The Ledger, every show

“Benchmark was running a war room. They were an unspoken activist investor that was creating a once a week crisis.”

“They made Apple invest a billion dollars in Didi, and Apple doesn't invest anything in anybody.”

“We had never at Uber, we never Got a regulation passed that would hurt a competitor. We never would do that. That's just not how we rolled. We never donated to a campaign. Ever. To try to get something passed.”

“I never did that. Like we never did that. We basically never ever Proposed or pushed any rule that would be beneficial to us versus somebody else.”

“I continue to stand by every decision I made at Uber.”

“If an investor is running a political oppo campaign against you for six months, sort of generating a crisis every week for six months straight, it's going to wear you down.”

“And if people are taking Ubers today in New York and wondering why it's so expensive, And why it's getting more unreliable. It's because after I left Uber, they started passing a bunch of laws that are turning Uber into the taxi system. They've, they have a li…”

“And what happened is the sovereign wealth their sovereign wealth funds in China started pouring billions of dollars into my competitors, Uber's competitors in different regions, so that they would subsidize in those regions and drain my resources.”

“Because we can go to a gold mine right now, go to a gold mine CEO and ask whether he wants 20% more gold per year. Why? Because when you automate it, that's the output.”

“Is production of food going to get automated? And is the delivery of food going to get automated? I think we'd all say yes. And if that's the case, then there will be a service that, that prepares and delivers that food at cheaper than going to the grocery sto…”

“The pronto technology has got gotten past human productivity, which means you go to a gold mine CEO, you talk about go to market, you go to a gold mine CEO and you say, would you like to have 20% more gold per year?”

“When the food is coming out of our facilities, there's probably like a machine that holds food at temperature. That's like a box on wheels. I call them autonomous burritos and It brings it to your home, and it costs 75 cents instead of, like, the 12 dollars pe…”

“The meaningful thing about Adam's food is, can you make the preparation and delivery of a quality meal so efficient that it approaches the cost of going to the grocery store? If it does, You do to the kitchen what Uber did to the car.”

“In this particular case, Yuri was almost coming over the top, so we got to three 75, with a three seven hundred seventy five million pre, with a 16 Z. Yuri almost came in at 400, but he was like, nah, I can't do it.”

“And he said, look, I know we talked about three 75, but went to the partnership. They don't agree, or they just didn't think it was the right number. We're the best we're going to be able to do is two 10.”

“Our timing program was like second to Waymo, but catching up at the time.”

“Once we get the couriers, the robotic couriers, you go from 12 dollars a drop for each meal to 50 cents. A dollar of distribution cost per meal.”

“Guys, like, we should watch for this in the autonomous car space too. Cities may get acute and start doing things like that. And what they did on scooters, they could do on cars.”

“The Waymo machine takes a hundred times more energy to drive a Waymo than a human does to drive a Waymo.”

“Until we get super AGI. Humans are valuable, and they are going to become more and more valuable because they will be the long pole in the tent to progress, and that progress is going to accelerate and get faster and more, you know, more robust, except If you'…”

“When AI gets cheap, you know what's going to happen, guys? There's going to be a lot more AI, right? I don't think, I think the price elasticity on this one is actually positive. So as the price goes down, the revenue usage, everything's going to go up.”

“2009, if we took 2019 spend, right, the year before COVID, and put it up against 20, 24 revenues, five hundred billion dollar surplus.”

“If all of the miles in California went EV ride sharing, you would need to double the energy capacity of California.”

“Even getting 20% more, 10% more is going to be a gargantuan five to 10 year exercise.”

“I got threatened by the city of San Francisco and the state of California three months after we launched Uber with 90 days in jail for every ride that had occurred.”

“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 and get a ride when in the other system they couldn't.”

“So we were spending, let's say tens of millions of dollars a month fighting DD in all these cities.”

“Five rooms, 12 hours, one week... So I'm in the two hundred fifty million dollar check or over a room. Then there's like a hundred million dollar room and a fifty million dollar room and a twenty five million dollar room. And there'll be a guy in the twenty-fi…”

“Anthony Lewandowski, of course Eric Maihofer, who ran Uber's advanced technology group. He's running food robotics.”

“We had thousands of employees who were not allowed to put our company on LinkedIn.”

“I announced earlier today we did a 1.7 billion dollar raise.”

“I know a company, remain unnamed, that's spending three and a half, this is on the supply chain side, three and a half billion dollars a year on forklift labor in their facilities.”

“DoorDash was five percent market share when I left.”

“So people know it as cloud kitchens in the U.S., but it's Casinos Aqueltas in Latin America. And we have different names. That means, like, magical kitchens, essentially. We have, like, Kitchen Valley in Korea. We have Flash Kitchen and three other names in Ch…”

“When I left Uber, 13% of all San Francisco miles were Uber miles.”

“Yeah, but it's not rare. It's what you have to do to the land is aggressive, and what's rare is the, is, is where the, where are the places they'll let you do it that you can also sort of get people to.”

“Till today, employees were not allowed to put the name of the company on their LinkedIn. We have thousands of employees.”

“We would basically, once they said they were interested, we would then give them a piece of paper. It was like digital, but it was like, you need to fill out this table, which is This valuation, how much money you want to put in this valuation, how much money,…”

“When they're running our machine, it's between seven and 10% of revenue.”

“Uber Eats and DoorDash, they represent like 1.8% or two percent of all meals right now.”

“Look people will cook in the future as a hobby.”

“We, of course we have the real estate, so we have kitchens, you know, tens of thousands of kitchens around the world.”

“We're seeing 18% of all online delivery in the U S as an example our software is touching.”

“And let's be clear, the average Uber driver during my, you know, let's say at the end of my tenure was eight hours a week.”

“So I think at the peak right before, right as we were negotiating the term sheet, we pushed, we were burning, I think it was. Seventy five million dollars a week.”

“So we turned a bill and a half into eight or nine. I can't remember the exact math, but it's something like that.”

“It's actually when I first met Wan Shing at Meizuan, actually. And he told me I was crazy. Don't do it. It's the worst idea ever.”

“At some point, probably our top 10 cities were all Chinese cities. That's wild. In rides. Yeah. Not in revenue because the rides instead of like at the, in my day, 13 bucks, 15 bucks, whatever they were, these were like three bucks, two bucks type stuff.”