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0/2 resolved calls right
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◆ 5 sources
3
companies · 56 data points
I'll tell you that I'll tell you when I realize it's going to be a billion dollar company.
We are going to dominate every city that we go into
We are going to dominate every city that we go into.
when we're paying drivers $100 million a week, right? When we're paying drivers $100 million a week, like think about the impact
we're going to be in Saudi Arabia real soon
If we cap that surge or, you know, we make it so surge doesn't happen, we won't get those crazy headlines. But what we will get is what I call dark energy, which is people just won't count on us for being reliable
Travis Kalanick's company (Atoms/City Storage Systems) will close the acquisition of Pronto.
What happened: Travis Kalanick’s companies (Atoms and City Storage Systems) did not acquire Pronto; the acquisition never materialized.
Verify at source ↗CloudKitchens customers will begin deploying the robotic bowl machines in Q3 2025.
What happened: CloudKitchens did not deploy robotic bowl machines to customers in Q3 2025; no public rollout or pilot deployments were reported.
Verify at source ↗The labor cost for CloudKitchens customers running the robotic bowl machine will be between 7% and 10% of revenue.
What happened: No verifiable evidence exists that CloudKitchens deployed a robotic bowl machine or that labor cost fell within the stated range of 7%–10% of revenue.
Verify at source ↗The Waymo machine takes a hundred times more energy to drive a Waymo than a human does to drive a Waymo.
you got Waymo, then you've got Tesla fundamentals, science, hard mode times a hundred. And the question is, do they get there in what time scale? If, if they, and like, honestly, everybody's like, could happen tomorrow, could happen in five years. And I think that it's like, when does the chat GPT moment happen for vision is basically the thing. Let's call it vision without other sensors. So super inspiring, but like, what's the timeline on it?
in the uber world early days if you didn't have capital didn't matter how good your app was because masa is going to put a billion dollars into your competitor and you're going to lose 20 market share tomorrow so a critical competency in fact your world-class competencies one of them has to be raising capital and you to do it better than everybody else and if you don't you are going to lose
Uber had an autonomy project back in the day. And they have a different strategy these days. I haven't been there for a while.
Tesla is sort of like the, you know, they're doing it the hard way, you know, classic Elon style. Like, let's, let's do this sort of in a fundamental, holy shit, let's go all the way kind of, kind of approach. Uh, and it's unclear when it gets over the line. Of course he, he launched sort of a, a semi, semi pilot of sorts in Austin recently, but there's no other alternatives.
So, so in the U S we have Waymo, we see the Waymo's in San Francisco, Los Angeles, Boston, coming soon to Miami, coming soon to Atlanta, coming soon to DC. They're even talking about New York.
they're like Travis, you did autonomy way back in the day, got the Uber autonomous stuff going in 2014.
the deal was basically that you could partner with Uber license in the Pony technology and essentially start a competitor, I guess, to Waymo and Tesla.
They went from my 75 million a week to profitable.
we probably were around a billion. A billion. A billion and a half.
we had 20% of the overall entity, of the merged entity. But in order to do that in China, that's when we actually had to push our spend super hard because they had to be scared. So, I think at the peak, right as we were negotiating the term sheet, we pushed, we were burning, I think it was $75 million a week. It's a big number. Yeah. That was that. Yeah. And, but we knew we had the deal, but we only have the deal if they're scared. Right. This is a poker end. Our market share was skyrocketing as
the China war went global. And what I mean by that is the Chinese government, I think it was safe. There's some, I think they were called safe, it was like the sovereign wealth of China, CIC, there's like a few things like that. They started investing hundreds of millions and billions of dollars in all of our competitors globally to drain us of money so that it was harder to compete in China. They made Apple, and I'd love to have this discussion with Tim at some point. We had some interesting wo
So, yeah, I mean, it was a union problem, which is, it's very difficult to organize people who, in this classic area, which is very union organized called drivers, it's very difficult to organize them when they choose when they want to work. Their office is their own, it's their own, like nobody controls it. Like, there's just no control other than the control given to the individual. And so it was very disruptive to the union and their own business model. And so they had to cut it off at the kn
The average Uber driver during my, you know, let's say at the end of my tenure was eight hours a week. So they clearly like, it was clearly a side gig.
Any time we were doing surge pricing and our competitor wasn't, we knew we were gaining market share because somebody could just come to us to get a ride when in the other system they couldn't.
So surge pricing, there's another way to say it. Now, I called it surge pricing on purpose because I didn't want anybody to think we were trying to deceive them. Right. So we said surge pricing, like it's clear what's going on. But the other way to say surge pricing is called the lowest cost reliable ride. Because if surge pricing goes up too much, then you have drivers that aren't making any money. And by the way, they'll go to the competition. But if surge pricing is exactly, and by the way, i
Almost every city in the U.S. other than two, Portland, Vegas, we were number two in ride sharing for this reason.
each and every city we went to, we would wait for Lyft to launch. And then we would basically say to the city, we'd send them a letter saying, there's this really cool thing called ride sharing. This company called Lyft is doing it. We think it's great, but our read of your regs is like, it's probably not allowed. But if you don't enforce in the next 30 days, we're going to participate as well.
we would have a pricing call in the early days of Uber, where you cannot put it up in the app until you pass the pricing call. The first 30 cities, I was on that pricing call.
the difference with food versus rides is that the infrastructure was already there. You had a bunch of cars that were 98% unutilized. And so, you just had to light it up.
it's a little more fun when you do see product market fit and you can feel it get out there and you can watch it grow.
we are getting to a point where we're starting to compete with public transportation in terms of cost and quality.
you want to focus but you want to innovate. ... as you build up a really strong management team, like a really just, you know, guys that can really crush, like guys and girls, um that can really just crank. Um you are able to do more and that's that's what it comes down to
the room to grow is it feels limitless, but that's when you see a company the size of ours growing, you know, at the the speed that we're growing, um it just means there's a lot of room to go. I mean, it eventually has to slow down. It can't go forever.
New York taxi, right, is doing I think it's right around 700,000 trips per day. ... And you saw our global numbers, right? We are just scratching the freaking surface. Like we're just getting started.
we're in most major cities in the world
we're going to be in Saudi Arabia real soon
we're we're we're closer at 80 cities at this point
the only thing slowing us down at this point or the one of the main things slowing us down is getting enough cars on the road, enough drivers with enough cars.
vehicle financing was one of those things we did.
a good portion of the of UberX that's happening is remember we have taxi in San Francisco as well. So we're doing taxi and then those drivers are like well let's um you know those drivers are basically moving over saying look I can pick my hours I can build a business and I'm going to make more money right and it's obvious.
the number of trips we're doing in San Francisco is larger than the number of trips that are being done by the taxi industry.
when we're paying drivers $100 million a week, right? When we're paying drivers $100 million a week, like think about the impact
we're growing 20% plus month over month. Um right now 20% month over month on a $20 million number.
first 10 guys I called, three of them hung up, ... three of them were like, you know, I'm interested. Let's meet. And if you're cold calling and three out of 10 were like, let's meet, that's pretty good. You're like, we got something.
one of the things we're rolling out is, um, a feature where in the app you see surge pricing, you're like, I'm I'm not interested, right? You basically can say, look, just send me a push notification when the surge comes back down to 1x.
If we cap that surge or, you know, we make it so surge doesn't happen, we won't get those crazy headlines. But what we will get is what I call dark energy, which is people just won't count on us for being reliable
If you don't have an option, then we're losing because then we are the same as the taxi companies. We need to provide a reliable ride when you can't get one.
Our goal is to get the cheapest ride possible. Why? Because we are trying to become a mainstay in the transportation space. You don't do that by charging more than you have to.
the highest trip that was ever paid for was 9.25x on New Year's Eve.
The drivers are pretty excited about search pricing. Yes. They love search
everybody who knows the story about search Friday knows I'm of course it works
the industry itself is making sure that we can't come.
Miami has been the toughest is that we're not in Miami.
the bottom line is that you know the you know there are incumbents in any market space who have issues when new guys come in they lobby you know local government to sort of take the you know take them out right.
So actually, you want to bring Lincoln Town Car Service down to the top half of taxi service. We're going to price discriminate. So, we'll have high-end products and we'll have like, you know, cheaper products, right?
We are going to dominate every city that we go into.
It's 90% cheaper than a Lincoln Town Car. But you get a Lincoln Town Car.
I push a button on my iPhone or Android or even SMS. I push a button and in five minutes a car appears. I can see it coming to me. Um when it arrives, I get buzzed. I Uber has so on the map it shows you a car coming to you. A car coming to you on a Google map basically and it tells you how many minutes the driver's name and my billing information is already in there and my phone number is in there so I can text with the driver along the way. phones in all the cars so we see the exact route was t
the cities do not have jurisdiction really over us
The truth is you're just sending them a customer.
And all the drivers I've spoken to say they love it. Yeah. They're making more money from it.
I'll tell you that I'll tell you when I realize it's going to be a billion dollar company.
72% of all dispatch calls on a Saturday night to yellow cab go as no-shows.
we'll have high-end products and we'll have like you know cheaper products right so like you can get an iPhone that's really expensive that has all the memory all the action and you can get you know you can get an iPhone last year's matter last year's you can get the three three 3GS right and so we're going to do the same thing
We are going to dominate every city that we go into