is bringing you demand. And then there's the fulfillment of that demand, right? My bringing wine here and delivering it, right? Thank you. This is delicious, by the way. That has nothing to do with demand necessarily, but it's fulfillment. These are two separate businesses that got stapled together. Exactly. So we have now, we're separating the tech stack, right?

You come to Uber Eats and Eats is bringing you demand. And then there's the fulfillment of that demand, right? My bringing wine here and delivering it, right? Thank you. This is delicious, by the way. That has nothing to do with demand necessarily, but it's fulfillment. These are two separate businesses that got stapled together. Exactly. So we have now, we're separating the tech stack, right?