Scott Gorlick

So we started launching UberX more probably in late 2012, late... early 2013. And then sort of as we started rolling out UberX in more markets, that was probably 2013, 2014. That's when the business really started to explode.

There was a media product market fit on UberX. And what was really interesting about UberX is when we launched UberX, and this was an operational nightmare, in a lot of cities, we actually did free UberX week. So for an entire week, we would do free UberX. It was a marketing expense, right? And we were basically running at probably 80, 90, 100% utilization all the time.

There was a media product market fit on UberX. And what was really interesting about UberX is when we launched UberX, and this was an operational nightmare, in a lot of cities, we actually did free UberX week. So for an entire week, we would do free UberX. It was a marketing expense, right? And we were basically running at probably 80, 90, 100% utilization all the time.

There was a media product market fit on UberX. And what was really interesting about UberX is when we launched UberX, and this was an operational nightmare, in a lot of cities, we actually did free UberX week. So for an entire week, we would do free UberX. It was a marketing expense, right? And we were basically running at probably 80, 90, 100% utilization all the time.

And we knew that when we did it, that it would be hard to kind of fill that demand. But people were really excited about UberX and like a better, faster, cheaper option to use Uber. Over time, we were able to build more supply, right?

And we knew that when we did it, that it would be hard to kind of fill that demand. But people were really excited about UberX and like a better, faster, cheaper option to use Uber. Over time, we were able to build more supply, right?

And we knew that when we did it, that it would be hard to kind of fill that demand. But people were really excited about UberX and like a better, faster, cheaper option to use Uber. Over time, we were able to build more supply, right?

Yeah, the idea in terms of like ROI on free UberX week was previously Uber was just a black car product. And by launching UberX, we could do better, faster, cheaper than a taxi. And we kind of wanted to come out with a bang, right? And to be able to do that, we were comfortable saying, hey, this free UberX week is going to cost us X trips in a week times X dollars.

Yeah, the idea in terms of like ROI on free UberX week was previously Uber was just a black car product. And by launching UberX, we could do better, faster, cheaper than a taxi. And we kind of wanted to come out with a bang, right? And to be able to do that, we were comfortable saying, hey, this free UberX week is going to cost us X trips in a week times X dollars.

Yeah, the idea in terms of like ROI on free UberX week was previously Uber was just a black car product. And by launching UberX, we could do better, faster, cheaper than a taxi. And we kind of wanted to come out with a bang, right? And to be able to do that, we were comfortable saying, hey, this free UberX week is going to cost us X trips in a week times X dollars.

And, you know, we were comfortable with that spend because if we look forward six months, this is going to be a lot bigger.

And, you know, we were comfortable with that spend because if we look forward six months, this is going to be a lot bigger.

And, you know, we were comfortable with that spend because if we look forward six months, this is going to be a lot bigger.

I think it would have worked no matter what. I think we had strong product market fit. But I think what was particularly interesting about free UberX Week, looking back on it 10 years later, in hindsight, was the competitive dynamics. So in a lot of ways, when we launched UberX, the main competitor was Lyft. And Lyft's flagship product was UberX.

I think it would have worked no matter what. I think we had strong product market fit. But I think what was particularly interesting about free UberX Week, looking back on it 10 years later, in hindsight, was the competitive dynamics. So in a lot of ways, when we launched UberX, the main competitor was Lyft. And Lyft's flagship product was UberX.

I think it would have worked no matter what. I think we had strong product market fit. But I think what was particularly interesting about free UberX Week, looking back on it 10 years later, in hindsight, was the competitive dynamics. So in a lot of ways, when we launched UberX, the main competitor was Lyft. And Lyft's flagship product was UberX.

And what a lot of people don't know about Lyft is when we started launching UberX, we let Lyft go first. And we had a policy that said, hey, if Lyft launches in a city, we are going to wait 30 days to see if the law enforcement comes after them. And then we're going to launch after that.

And what a lot of people don't know about Lyft is when we started launching UberX, we let Lyft go first. And we had a policy that said, hey, if Lyft launches in a city, we are going to wait 30 days to see if the law enforcement comes after them. And then we're going to launch after that.

And what a lot of people don't know about Lyft is when we started launching UberX, we let Lyft go first. And we had a policy that said, hey, if Lyft launches in a city, we are going to wait 30 days to see if the law enforcement comes after them. And then we're going to launch after that.

So as you probably know from Uber, that was a very abrupt, it was a very different tack that we had taken on other launches and it didn't last very long, right? We probably did that for like three or four or five cities and then we just started launching at the same time.