Scott Gorlick

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.

And then when they completed their first 10 trips, we pay out the bonus on both sides. Obviously, as the business scaled up, the referral amount piece got quite a bit bigger. But we found that when we tapped into a specific driver community, they all kind of knew each other. And we're very happy to refer each other because Uber allowed them to buy more cars and expand their business.

And then when they completed their first 10 trips, we pay out the bonus on both sides. Obviously, as the business scaled up, the referral amount piece got quite a bit bigger. But we found that when we tapped into a specific driver community, they all kind of knew each other. And we're very happy to refer each other because Uber allowed them to buy more cars and expand their business.

And then when they completed their first 10 trips, we pay out the bonus on both sides. Obviously, as the business scaled up, the referral amount piece got quite a bit bigger. But we found that when we tapped into a specific driver community, they all kind of knew each other. And we're very happy to refer each other because Uber allowed them to buy more cars and expand their business.

And it really just helped them grow as sort of a business at large.

And it really just helped them grow as sort of a business at large.

And it really just helped them grow as sort of a business at large.

Yeah. So we made a lot of mistakes. So I would say the number one mistake we made in a lot of cities is we probably got kicked out of every office that we joined early because we were renting space in co-working spaces. And a lot of these co-working spaces weren't too happy with drivers coming by like all hours of the day and sort of disrupting the flow.

Yeah. So we made a lot of mistakes. So I would say the number one mistake we made in a lot of cities is we probably got kicked out of every office that we joined early because we were renting space in co-working spaces. And a lot of these co-working spaces weren't too happy with drivers coming by like all hours of the day and sort of disrupting the flow.

Yeah. So we made a lot of mistakes. So I would say the number one mistake we made in a lot of cities is we probably got kicked out of every office that we joined early because we were renting space in co-working spaces. And a lot of these co-working spaces weren't too happy with drivers coming by like all hours of the day and sort of disrupting the flow.

So I think that was sort of a major error that we made early on. I think other things that we did that were kind of a little bit challenging in markets is I think that... Where we messed up was it was a very like 24-7, 365 operation. There were people in cars every single hour of the day. And we probably understaffed a little in the early days, right?

So I think that was sort of a major error that we made early on. I think other things that we did that were kind of a little bit challenging in markets is I think that... Where we messed up was it was a very like 24-7, 365 operation. There were people in cars every single hour of the day. And we probably understaffed a little in the early days, right?

So I think that was sort of a major error that we made early on. I think other things that we did that were kind of a little bit challenging in markets is I think that... Where we messed up was it was a very like 24-7, 365 operation. There were people in cars every single hour of the day. And we probably understaffed a little in the early days, right?

So, you know, for the first year in Atlanta, I was the only person handling the driver side. We had Keith overseeing the city as a general manager. He was incredible. And we had a marketing manager. I probably had like 1,000 or 1,500 drivers that were just me. And like, you know, we didn't have any of the AI tools that we did today. It was just like...

So, you know, for the first year in Atlanta, I was the only person handling the driver side. We had Keith overseeing the city as a general manager. He was incredible. And we had a marketing manager. I probably had like 1,000 or 1,500 drivers that were just me. And like, you know, we didn't have any of the AI tools that we did today. It was just like...

So, you know, for the first year in Atlanta, I was the only person handling the driver side. We had Keith overseeing the city as a general manager. He was incredible. And we had a marketing manager. I probably had like 1,000 or 1,500 drivers that were just me. And like, you know, we didn't have any of the AI tools that we did today. It was just like...

All on a Google voice and sort of back and forth texting Zendesk. We let a lot of things slip through the cracks, but the business on the foundation was working.

All on a Google voice and sort of back and forth texting Zendesk. We let a lot of things slip through the cracks, but the business on the foundation was working.

All on a Google voice and sort of back and forth texting Zendesk. We let a lot of things slip through the cracks, but the business on the foundation was working.

I think when we talk about unit economics, I think like at scale, we always kind of knew that the margins would correct themselves at scale if we could kind of rationalize the competitive playing environment, right?