Dara Khosrowshahi

My instinct is that you will see small scale continued experiments kind of get bigger over the next five years, but it's going to take a good 10 years for it to be a material part of our network or transportation at large.

My instinct is that you will see small scale continued experiments kind of get bigger over the next five years, but it's going to take a good 10 years for it to be a material part of our network or transportation at large.

But still, like the service for certain originations and destinations, it works. The pickup, you know, again, it's okay for a human driver to double park for a pickup, not okay for a robot. So there's like, again, when you get into the detail, if you look at our ride share service, for example, if our fulfill rate,

But still, like the service for certain originations and destinations, it works. The pickup, you know, again, it's okay for a human driver to double park for a pickup, not okay for a robot. So there's like, again, when you get into the detail, if you look at our ride share service, for example, if our fulfill rate,

which is the percentage of time someone asks for a ride and then there's a car available. If that's less than call it 98%, that's like all hands on deck, like it's a disaster. So like we are available all the time, everywhere, et cetera. And there's a lot of work that goes into that.

which is the percentage of time someone asks for a ride and then there's a car available. If that's less than call it 98%, that's like all hands on deck, like it's a disaster. So like we are available all the time, everywhere, et cetera. And there's a lot of work that goes into that.

For any singular ride share provider to provide that kind of coverage is gonna be really, really difficult, which why ultimately we think the better solution is for the Waymos of the world, Auroras of the world, et cetera, mobilize to work with us so that you have this kind of hybrid transition state where you can still have this 98% coverage,

For any singular ride share provider to provide that kind of coverage is gonna be really, really difficult, which why ultimately we think the better solution is for the Waymos of the world, Auroras of the world, et cetera, mobilize to work with us so that you have this kind of hybrid transition state where you can still have this 98% coverage,

everywhere no matter what weather it is etc but we have this smart kind of switching layer sometimes a human should come pick you up sometimes a robot should come pick you up but the transition is going to take a while but it's it is happening it's cool all right last lightning round question and then i have a closing segment if you could only own uber eats or uber the transportation business which one would you rather own also eats is a transportation business

everywhere no matter what weather it is etc but we have this smart kind of switching layer sometimes a human should come pick you up sometimes a robot should come pick you up but the transition is going to take a while but it's it is happening it's cool all right last lightning round question and then i have a closing segment if you could only own uber eats or uber the transportation business which one would you rather own also eats is a transportation business

It's just transportation of stuff. You can't ask me that.

It's just transportation of stuff. You can't ask me that.

You're like, choose between your children. Like, is it George or is it Donnie? Like, come on. You can't be serious.

You're like, choose between your children. Like, is it George or is it Donnie? Like, come on. You can't be serious.

So, I will answer somewhat seriously, which is... High take rates are dangerous. So our job as a company is to grow volume as much as we can as fast as we can and make our shareholders happy enough, minimizing the take rate, which is taking as much of that dollar and giving it to drivers and couriers. Like last quarter, gross bookings grew over 22% or so, which is really good.

So, I will answer somewhat seriously, which is... High take rates are dangerous. So our job as a company is to grow volume as much as we can as fast as we can and make our shareholders happy enough, minimizing the take rate, which is taking as much of that dollar and giving it to drivers and couriers. Like last quarter, gross bookings grew over 22% or so, which is really good.

Money that drivers and couriers, including tips made on the platform, grew by 30% higher. And at the same time, we were able to expand our margins, be free cash flow positive. So the design spec that we're building is, how do you torture the organization? Because sometimes it is torture.

Money that drivers and couriers, including tips made on the platform, grew by 30% higher. And at the same time, we were able to expand our margins, be free cash flow positive. So the design spec that we're building is, how do you torture the organization? Because sometimes it is torture.

Watch every single nickel and dime, be incredibly efficient in everything that you do, automate everything, get fraud out of the system, etc., so that you can actually operate a business at scale at the lowest take rate possible. Like talking about Booking.com and one thing that we learned, when I started Expedia, Expedia's take rate was 25% and Booking's take rate was 15.

Watch every single nickel and dime, be incredibly efficient in everything that you do, automate everything, get fraud out of the system, etc., so that you can actually operate a business at scale at the lowest take rate possible. Like talking about Booking.com and one thing that we learned, when I started Expedia, Expedia's take rate was 25% and Booking's take rate was 15.