Shervin Pishevar

was leading the round and i said to travis look we should get bonnerman on the board and get tbg as a counterweight to google because it's like if they're on the board you need you need a counter and then two bonnerman could call any leader in the world and he just passed away last week and so we had breakfast they hit it off And then they invited us to go to the Oscars with them.

was leading the round and i said to travis look we should get bonnerman on the board and get tbg as a counterweight to google because it's like if they're on the board you need you need a counter and then two bonnerman could call any leader in the world and he just passed away last week and so we had breakfast they hit it off And then they invited us to go to the Oscars with them.

So we got on the plane, flew to the Oscars, and then they were like, we're going to Asia, five countries in six days. Do you want to come with us? And they had their two planes. And Travis was like, sure. So we got on the plane. We got on the plane again, the mantra. We did five countries in six days. I think it was the first time that Travis was in China.

So we got on the plane, flew to the Oscars, and then they were like, we're going to Asia, five countries in six days. Do you want to come with us? And they had their two planes. And Travis was like, sure. So we got on the plane. We got on the plane again, the mantra. We did five countries in six days. I think it was the first time that Travis was in China.

So we got on the plane, flew to the Oscars, and then they were like, we're going to Asia, five countries in six days. Do you want to come with us? And they had their two planes. And Travis was like, sure. So we got on the plane. We got on the plane again, the mantra. We did five countries in six days. I think it was the first time that Travis was in China.

And then we introduced him to the CEO of Baidu. And that led to the joint venture that led to Uber China. So that was where it began. And then on that trip, we go to Hong Kong. We're at this restaurant and it's Bonderman, me, Travis, Coulter. And I go to the bathroom and Emil is at the stall next to me. And I'm like, Emil, what are you doing here? And he was like, I'm here for a wedding.

And then we introduced him to the CEO of Baidu. And that led to the joint venture that led to Uber China. So that was where it began. And then on that trip, we go to Hong Kong. We're at this restaurant and it's Bonderman, me, Travis, Coulter. And I go to the bathroom and Emil is at the stall next to me. And I'm like, Emil, what are you doing here? And he was like, I'm here for a wedding.

And then we introduced him to the CEO of Baidu. And that led to the joint venture that led to Uber China. So that was where it began. And then on that trip, we go to Hong Kong. We're at this restaurant and it's Bonderman, me, Travis, Coulter. And I go to the bathroom and Emil is at the stall next to me. And I'm like, Emil, what are you doing here? And he was like, I'm here for a wedding.

And I was like, we're all here, Travis. And he came over and that was it. We closed him that night and he became chief business officer and the rest is history. He architected the $15 billion raise. He had a massive impact on the trajectory of Uber and he became Travis's right-hand sparring partner in building Uber.

And I was like, we're all here, Travis. And he came over and that was it. We closed him that night and he became chief business officer and the rest is history. He architected the $15 billion raise. He had a massive impact on the trajectory of Uber and he became Travis's right-hand sparring partner in building Uber.

And I was like, we're all here, Travis. And he came over and that was it. We closed him that night and he became chief business officer and the rest is history. He architected the $15 billion raise. He had a massive impact on the trajectory of Uber and he became Travis's right-hand sparring partner in building Uber.

Look, it costs a lot of money to compete with Didi and the other companies. And essentially, these companies in China are favorite. It was remarkable that we got permission to launch, first of all, as a US company, because like Google, Facebook, they never were able to launch Uber.

Look, it costs a lot of money to compete with Didi and the other companies. And essentially, these companies in China are favorite. It was remarkable that we got permission to launch, first of all, as a US company, because like Google, Facebook, they never were able to launch Uber.

Look, it costs a lot of money to compete with Didi and the other companies. And essentially, these companies in China are favorite. It was remarkable that we got permission to launch, first of all, as a US company, because like Google, Facebook, they never were able to launch Uber.

And so we were really one of the first to be able to launch a consumer internet product that was an American invention inside of China. So that that was remarkable. I thought it was worth given the size of the market to as part of our global expansion to be present. And to also mitigate the risk by having a joint venture partner that is as strong as Baidu.

And so we were really one of the first to be able to launch a consumer internet product that was an American invention inside of China. So that that was remarkable. I thought it was worth given the size of the market to as part of our global expansion to be present. And to also mitigate the risk by having a joint venture partner that is as strong as Baidu.

And so we were really one of the first to be able to launch a consumer internet product that was an American invention inside of China. So that that was remarkable. I thought it was worth given the size of the market to as part of our global expansion to be present. And to also mitigate the risk by having a joint venture partner that is as strong as Baidu.

Our fund, we put 50 million into the beginning of Uber China and then later put another 50 million into Didi when they merged. And this was when you were doing Sherpa? Yeah. How big was Sherpa? Sherpa, our first fund was small, like 153 million. Second one was like 175. And then the third one we- Yeah. So to put 50 in, you're like- Yeah.

Our fund, we put 50 million into the beginning of Uber China and then later put another 50 million into Didi when they merged. And this was when you were doing Sherpa? Yeah. How big was Sherpa? Sherpa, our first fund was small, like 153 million. Second one was like 175. And then the third one we- Yeah. So to put 50 in, you're like- Yeah.

Our fund, we put 50 million into the beginning of Uber China and then later put another 50 million into Didi when they merged. And this was when you were doing Sherpa? Yeah. How big was Sherpa? Sherpa, our first fund was small, like 153 million. Second one was like 175. And then the third one we- Yeah. So to put 50 in, you're like- Yeah.