Wayne Ting

When I first joined Lime, I think we were losing $3 for every dollar of revenue. The daily decay rate was 3%. So in the course of 30 days, your entire fleet was gone. So the business was completely upside down. I would say my first four years as CEO, I was constantly worried about Lime going out of business. Lime wouldn't have survived if we did not do that deal.

When I first joined Lime, I think we were losing $3 for every dollar of revenue. The daily decay rate was 3%. So in the course of 30 days, your entire fleet was gone. So the business was completely upside down. I would say my first four years as CEO, I was constantly worried about Lime going out of business. Lime wouldn't have survived if we did not do that deal.

When I first joined Lime, I think we were losing $3 for every dollar of revenue. The daily decay rate was 3%. So in the course of 30 days, your entire fleet was gone. So the business was completely upside down. I would say my first four years as CEO, I was constantly worried about Lime going out of business. Lime wouldn't have survived if we did not do that deal.

Very excited for the conversation.

Very excited for the conversation.

Very excited for the conversation.

Dara came into Uber at a very difficult transition. And I think what was really amazing was how quickly he reset the tone at the top. I remember one of the first things he did was he wanted to put out new values for Uber. There was a lot of criticisms about kind of the way Uber was acting or the way Uber was competing.

Dara came into Uber at a very difficult transition. And I think what was really amazing was how quickly he reset the tone at the top. I remember one of the first things he did was he wanted to put out new values for Uber. There was a lot of criticisms about kind of the way Uber was acting or the way Uber was competing.

Dara came into Uber at a very difficult transition. And I think what was really amazing was how quickly he reset the tone at the top. I remember one of the first things he did was he wanted to put out new values for Uber. There was a lot of criticisms about kind of the way Uber was acting or the way Uber was competing.

And I remember the one value that he put out that resonated the most was do the right thing. It sounds cliche and shallow, but I can't tell you how much it resonated with people all throughout the company. Winning is not enough. We win while doing the right thing. We win while doing the ethical thing. We win while treating each other with respect.

And I remember the one value that he put out that resonated the most was do the right thing. It sounds cliche and shallow, but I can't tell you how much it resonated with people all throughout the company. Winning is not enough. We win while doing the right thing. We win while doing the ethical thing. We win while treating each other with respect.

And I remember the one value that he put out that resonated the most was do the right thing. It sounds cliche and shallow, but I can't tell you how much it resonated with people all throughout the company. Winning is not enough. We win while doing the right thing. We win while doing the ethical thing. We win while treating each other with respect.

What I saw was that there was different paths to success and Dara brought a very unique set of leadership traits that in many ways challenge Uber to think about how can we be a better company and a better team.

What I saw was that there was different paths to success and Dara brought a very unique set of leadership traits that in many ways challenge Uber to think about how can we be a better company and a better team.

What I saw was that there was different paths to success and Dara brought a very unique set of leadership traits that in many ways challenge Uber to think about how can we be a better company and a better team.

It's really important not to make business decisions, moral decisions. I would actually take pricing out of a moral context. Companies throughout the world raise prices, lower prices millions of times a day. Amazon probably does it a million times in one day just on their own platform. Raising prices, lowering prices is not a moral decision. It's a business judgment call. And I think when we

It's really important not to make business decisions, moral decisions. I would actually take pricing out of a moral context. Companies throughout the world raise prices, lower prices millions of times a day. Amazon probably does it a million times in one day just on their own platform. Raising prices, lowering prices is not a moral decision. It's a business judgment call. And I think when we

It's really important not to make business decisions, moral decisions. I would actually take pricing out of a moral context. Companies throughout the world raise prices, lower prices millions of times a day. Amazon probably does it a million times in one day just on their own platform. Raising prices, lowering prices is not a moral decision. It's a business judgment call. And I think when we

bringing moral dimensions to business judgment calls, we actually shut down debate prematurely. Because if I'm saying, I'm not going to raise prices because I'm doing the right thing, then that assumes the person arguing for raising prices is doing the wrong thing. So it's very dangerous, I think, to put in moral consequences into a regular business decision.

bringing moral dimensions to business judgment calls, we actually shut down debate prematurely. Because if I'm saying, I'm not going to raise prices because I'm doing the right thing, then that assumes the person arguing for raising prices is doing the wrong thing. So it's very dangerous, I think, to put in moral consequences into a regular business decision.