Dara Khosrowshahi

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.

I mean, now we've corrected that. Yeah. But listen, it was, I was running this same playbook 2018, 2019 too. So I don't want to blame it on, oh, this is, you know, it was happening all along. It's just like, usually you focus on the things that you're good at. And we were really good at urban and we were really good at fast and cheap, right?

I mean, now we've corrected that. Yeah. But listen, it was, I was running this same playbook 2018, 2019 too. So I don't want to blame it on, oh, this is, you know, it was happening all along. It's just like, usually you focus on the things that you're good at. And we were really good at urban and we were really good at fast and cheap, right?

And we now are much more focused about building out selection. As we built out selection in urban centers, our category position versus DoorDash is actually quite constructive, really strong. We are looking to break into the suburbs. And there we got some work to do. And the suburbs are a very, very strong position. It's kind of their profit pools.

And we now are much more focused about building out selection. As we built out selection in urban centers, our category position versus DoorDash is actually quite constructive, really strong. We are looking to break into the suburbs. And there we got some work to do. And the suburbs are a very, very strong position. It's kind of their profit pools.

And then we're building our profit pools outside and international. And kind of the battle is happening in the big cities. Yeah, it's interesting.

And then we're building our profit pools outside and international. And kind of the battle is happening in the big cities. Yeah, it's interesting.

Totally.

Totally.

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.