Scott Gorlick

And on the way out of the car, the ride would proceed as normal. And on the way out of the car, the rider that was their plant actually left a $20 bill in the car just in the backseat. And then after the driver let the rider out of the car, the cops would come up and cite the driver. So that was an incredibly frustrating experience with regulators among laws that just didn't make sense.

And on the way out of the car, the ride would proceed as normal. And on the way out of the car, the rider that was their plant actually left a $20 bill in the car just in the backseat. And then after the driver let the rider out of the car, the cops would come up and cite the driver. So that was an incredibly frustrating experience with regulators among laws that just didn't make sense.

We scrambled our whole team back at the house. We worked with counsel and we were able to make sure that everything worked out okay. But Harry, these laws are absolutely insane and I'm a much bigger fan of smaller government. Did the team view Lyft as a competitor? Yeah, I mean, I think Lyft was an incredible competitor. They did a lot of things right early on.

We scrambled our whole team back at the house. We worked with counsel and we were able to make sure that everything worked out okay. But Harry, these laws are absolutely insane and I'm a much bigger fan of smaller government. Did the team view Lyft as a competitor? Yeah, I mean, I think Lyft was an incredible competitor. They did a lot of things right early on.

We scrambled our whole team back at the house. We worked with counsel and we were able to make sure that everything worked out okay. But Harry, these laws are absolutely insane and I'm a much bigger fan of smaller government. Did the team view Lyft as a competitor? Yeah, I mean, I think Lyft was an incredible competitor. They did a lot of things right early on.

I think they did a great job on the driver's side building liquidity and, you know, probably did a better job leaning in there from us. What do you think they did that you didn't do that you'd take? one of the things that we probably messed up, we were probably a little bit transactional at times with drivers in terms of scale.

I think they did a great job on the driver's side building liquidity and, you know, probably did a better job leaning in there from us. What do you think they did that you didn't do that you'd take? one of the things that we probably messed up, we were probably a little bit transactional at times with drivers in terms of scale.

I think they did a great job on the driver's side building liquidity and, you know, probably did a better job leaning in there from us. What do you think they did that you didn't do that you'd take? one of the things that we probably messed up, we were probably a little bit transactional at times with drivers in terms of scale.

And if I could go back in time, that's something I would have reinvested in. But I think that's something that Lyft got right early on.

And if I could go back in time, that's something I would have reinvested in. But I think that's something that Lyft got right early on.

And if I could go back in time, that's something I would have reinvested in. But I think that's something that Lyft got right early on.

Not really much. Once competition came in, you could start to see market share swings based on the specific rider promo that Uber was offering in a city in a given week. And then we'd measure it and understand what Lyft was doing. Or like if we made a pricing move, they would make a pricing move. Like there was a lot of back and forth and we would see those effects in market share.

Not really much. Once competition came in, you could start to see market share swings based on the specific rider promo that Uber was offering in a city in a given week. And then we'd measure it and understand what Lyft was doing. Or like if we made a pricing move, they would make a pricing move. Like there was a lot of back and forth and we would see those effects in market share.

Not really much. Once competition came in, you could start to see market share swings based on the specific rider promo that Uber was offering in a city in a given week. And then we'd measure it and understand what Lyft was doing. Or like if we made a pricing move, they would make a pricing move. Like there was a lot of back and forth and we would see those effects in market share.

It wasn't anything to do with the product. It was just pure price.

It wasn't anything to do with the product. It was just pure price.

It wasn't anything to do with the product. It was just pure price.

We tried to do too much, simply put. Specifically, we were looking at doing a vertical takeoff and landing type helicopter play. We were doing Uber Elevate. There were just a lot of things that became distractions from the core mission of moving people around cities and delivering food that were problematic and hindered Uber's growth.

We tried to do too much, simply put. Specifically, we were looking at doing a vertical takeoff and landing type helicopter play. We were doing Uber Elevate. There were just a lot of things that became distractions from the core mission of moving people around cities and delivering food that were problematic and hindered Uber's growth.

We tried to do too much, simply put. Specifically, we were looking at doing a vertical takeoff and landing type helicopter play. We were doing Uber Elevate. There were just a lot of things that became distractions from the core mission of moving people around cities and delivering food that were problematic and hindered Uber's growth.