Scott Gorlick

Yeah. So at Uber, we saw almost every city as its own startup. That was an incredibly free thing for people that were young in their 20s and 30s to kind of go into a market and create it from scratch. And the playbook was probably 180 steps. We should probably open source it at some point. It's on an Asana checklist somewhere. How we thought about it was we wanted the right team.

Yeah. So at Uber, we saw almost every city as its own startup. That was an incredibly free thing for people that were young in their 20s and 30s to kind of go into a market and create it from scratch. And the playbook was probably 180 steps. We should probably open source it at some point. It's on an Asana checklist somewhere. How we thought about it was we wanted the right team.

Yeah. So at Uber, we saw almost every city as its own startup. That was an incredibly free thing for people that were young in their 20s and 30s to kind of go into a market and create it from scratch. And the playbook was probably 180 steps. We should probably open source it at some point. It's on an Asana checklist somewhere. How we thought about it was we wanted the right team.

For us, the right team meant we were hiring for three roles. One was we sent in a launcher that would kind of pop around from city to city. We had launchers that started out in LA, then did Philadelphia, then did Atlanta. And sort of the profile of the launcher was, uh, MBA type private equity banking. And, you know, the launcher would be responsible for hiring a team.

For us, the right team meant we were hiring for three roles. One was we sent in a launcher that would kind of pop around from city to city. We had launchers that started out in LA, then did Philadelphia, then did Atlanta. And sort of the profile of the launcher was, uh, MBA type private equity banking. And, you know, the launcher would be responsible for hiring a team.

For us, the right team meant we were hiring for three roles. One was we sent in a launcher that would kind of pop around from city to city. We had launchers that started out in LA, then did Philadelphia, then did Atlanta. And sort of the profile of the launcher was, uh, MBA type private equity banking. And, you know, the launcher would be responsible for hiring a team.

So in a general market, we would want a general manager who acted as like the CEO of the city overseeing both driver and rider. And that person was, uh, very similar background to the launcher, banking, private equity, consulting, MBA. Stanford class of 2012 was very good to us. And then the second role that we hired was an operations manager.

So in a general market, we would want a general manager who acted as like the CEO of the city overseeing both driver and rider. And that person was, uh, very similar background to the launcher, banking, private equity, consulting, MBA. Stanford class of 2012 was very good to us. And then the second role that we hired was an operations manager.

So in a general market, we would want a general manager who acted as like the CEO of the city overseeing both driver and rider. And that person was, uh, very similar background to the launcher, banking, private equity, consulting, MBA. Stanford class of 2012 was very good to us. And then the second role that we hired was an operations manager.

And that was more like banker consultant types like me that would oversee sort of the driver area of the operation and be responsible for growing that. And then we'd also work on getting a marketing manager that would oversee the rider side, BD, partnerships, building out the early grassroots efforts in the community.

And that was more like banker consultant types like me that would oversee sort of the driver area of the operation and be responsible for growing that. And then we'd also work on getting a marketing manager that would oversee the rider side, BD, partnerships, building out the early grassroots efforts in the community.

And that was more like banker consultant types like me that would oversee sort of the driver area of the operation and be responsible for growing that. And then we'd also work on getting a marketing manager that would oversee the rider side, BD, partnerships, building out the early grassroots efforts in the community.

Yeah, so everything was pretty autonomous, right? In the early days, every city had the freedom to experiment and try things. And I think we had a pretty flat work structure in the early days. Everybody reported into Graves, who was the first CEO and later became the COO. And what's really interesting about that is... We all kept each other accountable, right?

Yeah, so everything was pretty autonomous, right? In the early days, every city had the freedom to experiment and try things. And I think we had a pretty flat work structure in the early days. Everybody reported into Graves, who was the first CEO and later became the COO. And what's really interesting about that is... We all kept each other accountable, right?

Yeah, so everything was pretty autonomous, right? In the early days, every city had the freedom to experiment and try things. And I think we had a pretty flat work structure in the early days. Everybody reported into Graves, who was the first CEO and later became the COO. And what's really interesting about that is... We all kept each other accountable, right?

We were all doing really hard things. And every week we would get on like a city call where an all hands call and every city would go down the list and say how much gross bookings you did it last week, how many trips you completed, how many drivers you onboarded and sort of general highlights from the city. And we had everything in a dashboard.

We were all doing really hard things. And every week we would get on like a city call where an all hands call and every city would go down the list and say how much gross bookings you did it last week, how many trips you completed, how many drivers you onboarded and sort of general highlights from the city. And we had everything in a dashboard.

We were all doing really hard things. And every week we would get on like a city call where an all hands call and every city would go down the list and say how much gross bookings you did it last week, how many trips you completed, how many drivers you onboarded and sort of general highlights from the city. And we had everything in a dashboard.

Everybody at the company could see exactly what city was doing what, who is growing fastest. And it became like a really competitive dynamic that all just kind of like pushed each other forward, which was a really interesting approach.

Everybody at the company could see exactly what city was doing what, who is growing fastest. And it became like a really competitive dynamic that all just kind of like pushed each other forward, which was a really interesting approach.