Carvana

“We've had great success with a small number of consultants that have joined, but you've got to look for that very specific type. It is the person who comes from consulting and says, I hate it. We do all the research and we make these recommendations and then w…”

“There are aspects of our business that are very people-centric, and I think we will want them to be people-centric forever. The person who shows up on your driveway and delivers your car even if that car were a self-driving car, I think, you know, there's stil…”

“You've got to serialize more as opposed to trying to parallel process.”

“It is an asymmetric advantage, but we always have them do Carvana problems and we'll try and make it something that is relevant to us.”

“And ultimately there are not 90 number one priorities that the fifth priority of a certain team might actually dominate the number one priority of many other teams, but they're not going to get to it because it's fifth on their queue.”

“We also don't hire Super, super senior people. We like to grow our talent from within”

“At one point we had 90 very small teams working in parallel.”

“We IPO'd at about two. We peaked at about sixty billion. We dropped back down to five hundred million, and we're back to fifty billion.”

“And what ended up happening Is as a result, we unclogged our network from sort of wasted excess transport that brought delivery times down for everyone. We have fewer late deliveries from this sort of excess clogging of the network and we sell more cars. So by…”

“We could license so many pieces of software that we've built. There's a lot of companies in, in our industry that would love to use software that we've built. The idea of us generating. Ten million dollars of incremental SAS revenue or a hundred million dollar…”

“I do not think that to sell twice as many cars, we need twice as many product managers or twice as many software developers. We should be expecting incredible leverage over our fixed expense base in those areas and expecting those people to cover more ground o…”

“Carvana first party logistics touches 90% of US driveways. So if you can get any car to either coast of the United States, we will get it to 90% of Americans within a week.”

“What we want is to automate everything and make everything self-service and intuitive. And if we can hit an API to get data on you to help our underwriting decision, instead of you having to provide a document to us, we're going to do that.”

“So if you can do More of the work yourself as a first party and drive those expenses down. Now that transaction is worth more to you than it is to anyone else. You're generating more of the profit pools, you're spending less, and you have a greater profit per …”

“We have a number of product managers in our organization that were customer advocates. They were on the phones listening to customers and dealing with customers all day, every day. We have ones that were loan underwriters. We have ones that did home delivery o…”

“I would say it can be valuable, but it is not what we index on. You know, when I'm hiring I use two attributes and I've sort of tried to pass this through the organization. The two I look for are horsepower and give a shit.”

“So several years ago, we took on an operating cadence where there is at least one executive team member, sometimes more than one, that meets with every single team in the company every single week.”

“We do like written communication. Written communication is hard to hide. You have to distill your perspective into clearly articulated prose and you can't hide and say, well, that's not what I meant. It's like, well, you wrote it down as opposed to if you just…”

“90% of our senior leadership has been with Carvana since before 2019, so well before the drop.”

“If you say I'm going to wait until the nine car hauler is full, then I can only tell you, I will get you your car somewhere between three and 11 days from now, which is not a good customer offering. And it's going to take a long time, which is low converting. …”

“There's basically not a single person at Carvana that's done their job before. Certainly not at the scale that we do it at.”

“We do not win by shipping features. We win by moving metrics. And ultimately, while there are so many input metrics and you should have a very clearly defined unit economics driven hypothesis for why we're taking on any given initiative, and you should have le…”

“And so my number one piece of product advice is, is always, if you can only change one thing and everything else has to stay constant, what is the one thing you're going to change? Imagine that future where that one change is as perfect as you can make it. How…”

“But if we're going to move a car a long way, we actually added in a non-refundable shipping fee to just create a little bit of friction at that moment to say, we're going to start moving this thing, but it's going to cost you money. And it's non-refundable.”

“And you can distill that into a unit economic impact. You can say, what is this doing to our cost per unit? Or what is this doing to our profit per unit? And we ask everyone to collapse their ideas into that unit economic framework so that they can be compared…”

“The fun thing about dropping by 99% is that the difference between a 98% drop and a 99% drop is another 50% drop.”

“I don't. I think that being the PM, you need to be obsessed with every aspect of the experience, and I think that you need to really intimately understand the system. And what I mean by that is that any good experience has so many inputs and so many outputs, A…”

“That it's at least 50% if not more about people and not just making product decisions. You know, fortunately I love people. I'm a pro social guy. I love my teams. But really the leverage is in getting lots of people to move with urgency and to care and to unde…”

“And if you can sell A commodity product and capture more profit than anyone else can. And I don't mean raise prices. I mean, capture more of the profit pools surrounding the transaction. In, in an automotive that is financing, that's insurance, that's acceptin…”

“And so what we did in 2022 is we went from 90 back to eight and we forced so much more Cross-functional prioritization.”

“The Excel model that our CFO, Mark Jenkins, built 10 years ago has been quite prescient. When we said, this is where our long-term margins will come from. This is where the economies of scale will come from. And these are all the areas that we want to vertical…”

“Whereas in our world, all of these systems are deterministic and algorithmic and have been built that way from day zero. And so we can have an LLM tell you, Harry, given your credit score and the VIN of the vehicle that you entered you have 3000 dollars of pos…”

“I think that we should be selling other people's cars and we want to be Amazon for cars. We want to be able to distribute the cars that consumers want.”

“In, in, in, in, in, in, in, in, in, our stock went down nine to nine percent. Our bonds were trading at like 40 cents on the dollar.”

“I would way rather take a person in any role that is respected by someone that I respect than someone who's done it before. Like, I don't, my personal view is like, I don't care that much if you've done it before. I really don't, and I don't care that much if …”

“Relatively speaking, I think we're weakest there, but because it's just a new set of capabilities that we have not invested in for a long period of time.”

“The superficial answer to that is no. I think it's a cost of the goal basically.”

“What matters to me in my life is, you know, I've got a family with three kids. I've got Carvana and I've got pickleball and I don't care that much about the rest.”

“If we would have, you know, priced it at 10 or eight or whatever to try to get some magical bump, we would have gotten a lot less money and would have been more likely to not make it across the line. And we would have, you know, taken more dilution for all of …”

“We're always running experiments, trying to learn, and I think that it's extremely early.”

“If success is the, is more important to you? I think you want to be public. I think that the things that people say about being Public are true. Like there are bad things, right? People are short-sighted and they focus on things that don't matter that much. Bu…”

“I think that we are built today. We have infrastructure in like, you know, without diving too much into like the details of what this means, we have infrastructure that I think clearly supports three million.”

“What I've come to believe over the last three years is that focus is very important and that for an ambitious company, it basically requires constant tending. Like every three months, you have to uncomfortably take things off of your, you know, board that you'…”

“I think debt is dangerous in general, and I think it's more dangerous for a company in a phase that we were in where you're not like positively cash flowing.”

“If I got to live a thousand lifetimes, I don't think that I would be likely to be part of something as big as Carvana in very many of those lifetimes. Because I think that there is luck in the world.”

“I think that it's a group of people that are not motivated by status as much as most are. And I think that that matters because I think that like a lot of times what creates the moments of change, like where people bounce from company to company, I think is it…”

“We went public at 15 and we came, you know, we were down to eight within a couple days.”

“You need to have your convictions and beliefs, but it is useful to sit there and be like, okay, but what is the one thing we're going to get 15 questions about? And then is that something where the market is just wrong and we don't care, which many times that …”

“Had we raised equity in the same dollars at the same time that we took out debt we would have taken a lot more dilution than let's say that we just like raised equity today and paid it off just to like, you know, allow you to do that math. We would have taken …”

“You know, you sit in a room where you're getting kind of like readouts on what's going on with the project and you ask questions and you figure out who's answering all the questions. And there tend to be a subset of people who everyone in the room, their heads…”

“And I do think that there's a very good chance we actually would have been successful raising money had we made that that choice.”

“We as a company, not to like dive too deeply into the specifics of us, but I think we faced a two year period where we focused on nothing but profitability. And I think that we've, you know, more recently been trying to find the right balance between profitabi…”

“And I think the market in my opinion is constantly kind of panicking about everything. It's constantly like over-evaluating all these kinds of micro data points.”

“The closer you get to the ground, the better you are, and I think that, like, the pressure of scale pushes everyone up the pyramid.”

“I think that like, as it sits today, I think you want to have. Meaningful physical processes where things are moving and ideally different business processes where the dots are connected in different ways. And then the software layer like makes all that happen…”

“And I think at the time that we were trying to do our early fundraisers, I think, you know, capital intensity, operational intensity were not popular. Marketplaces were very popular. That was kind of like the pattern people saw. Phoenix was not viewed as a mar…”

“When you have to solve 10 problems in a row, there's just not that many people that want to take that risk. I think there's people that'll take You know, two or three risks in a row, but when you've got like 10 in a row, it's just, it's very hard to find that …”

“You don't want to be a reaction to other people's reduced view of what you are when you're public. It's just cold. It's ruthless. It's a, it's just results. No, one's ever going to clap for you.”

“I think we've studied Amazon like forever as just kind of like, it's an incredibly analogous business to our business. There's a lot of like moving things. There's a lot of very similar problems that you face.”

“They made half a billion dollars plus from Carvana in the public markets buying when it was in the dumps and then writing that up.”

“It's easier to price a car than a house, right? The nuance you have to get right I would wonder, prove me wrong. You can get within seven, eight, nine percent pretty accurately on comps, but it's the little shit that when you walk around the house, oh, they ha…”