Uber Ceo Quotes

When Uber's new CEO, Dara Khosrowshahi, first came on board in August 2017, one of his priorities was to meet with women engineers. Alert to the damage done to the company's culture, he began by laying the groundwork for a psychologically safe workplace. As Jessica Bryndza, Uber's Global Director of People Experience, commented, “He [Khosrowshahi] didn't come in guns blazing. He came in listening.”58 The operative word here is “listening.

Curely is an app that brings board certified doctors from around the world to your smart phone without a middleman—a sort of Uber for medical care.

A few weeks later, Chesky decided that the founders of the struggling company should apply to the prestigious Y Combinator startup school, which invested seventeen thousand dollars in each startup, took a 7 percent ownership stake, and surrounded founders with mentors and technology luminaries during an intense three-month program. It was a last-ditch effort and Chesky actually missed the application deadline by a day. Michael Seibel, an alumnus of the program (and later its CEO), had to ask the organizers to let the company submit late. They got permission, and the co-founders were invited for an interview. Blecharczyk flew out to San Francisco and crashed on the living-room couch on Rausch Street, and the three co-founders gathered themselves for one last try.

Another similar story is the recent Theranos scandal, where the company’s CEO, Elizabeth Holmes (at the time of writing, on trial for wire fraud), managed to bilk unbelievable amounts of money from investors such as Rupert Murdoch, the Walton family (of Walmart fame), and many more, becoming America’s youngest and richest self-made female billionaire. Her company’s devices, which ostensibly could diagnose many health conditions from a tiny drop of blood, never actually worked. But the investors, who wanted to get in at the start of what might’ve been the next Facebook or Uber in terms of its transformative technological effect, managed to miss or ignore the obvious flaws. The story is told by the investigative journalist John Carreyrou in his unputdownable Bad Blood, John Carreyrou, Bad Blood: Secrets and Lies in a Silicon Valley Startup (New York: Alfred A. Knopf, 2018).

Metromile, which offers per-mile insurance. The company gives drivers a device that plugs into their cars to track how far they drive. The more they drive, the more they pay. Even better, Metromile can track the driving and match up trips with Uber rides, so the insurance company can see which of miles are personal miles and which are commercial. Metromile charges users only for the personal miles, since Uber covers the car when drivers are with or en route to passengers. “The existing model for insurance hasn’t been able to adapt [to Uber],” Metromile CEO Dan Preston said.3 “We have a technology that drives the insurance product.” More mainstream insurance companies, such as Geico and Progressive, have followed Metromile’s lead by offering ride-share insurance that caters to Uber and Lyft drivers.

Flywheel, which provides an app for users to summon taxicabs with their smartphones, will offer a flat $10 rate for all Flywheel-summoned cab rides within San Francisco from 8 p.m. Wednesday to 3 a.m. Thursday. The same price will apply in Seattle and Flywheel’s new markets of San Diego and Sacramento. “Uber can charge 30 times (normal) or whatever they hell they want to do, but we want to make sure anyone who takes a taxi pays a flat fee,” said Flywheel CEO Rakesh Mathur. (He clarified that the 30-times number was “just made up.”) That promotion will cost Flywheel a pretty penny. The startup will pay cabbies double what the metered rates would have been — so in effect, they receive surge pricing, without passengers having to pay it. While Flywheel doesn’t have the massive war chest of Uber, which has raised about $3 billion, it has a respectable $30 million in venture backing, including a recent $12 million round.