Dara Khosrowshahi

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.

And then they came back. And then it was not over. And now they're having a tough time. We'll see. But DoorDash is a tough competitor. DoorDash is... larger than we are in the US. We are focused on keeping share in the US and then gaining a bunch of share outside the US.

And then they came back. And then it was not over. And now they're having a tough time. We'll see. But DoorDash is a tough competitor. DoorDash is... larger than we are in the US. We are focused on keeping share in the US and then gaining a bunch of share outside the US.

And then over a period of time, using the structural advantage, you know, one, build profit pools outside of the US, use that to attack the US over a period of time. and then use the structural advantage that we talked about in terms of customer acquisition over a period of time to hopefully gain category position against DoorDash. But they're a tough competitor. We respect them.

And then over a period of time, using the structural advantage, you know, one, build profit pools outside of the US, use that to attack the US over a period of time. and then use the structural advantage that we talked about in terms of customer acquisition over a period of time to hopefully gain category position against DoorDash. But they're a tough competitor. We respect them.

We don't like them, but we respect them.

We don't like them, but we respect them.

I think it comes to these company biases, which are pretty important. They made a bet on the suburbs, and they made a bet on selection, restaurant selection. Uber was an urban company. We operate in the big cities, transportation, et cetera. The business in the suburbs is much lower. So we want to leverage a customer base that was an urban customer base. So we went after the

I think it comes to these company biases, which are pretty important. They made a bet on the suburbs, and they made a bet on selection, restaurant selection. Uber was an urban company. We operate in the big cities, transportation, et cetera. The business in the suburbs is much lower. So we want to leverage a customer base that was an urban customer base. So we went after the

urban restaurants, et cetera, and Uber was about cheap and fast, right? So if you think about it, if what you're trying to do is optimize for speed, let's say delivering 15 or 20 minutes, the radius of restaurants that you can deliver from is smaller. So you make a sacrifice in terms of selection in order to optimize for speed.

urban restaurants, et cetera, and Uber was about cheap and fast, right? So if you think about it, if what you're trying to do is optimize for speed, let's say delivering 15 or 20 minutes, the radius of restaurants that you can deliver from is smaller. So you make a sacrifice in terms of selection in order to optimize for speed.

As it turned out, one, the suburbs in terms of food are bigger than cities. A lot of families in the suburbs. Yeah, big families, etc., big demand, etc. So we, because of our urban biases, we didn't look at the overall market. We're like, what's our market? How can we leverage our demand, etc. ? That I think in hindsight was a mistake.