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There's hundreds of millions of people that are card members at AmEx - all of them should be using Uber.
I think a lot of folks feel like Uber was a company they missed out on. Sequoia passed on us three times.
If you get stuck too much with the way you want the world to be, you will find that the world passes you by.
Safety is number one at Uber... so we make sure the system is in place so riders get the safest ride possible.
Immigration and openness to refugees is an important part of our country's success and, quite honestly, to Uber's.
I'm an engineer by trade, and what engineers do is they go and build, and they don't think a lot about storytelling.
The folks who rock Uber value their time; they appreciate nice things with a taste of luxury and loathe inefficiency.
If you are focused on profits right out of the gate, you're gonna have the smallest profitable business that has ever been seen.
Imagine if we could create the most just workplace in the world. We would naturally be a magnet for all the great minds out there.
We did a year of Uber in San Francisco before we went to a second city. You get those processes down, then you really get started.
In some way, L.A. respects the young guy that's out there just trying to make it happen, but in some ways, they disrespect that, too.
Keep the competitive leads warm, get your deal oversubscribed, because until your deal is done, it's just a nice fantasy in your head
If Uber wants to catch up to Google and be the leader in autonomy, we have to have the best minds. We have to have all the great minds.
Millennials aren't buying cars anymore. They don't want to drive. They don't want to own these cars. They don't want that inconvenience.
You're asking somebody who has a wife and is really happily married, 'So, what's your next wife going to be like?' And I'm like, 'What?'
The ability for somebody to put their arm out and get a taxi is fundamentally different then having a 10-minute pickup time. It just is.
I spent a disproportionate amount of my time in a car in L.A. I'm 35 years old. If you add up the hours spent in cars, it would be years.
Even before you get to self-driving vehicles, there's just a huge amount of positive things that happen to cities when you do ridesharing.
If you're operating from strong principles, you can compromise when the person on the other side is operating from principles you respect.
Surge pricing only kicks in in order to maximize the number of trips that happen and therefore reduce the number of people that are stranded.
I was the straight-A student but sort of a little bit of debating my parents all the time, trying to find when they weren't logically correct.
We like to think of Uber as the cross between lifestyle and logistics, where lifestyle is what you want and logistics is how you get it there.
If you can make it economical for people to get out of their cars or sell their cars, and turn transportation into a service, it's a pretty big deal.
Based on my experience, I would say that rather than taking lessons in how to become an entrepreneur, you should jump into the pool and start swimming.
We're in the business of delivering cars in five minutes, but once you can deliver cars in five minutes, there's a lot of things you can deliver in five minutes.
There has to be a large number of people and routes that are lined up together. One part is liquidity and the other part is product - there's a lot that can go wrong.
You want supply to always be full, and you use price to basically either bring more supply on or get more supply off, or get more demand in the system or get some demand out.
In a lot of ways, it's not the money that allows you to do new things. It's the growth and the ability to find things that people want and to use your creativity to target those.
When you start to automate, you start to do the self-driving thing, you make it much more efficient. When these cars go into self-driving, you start to become a robotics company.
I think that's where the world is going. People will not own cars; they'll have a service that takes them where they want to go, when they want to go there. And that's what Uber is.
Uber is efficiency with elegance on top. That's why I buy an iPhone instead of an average cell phone, why I go to a nice restaurant and pay a little bit more. It's for the experience.
Uber is efficiency with elegance on top. That’s why I buy an iPhone instead of an average cell phone, why I go to a nice restaurant and pay a little bit more. It’s for the experience.
You have to find ways to find that center, to find that balance, to find sanity, because again, we are getting bigger, and people look at us that way. We have to find that new balance.
My politics are: I'm a trustbuster. Very focused. And yeah, I'm pro-efficiency. I want the most economic activity at the lowest price possible. It's good for everybody; it's not red or blue.
My politics are: I'm a trustbuster. Very focused. And yeah, I'm pro-efficiency. I want the most economic activity at the lowest price possible. It's good for everybody, it's not red or blue.
If there was a mobility service that's cheaper than owning a car, more reliable, and you get to sit in the back seat instead of being stressed out in the front seat, why would you own a car?
If you bring that scrappy fierceness with you it works until you get big, when really pushing all the way really feels uncomfortable...When you're the little guy that's lauded, that's heroic.
I'm a passionate entrepreneur. I'm like fire and brimstone sometimes. And so there are times when I'll go - I'll get too into the weeds and too into the debate, because I'm so passionate about it.
There are a lot of rules in cities that were designed to protect a particular incumbent, but not to move a city's constituents, a city's citizens, and the city itself, forward. And that's a problem.
There's been so much corruption and so much cronyism in the taxi industry and so much regulatory capture, that if you ask for permission upfront for something that's already legal, you'll never get it.
What I like to say when you get into something that feels like a bubble or, at least, feels irrational is that you still want to build a company that has a strong discipline, business-building culture.
In China, the government is involved in business in many different ways. They're involved in media and business. When you go to China, you have to rethink how you're doing everything. You have to become Chinese.
I've been an entrepreneur since I was 18. I started a company with a bunch of buddies that got funded in my senior year, and that's when I finished school. It was called Scour, a peer-to-peer service, file-sharing.
Every problem is super-interesting and has its own nuances, and you solve it today, but you try to solve it with an architecture. You build a machine to solve the problems that are like it later. And then you move on to the next.
Imagine if you put many, many years of your life into something and were passionate about it, and you spent every waking moment putting love into it and trying to make it better, and people didn't understand that. You'd want them to.
As much as I'd love to give everybody a really cheap option, it's just simply not possible in certain sorts of extreme events... I guarantee that our strategy on surge pricing is the optimal way to get as many people home as possible.
What I've learned as we've gotten bigger is that it's really, really important for us to take all the opportunities to tell our story, because as we grow and have a bigger impact on cities, if we don't tell our story, somebody else will.
When theres no other dude in the car, the cost of taking an Uber anywhere becomes cheaper than owning a vehicle. So the magic there is, you basically bring the cost below the cost of ownership for everybody, and then car ownership goes away.
After Scour, I started a company called Red Swoosh. The idea was to take those litigants who sued us for a huge amount of money and turn them into customers with the same technology. I wanted to get them to pay me. It was a revenge business.
I think Uber is just very different; there's no model to copy. It may be the reason why we've been a lightning rod in so many ways, because we don't do anything conventional... And then I think also, as an entrepreneur, I'm a bit of a lone wolf.