Scott Gorlick

So if you were riding in a car with somebody and they hadn't used Uber yet, by the time you got out of the car, you would have referred them and you each would have gotten like $10 off your next ride.

So if you were riding in a car with somebody and they hadn't used Uber yet, by the time you got out of the car, you would have referred them and you each would have gotten like $10 off your next ride.

So if you were riding in a car with somebody and they hadn't used Uber yet, by the time you got out of the car, you would have referred them and you each would have gotten like $10 off your next ride.

No. So in terms of scaling up drivers, we did things that didn't scale for a lot longer than people would think.

No. So in terms of scaling up drivers, we did things that didn't scale for a lot longer than people would think.

No. So in terms of scaling up drivers, we did things that didn't scale for a lot longer than people would think.

Yeah. So for probably the first million drivers that we onboarded, a lot of our processes were manual. So we weren't doing a lot of paid spend on Facebook. We were doing a little bit on Craigslist. We weren't doing a ton on Google. But it was really the operational teams going out and finding drivers. It was that cold calling.

Yeah. So for probably the first million drivers that we onboarded, a lot of our processes were manual. So we weren't doing a lot of paid spend on Facebook. We were doing a little bit on Craigslist. We weren't doing a ton on Google. But it was really the operational teams going out and finding drivers. It was that cold calling.

Yeah. So for probably the first million drivers that we onboarded, a lot of our processes were manual. So we weren't doing a lot of paid spend on Facebook. We were doing a little bit on Craigslist. We weren't doing a ton on Google. But it was really the operational teams going out and finding drivers. It was that cold calling.

It was getting drivers to show up at the office and batching onboardings first with one driver at a time, then five, then 10. then you would basically get a conference room at a hotel to onboard 25 drivers at a time or 100 drivers at a time. And it just scaled up. Other things that we did that I think were super effective were we'd go where the drivers were.

It was getting drivers to show up at the office and batching onboardings first with one driver at a time, then five, then 10. then you would basically get a conference room at a hotel to onboard 25 drivers at a time or 100 drivers at a time. And it just scaled up. Other things that we did that I think were super effective were we'd go where the drivers were.

It was getting drivers to show up at the office and batching onboardings first with one driver at a time, then five, then 10. then you would basically get a conference room at a hotel to onboard 25 drivers at a time or 100 drivers at a time. And it just scaled up. Other things that we did that I think were super effective were we'd go where the drivers were.

We knew that we had a captive audience on Monday mornings and Thursday afternoons when drivers picked up and dropped off people from the airport. And we knew that if we went there with snacks or coffee or rented a conference room where they could chill out between rides, we could pitch them on driving Uber. And we saw it as a very incremental to what they were building.

We knew that we had a captive audience on Monday mornings and Thursday afternoons when drivers picked up and dropped off people from the airport. And we knew that if we went there with snacks or coffee or rented a conference room where they could chill out between rides, we could pitch them on driving Uber. And we saw it as a very incremental to what they were building.

We knew that we had a captive audience on Monday mornings and Thursday afternoons when drivers picked up and dropped off people from the airport. And we knew that if we went there with snacks or coffee or rented a conference room where they could chill out between rides, we could pitch them on driving Uber. And we saw it as a very incremental to what they were building.

So every city at Uber was kind of like running a playbook. If we found something that worked in one city, we'd bring it everywhere else too.

So every city at Uber was kind of like running a playbook. If we found something that worked in one city, we'd bring it everywhere else too.

So every city at Uber was kind of like running a playbook. If we found something that worked in one city, we'd bring it everywhere else too.

Honestly, people underestimate how effective cold calling was. Cold calling was an incredible mechanism to get people through the door. And then the other thing, Harry, that worked super well is referrals. When we started doing referrals of drivers, we would pay like a $25 or $50 bonus for a driver to bring their friend.

Honestly, people underestimate how effective cold calling was. Cold calling was an incredible mechanism to get people through the door. And then the other thing, Harry, that worked super well is referrals. When we started doing referrals of drivers, we would pay like a $25 or $50 bonus for a driver to bring their friend.