Scott Gorlick

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.

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.

A little bit. I think when a company loses its founder, it's a very different situation. We had a deep bench of people that had been at the company for a very long time. We trusted them to run the business. But when you have a committee or a team of 12 people running a business that had gone through a really challenging year, it's going to feel the effects of that.

A little bit. I think when a company loses its founder, it's a very different situation. We had a deep bench of people that had been at the company for a very long time. We trusted them to run the business. But when you have a committee or a team of 12 people running a business that had gone through a really challenging year, it's going to feel the effects of that.

A little bit. I think when a company loses its founder, it's a very different situation. We had a deep bench of people that had been at the company for a very long time. We trusted them to run the business. But when you have a committee or a team of 12 people running a business that had gone through a really challenging year, it's going to feel the effects of that.

The best founders built cults and their cult leaders. Travis, what he was really good at was inspiring a team. We would look left, we would look right. We would all have a lot of work on our plate, but we knew that If we put our heads down and did it, there would be an incredible journey on sort of the other side. And Travis was really good of explaining what and the why behind everything.

The best founders built cults and their cult leaders. Travis, what he was really good at was inspiring a team. We would look left, we would look right. We would all have a lot of work on our plate, but we knew that If we put our heads down and did it, there would be an incredible journey on sort of the other side. And Travis was really good of explaining what and the why behind everything.

The best founders built cults and their cult leaders. Travis, what he was really good at was inspiring a team. We would look left, we would look right. We would all have a lot of work on our plate, but we knew that If we put our heads down and did it, there would be an incredible journey on sort of the other side. And Travis was really good of explaining what and the why behind everything.

And I think like Travis was always willing to roll up his sleeves, dive in and figure out the answers to the messiest problems. The best idea always won with Travis. And we were all kind of like going to war together every day on this like mission together. And that felt really good. And that's what built the Lifelong Bonds.

And I think like Travis was always willing to roll up his sleeves, dive in and figure out the answers to the messiest problems. The best idea always won with Travis. And we were all kind of like going to war together every day on this like mission together. And that felt really good. And that's what built the Lifelong Bonds.

And I think like Travis was always willing to roll up his sleeves, dive in and figure out the answers to the messiest problems. The best idea always won with Travis. And we were all kind of like going to war together every day on this like mission together. And that felt really good. And that's what built the Lifelong Bonds.

Let's do it.

Let's do it.

Let's do it.

I think the biggest mistake that I see founders making day to day is not having handle on their metrics, right? Everybody measures metrics in like a different way. And I think we've kind of entered an era of death by a thousand dashboards. And I would love if everybody sort of said, hey, here are the three or four most important metrics for our business and align around that.

I think the biggest mistake that I see founders making day to day is not having handle on their metrics, right? Everybody measures metrics in like a different way. And I think we've kind of entered an era of death by a thousand dashboards. And I would love if everybody sort of said, hey, here are the three or four most important metrics for our business and align around that.

I think the biggest mistake that I see founders making day to day is not having handle on their metrics, right? Everybody measures metrics in like a different way. And I think we've kind of entered an era of death by a thousand dashboards. And I would love if everybody sort of said, hey, here are the three or four most important metrics for our business and align around that.

What's the hardest part of the Uber business today? The area I have the most questions about today is on autonomous vehicles and what the strategy is there. What should the strategy be there? I think the notion that Uber was a hardware company and building cars is probably hard for a software company.

What's the hardest part of the Uber business today? The area I have the most questions about today is on autonomous vehicles and what the strategy is there. What should the strategy be there? I think the notion that Uber was a hardware company and building cars is probably hard for a software company.

What's the hardest part of the Uber business today? The area I have the most questions about today is on autonomous vehicles and what the strategy is there. What should the strategy be there? I think the notion that Uber was a hardware company and building cars is probably hard for a software company.