Scott Gorlick

And I think what's really unique about Travis as a CEO, his level of understanding across product and operations is very unmatched. He could dive into the weeds with engineering, but then he could nerd out with you on positioning cars in different cities and talking to drivers 30 seconds later.

The context switching and just the ability to create things at speed and empower his teams to think that they can run through walls was unmatched.

The context switching and just the ability to create things at speed and empower his teams to think that they can run through walls was unmatched.

The context switching and just the ability to create things at speed and empower his teams to think that they can run through walls was unmatched.

I'm a big fan of founder-led businesses. And I think Travis is an incredible founder who should have been given the opportunity to lead Uber into the next generation. It's really unfortunate how things happened and played out.

I'm a big fan of founder-led businesses. And I think Travis is an incredible founder who should have been given the opportunity to lead Uber into the next generation. It's really unfortunate how things happened and played out.

I'm a big fan of founder-led businesses. And I think Travis is an incredible founder who should have been given the opportunity to lead Uber into the next generation. It's really unfortunate how things happened and played out.

And I think that while Dara and the team have done a good job building the business, and it's a $150 billion company today, I think that founder-led businesses do better over the long term. I'm really encouraged by what I've seen from Dara and the team. But I do think, you know, you lose some of that founder's edge without Travis and some of that magic. And I think the speed slows down.

And I think that while Dara and the team have done a good job building the business, and it's a $150 billion company today, I think that founder-led businesses do better over the long term. I'm really encouraged by what I've seen from Dara and the team. But I do think, you know, you lose some of that founder's edge without Travis and some of that magic. And I think the speed slows down.

And I think that while Dara and the team have done a good job building the business, and it's a $150 billion company today, I think that founder-led businesses do better over the long term. I'm really encouraged by what I've seen from Dara and the team. But I do think, you know, you lose some of that founder's edge without Travis and some of that magic. And I think the speed slows down.

Yeah, I think things probably would have been different had Travis stayed. I think specific things would have been on the M&A side. There were some deals we did in 2020, 2021 that didn't make a lot of sense. I know Emil talked about postmates. I think the Drizzly acquisition probably didn't make much sense either.

Yeah, I think things probably would have been different had Travis stayed. I think specific things would have been on the M&A side. There were some deals we did in 2020, 2021 that didn't make a lot of sense. I know Emil talked about postmates. I think the Drizzly acquisition probably didn't make much sense either.

Yeah, I think things probably would have been different had Travis stayed. I think specific things would have been on the M&A side. There were some deals we did in 2020, 2021 that didn't make a lot of sense. I know Emil talked about postmates. I think the Drizzly acquisition probably didn't make much sense either.

And some of the tie-ups that we did strategically in different regions probably weren't the right bet. And then I think that on the Eats side of the business, things would have been different. When we launched Eats, it was growing really fast. But if you look at DoorDash versus Eats in the US, the market share is pretty pronounced. I think DoorDash has something in the 60s.

And some of the tie-ups that we did strategically in different regions probably weren't the right bet. And then I think that on the Eats side of the business, things would have been different. When we launched Eats, it was growing really fast. But if you look at DoorDash versus Eats in the US, the market share is pretty pronounced. I think DoorDash has something in the 60s.

And some of the tie-ups that we did strategically in different regions probably weren't the right bet. And then I think that on the Eats side of the business, things would have been different. When we launched Eats, it was growing really fast. But if you look at DoorDash versus Eats in the US, the market share is pretty pronounced. I think DoorDash has something in the 60s.

Uber has something in the 20s. Well, Uber Eats is still like the top food delivery brand worldwide. I think we missed a big opportunity and were distracted by everything that was going on when Travis left to really execute. And like, I think the narrative is really around the DoorDash focused on the suburbs and Uber focused on the cities. And I think part of that is true.

Uber has something in the 20s. Well, Uber Eats is still like the top food delivery brand worldwide. I think we missed a big opportunity and were distracted by everything that was going on when Travis left to really execute. And like, I think the narrative is really around the DoorDash focused on the suburbs and Uber focused on the cities. And I think part of that is true.

Uber has something in the 20s. Well, Uber Eats is still like the top food delivery brand worldwide. I think we missed a big opportunity and were distracted by everything that was going on when Travis left to really execute. And like, I think the narrative is really around the DoorDash focused on the suburbs and Uber focused on the cities. And I think part of that is true.

But I also think we were probably going, we were going through a really hard time. And it was hard to grow that business at a fast rate when all the change around us was happening.