Dara Khosrowshahi

And I don't know if it's misunderstood, but it's certainly something that's top of mind for us is that we ultimately, the future of the business as it stands now depends on our building the best platform for earners. And it goes to like the take rate, right? If the take rate goes up too much, then we're taking too much of profit. the service, et cetera.

And the fact is that I think Uber was guilty of taking earners for granted because when I first came in and for much of the company, we were in a state of oversupply. We had too many drivers. And instead of gating them, et cetera, we just didn't really invest in the driver experience and the courier experience the way that we should have.

And the fact is that I think Uber was guilty of taking earners for granted because when I first came in and for much of the company, we were in a state of oversupply. We had too many drivers. And instead of gating them, et cetera, we just didn't really invest in the driver experience and the courier experience the way that we should have.

And then the way that we organize the company around the earner experience was pretty standard in terms of a B2C business, right? There's a team, you know, there's a team that runs the Uber app. There's a team that runs the Eats app and the team that runs the driver app.

And then the way that we organize the company around the earner experience was pretty standard in terms of a B2C business, right? There's a team, you know, there's a team that runs the Uber app. There's a team that runs the Eats app and the team that runs the driver app.

And you do all the typical stuff, which is analytics and measurements and A-B tests, et cetera, in order to optimize throughput in the marketplace, et cetera. But like, as we step back, We don't A-B test what the 401k match should be for employees. It was equivalent. Some of the experimentation that we were doing on the earner side is like, yeah, should we match a 3% or 6%?

And you do all the typical stuff, which is analytics and measurements and A-B tests, et cetera, in order to optimize throughput in the marketplace, et cetera. But like, as we step back, We don't A-B test what the 401k match should be for employees. It was equivalent. Some of the experimentation that we were doing on the earner side is like, yeah, should we match a 3% or 6%?

And let's look at employee turnover. Cool experiment. Maybe you could optimize that. But when you're building a product that people are making a living off of or are earning money that they have to earn with, there's a different duty of care. And the amount of time that they're spending on the app, most of Uber employees, myself too, like... Order rides all the time. Order eats all the time.

And let's look at employee turnover. Cool experiment. Maybe you could optimize that. But when you're building a product that people are making a living off of or are earning money that they have to earn with, there's a different duty of care. And the amount of time that they're spending on the app, most of Uber employees, myself too, like... Order rides all the time. Order eats all the time.

You get in, get out, et cetera. But a driver will be spending four hours, five hours, six hours with the app every single day. So the consequence of all of this coming together and our building for drivers the way that we essentially build for consumers, which is pretty cool and techie, et cetera, You know, one is like the P95 experience.

You get in, get out, et cetera. But a driver will be spending four hours, five hours, six hours with the app every single day. So the consequence of all of this coming together and our building for drivers the way that we essentially build for consumers, which is pretty cool and techie, et cetera, You know, one is like the P95 experience.

Usually, like, you build, you don't look at P50 because averages lie, and then you look at P95. Well, that's the worst experience.

Usually, like, you build, you don't look at P50 because averages lie, and then you look at P95. Well, that's the worst experience.

Yeah, the probability percentages. You know, drivers, an average driver who's driving a week experienced, like, a P95 circumstance every single week, multiple times a week, because they spent a lot more time on the app.

Yeah, the probability percentages. You know, drivers, an average driver who's driving a week experienced, like, a P95 circumstance every single week, multiple times a week, because they spent a lot more time on the app.

So there's been a pretty important culture change of the company, which is like higher duty of care actually slowing down in terms of how we build for earners, being a lot more humble, listening to them, their experience, et cetera. The fact is that when you have 5.6 million earners on the platform, there's this marketplace, which is it works for some earners and it doesn't.

So there's been a pretty important culture change of the company, which is like higher duty of care actually slowing down in terms of how we build for earners, being a lot more humble, listening to them, their experience, et cetera. The fact is that when you have 5.6 million earners on the platform, there's this marketplace, which is it works for some earners and it doesn't.

So there's always going to be 10%, which is like half a million people who are not happy with experience, but we've got to make sure that 90% are, and we're getting more people who like the experience into the platform. But because of where we came from, it's actually pretty new muscle for us to build this earner experience.

So there's always going to be 10%, which is like half a million people who are not happy with experience, but we've got to make sure that 90% are, and we're getting more people who like the experience into the platform. But because of where we came from, it's actually pretty new muscle for us to build this earner experience.

And I do think as I step back and I think about what am I going to be proud of at the company, and there's a lot to be proud of in terms of turning around the business and like the team that we built and the service that we built, I think there's a sense which is like tech is out of touch with the real world. And it's a lot like tech is, you know, you're building for the virtual world and