00:00:00
the reason that he was kicked out is because of this toxic culture some big news that took place on Christmas Eve if
00:00:08
you missed it Travis kenck planning to leave the board at Uber and when he showed me what he was working on I
00:00:13
immediately said hey can I invest a popular 70 billion doll ride sharing company is searching for a new CEO to
00:00:19
take the wheel so you want to talk about structure being completely screwy competition is good I'll bet my entire
00:00:26
network that Uber will be here and thriving in 10 years you're you're at War prematurely with your customers
00:00:33
sorry about [Music] that all right [Applause] everybody my guy um uh I can't believe I can't believe I
00:00:54
get to sit down with one of the most famous investors in Uber I'm honored I'm honored to be
00:01:02
here um we we wanted to have a surprise for you every day uh I've been you know Travis and I have been friends for 25
00:01:10
years um the first time I interviewed Travis was 1999 I was doing a little magazine out here digital Coast reporter
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you were doing a little company called scour um which was a peer-to-peer Network to share
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files um and you were 22 years old I was 28 I think if we put those two numbers together just don't let people do the
00:01:30
math you know it's just like just keep moving was a while ago 1999 um and um I just
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remember the enthusiasm drive and fire that you had at that time and it always struck me I said to myself I don't know
00:01:47
if he's going to win on this one I'm pretty sure he's going to get his ass handed to him in fact correct correct um
00:01:54
but I know this guy's going to win big in the future and and sure enough uh we got to go on a great journey together
00:02:00
with Uber and now again with Cloud kitchens and I every year when we're hanging out I
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say since you left Uber I say you know whenever you're ready let's have a conversation and here we are and then
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you call me every year I call you every year if you're ready just and I'm just a
00:02:16
block away from you you're Alma moer UCLA let's go come on I'm like all right let's let's go and
00:02:24
this year you said okay so here we are um let's chop it up let's talk about Cloud kitchens you have since uh you
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left Uber been working extremely hard and quietly on cloud kitchens what is the vision what is cloud kitchens for
00:02:40
people who don't know well uh so yeah I mean it it is kind of funny when you go from being a tech guy to a
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kitchen guy I mean that's interesting um look food has I think we all know like food is it's at the center of the Human
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Experience the center of humanity and just just how we live but it's got a lot of
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problems Health cost convenience like all that stuff and it could be a hell of a lot better and so um of course in my
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last at my last gig we did Uber Eats it was a starting point but the difference with food versus rides is that the
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infrastructure was already there you had a bunch of cars that were 98% unutilized
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and so you just had to light it up but to do food right you needed to build the infrastructure and so the mission for
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our company is infrastructure for better food and the idea is like can you get the preparation and delivery of food so
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high quality and most importantly so cost efficient that it starts to approach the cost of you going to the
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grocery store if that happens you do to the kitchen what Uber did to the car and so the quiet part is like we go and
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buy real estate we do construction we then go talk to the center point of what matters in food
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which is the restaurant tour the entrepreneur who's making it who does it just because I mean it's a labor of love
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you got to have a deep passion for food and a deep passion for people because otherwise you couldn't survive in that
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world uh but these guys are like like true blue entrepreneurs and they are our customer and you do it from their
00:04:34
perspective and you help them get their vision for what they're doing out there and do it super super efficiently um and
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so we like to say we serve those who serve others we're not the restaurant we're the guys
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underneath and uh currently I think we have real estate we we have facilities in all the major cities in 30 countries
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around the world um we also have a software division so we have hundreds of thousands of restaurants using our
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software stack um and we have a robotics division um that you know got going with
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a lot of the original sort of uber atg guys Advanced Technology Group the the autonomy guys so we got that crew
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together and um have really you know robots that are going to that already are out there but are going to
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be out there in a really big way over the coming you know quarters and years so the premise of uber was hey press a
00:05:34
button we move you or anything from point A to point B what a profound simple but profound um insight as an
00:05:42
entrepreneur and the Insight here is hey getting you food uh quickly efficiently and then making it easier
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for a restaurant tour to pop up a restaurant tell us the economics of a food brand um when Jade and I and the
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family were out here here on vacation over the summer at Manhattan Beach we had a wonderful experience of ordering
00:06:04
gwenneth Pal's Cloud kitchen and these new brands great um yeah great great new brands popping up um talk about the
00:06:12
economics for that food entrepreneur I mean It's just tough I think most of us know a restaurant tour some of us may
00:06:20
have even tried to do a restaurant or be a part of it in some fashion I like I said it's a labor of love but like your
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big costs are going to be labor let's call it between you know let's call it 30% but it can range from like 25 to 40%
00:06:35
of your overall Revenue occupancy which is the the physical space itself uh let's call it between six and 12% of
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Revenue uh supply chain is 30% uh marketing let's call it 10 um I know I'm missing something somewhere but
00:06:54
those are the that's the big stuff and a successful restaurant's going to have a
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10 % profit margin and be really pumped about that wow um and so yeah that's just how it works um you know one thing
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I wanted to say just sort of the high level to like sort of how do you connect the dots on like sort of where
00:07:12
Innovation is going is that um you know my sweet spot is digitizing the physical
00:07:17
world and you know you could take that to mean a lot of different things but it's basically treating atoms like
00:07:25
bits and so we know the bits world is a computer okay computers well CPU manipulates the bits storage stores the
00:07:33
bits Network moves bits from point A to point B but if you're treating atoms like bits you go CPU manipulates the
00:07:42
bits what manipulates atoms that's manufacturing storage stores bits what stores atoms that's Real Estate Network
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moves bits from point A to point B what uh yeah what moves atoms well that's transport of logistics and so
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these are the three sort of core Computing resources in a atoms based computer and you can say my last gig was
00:08:11
so much about the network for the physical world but there's just a huge amount of innovation left in compute and
00:08:20
storage for the physical world also known as digitized manufacturing and digitized
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real estate and so our company is really sort of building atoms based computers and sort
00:08:33
of our first computer is really a food computer so that's kind of how we think about it yeah um let's take a look at
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the video of um some of the robots uh that are making food in Cloud kitchens [Music]
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and that's our lab we're doing that in house all in house yeah all this stuff is in house
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[Music] [Applause] [Music] so we call this part like look ma no hands right so once the dispensers are
00:09:48
full of food nobody touches it and what comes out on a conveyor belt is bags of food
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that get delivered amazing right so you know LED bag sealed you get the general idea so
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now you have a a restaurant that can asynchronously produce for consumers from what labor is doing and the labor
00:10:11
is primarily on the on the prep side of things so we see there's kind of vessels
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there um I'm assuming they have ingredients in them the bowl goes by stuff gets dropped in organized covered
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put in a bag label goes on the human has no part in that except for maybe preparing and and filling prep let's say
00:10:33
you have prep in the morning this machine can run for hours without anybody there um and so you know there's
00:10:42
interesting you know so so it just becomes a more efficient thing so the if you want to do to the kitchen what Uber
00:10:49
did to the car you have to make sure two things happen one is that you need the logistics the movement of food needs to
00:10:56
go to the cost of that needs to go to zero this is a autonomous vehicles things along these lines and then the
00:11:02
production of food must also get uh sort of roboticized mechanized essentially those two things happen and then we can
00:11:11
always cook but it can be out of choice and um you know I like to say I like a I
00:11:17
I like horses but I don't ride a horse to work and so um you can get higher quality food to the people at a lower
00:11:25
cost and just give people the most precious of commodities back which is called time to do all the
00:11:32
things all the other things in life that they love and you're strategically placing these Cloud
00:11:38
kitchens um in I get I would assume very lowcost real estate but that's at very key uh locations that make it very
00:11:49
efficient to uh deliver the food yeah yeah so on the software side we we have a software stack that like I said
00:11:58
hundreds of of thousands of restaurants use we're seeing 18% of all online delivery in the US as an example our
00:12:07
software is touching so because we see where all of the delivery is we know where to put a delivery only restaurant
00:12:16
facility um and so we find distressed real estate or sort of unique situations where it's hard to develop and we've
00:12:24
built a competence in sort of turning that into a 30 kitchen facility that we then lease those kitchens to restaurant
00:12:32
tours let's talk about the Playbook this is something you worked on really hard at Uber hiring Josh in New York will in
00:12:41
La we had a podcast and you were set on that podcast years and years ago hey I'm
00:12:46
looking for some people to run some cities to run Uber and you found this eclectic group of Samurai and you let
00:12:54
them go um and man they cooked yeah talk to me about that management principle and your management principles hey be
00:13:03
pumped you know and and bringing that enthusiasm that fire and letting those cities cook because most people have
00:13:10
this top down they do things sequentially you've really and and in those early days got more and more
00:13:17
emboldened and excited about doing things in parallel and letting people make mistakes in those regions and
00:13:24
learning they could I remember Josh started doing messenger delivery you let other people deliver kittens for a day
00:13:30
to an office to that was a funny thing yeah JD Vance that's when he uninstalled Uber um no kittens um but cookies
00:13:38
whatever it was ice cream trucks yeah talk about that model of letting you know a th flowers bloom letting these
00:13:45
Samurai go crazy so look we had a a cultural value at Uber called let Builders build and I'm sure it was there
00:13:55
are other companies that I think may have said that before us uh but we we certainly took a hold of that and look
00:14:01
as it related to our GM model and and how to empower GMS to do well it starts with who is the person and we I always
00:14:10
felt that the the magic making happens when you cross uh sort of uh creative instincts with
00:14:20
analytical capabilities or prowess really so we would just design tests that sort of simulated what it would be
00:14:28
like working together that tested their creative stuff their secret their secret
00:14:36
sauce and creativity but would create problems where it was crossed with the necessity to analytically solve problems
00:14:45
got it and so you put those two things together with a hungry person that maybe just got out their MBA or let's say
00:14:53
equivalent and they're fired up and ready to go and you Empower them and then you put
00:15:00
very simple controls to make sure that they're check that like like like waypoints that in order to go further
00:15:09
they have to pass that test once they're in the job and just simple things like we would have a pricing call in the
00:15:17
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
00:15:24
on that pricing call and the thing about price when it comes to Transportation it's a amalgamation of all strategy
00:15:31
across everything across what does your cars look like what's the supply the supply uh what does uh what does Metro
00:15:40
or public uh public transport look like what is cost of Labor in that City uh what are their General alternatives for
00:15:47
getting around what are regulations like ultimately becomes a service with a price you pass that and then you run you
00:15:55
get to run a city but that means the previous 30 days or 90 days when they're just doing lots
00:16:02
of stuff I don't have to worry and then they get to that point they pass the test they know what the criteria for
00:16:10
passing the test is so it forces them into the right mode right let's talk about strategy you know one of the great
00:16:19
privileges of of getting to be involved you know in your journey for a little bit was we would talk sometimes late at
00:16:26
night weekends uh when there were really dicey strategy moments and I'd ask you what you're thinking and we would just
00:16:34
jam out and a couple of those conversations I remember calling you in a panic after having taken a lift a ride
00:16:42
chair and we were only Uber black yeah and I said trais I just got out of this [ __ ] thing it's $16 it would have
00:16:48
been 60 I'm pricing sensitive but man this is going to change everything and you're like jakow and I said don't you
00:16:54
don't understand J no this is disrup and you said we're launching it next week we
00:17:00
got it you know it is disruptive and you saw you know the the Lincoln Town Cars were so brilliant you know because there
00:17:07
were such high margins but you saw the disruptiveness of of the rering thing and then surge pricing we had a big
00:17:13
debate about tipping let's talk about some of those seminal moments in product design yeah and
00:17:20
competition because this was not happening in a vacuum people forget there was sidecar there was lift yeah
00:17:26
and then there were Regulators this was a war yeah so I mean kind of a funny story I'm not sure if I've ever told you
00:17:33
this you were you were only six weeks behind Zuck right which is I first heard about Lyft from Zuck H and he's
00:17:43
like yo yo I think you have a situation on your hands and like Su would sort of do that
00:17:50
like with like a little [ __ ] with you kind of sit yeah kind of like that yeah he's he's a puck
00:17:56
yeah and I'm like thank you and um but the thing was was look it was at the beginning that was like they
00:18:07
called their rides donation it was a donation thing it was non-commercial because there was no insurance there was
00:18:17
no regulation there was basically just citizen giving another citizen a ride across town and we didn't do anything
00:18:24
about it for 9 months because we were already getting our asses hand handed to us and we were doing the legal thing and
00:18:31
so I'm like dude like we're we got like I got threatened by the city of San Francisco and the state of California 3
00:18:37
months after we launched Uber with 90 days in jail for every ride that had occurred yeah so then this thing is like
00:18:46
it's a donation I swear and by the way if you don't give the donation they suggest then you get kicked off the
00:18:51
system yeah right so we're like H we're not going to do that and we saw Lyft eating our market share up from the
00:18:59
bottom up because they didn't have insurance or regulation or any of these other things and then nine months into
00:19:07
it uh the city of San Francisco the state of California because it's was a California pu said ah you know it's
00:19:14
totally fine and then we're like oh [ __ ] so then we hustled got our thing going which is
00:19:22
called would at the time was called peer-to-peer ride sharing right um and then just got working and um um the way
00:19:29
we did it was like the reason we didn't do it in the first place is because it was clearly not like legit and but then
00:19:37
California said yes and so I made a PCT with myself that was like I'm never going to let this happen again and so
00:19:44
each and every city we went to we would send we would wait for Lift to launch and then we would basically say to the
00:19:52
city we'd send them a letter saying there's this really cool thing called ride sharing this company called lft is
00:19:57
doing it um we think it's great but our read of your regs is like it's probably not
00:20:05
allowed because you're thoughtful you want to be thoughtful but if you don't enforce in the next 30 days we're going
00:20:14
to participate as well great so almost every city in the US other than two we can talk about those two by the way but
00:20:23
in all every city in the US other than two Portland Vegas we were number two in R
00:20:30
sharing um be for this reason um and we did this actually internationally we did it across Europe
00:20:36
we did it everywhere there were other folks that were out there and we would talk to the regulatory guys say if
00:20:41
you're going to enforce do it but if you're not we're going to participate yeah and that work that's kind of how we
00:20:45
rolled and surch pricing was an interesting one you know um the Brilliance of the of the Uber
00:20:53
Marketplace was in many ways tackling demand and figuring out a way to get uh drivers to come out on New Year's Eve
00:21:05
the worst night of their lives to drive and you came up with a pretty novel approach which is hey we'll
00:21:12
pay you double we'll pay you triple yeah and if you don't want to participate in
00:21:16
that as a customer that's fine but we think availability is more important uh than necessarily having standardized
00:21:24
pricing and man the world got very very upset at this and you and I talked about when you
00:21:30
explained it to me I said that makes logical sense and I said you know what we should do we should write a blog post
00:21:35
and that blog post is still up I think where you just explained it to people I thought Uber took down all my blog posts
00:21:39
they probably yeah that might be a little but this blog post where you just said hey here's how to handle New Year's
00:21:44
Eve leave at this time go back at this time but we need to get these people on the road and they deserve to be
00:21:50
compensated so surge pricing there's another way to say it now I called it surge pricing on purpose
00:21:57
because I didn't want any body to think we were trying to deceive them right so we said surge pricing like it's clear
00:22:04
what's going on um but the other way to say surge pricing is called the lowest cost reliable
00:22:14
ride because if surge pricing goes up too much then you have drivers that aren't making any money um and by the
00:22:22
way they'll go to the competition but if surge pricing is exactly at and by the way if surge
00:22:27
pricing is not enough you're not not going to be able to get a ride because too many people are going to want it and
00:22:30
there won't be enough cars sech price in the right spot it draws enough Supply in and fends off enough customers and
00:22:40
the market clears so it's the lowest cost reliable ride and that's why we knew it was a winner even when all of
00:22:47
the competition and the world generally was like hating on this idea anytime we were doing surge pricing and
00:22:56
our competitor wasn't we knew we were gaining market share because somebody could just come to us and get a ride
00:23:01
when in the other system they couldn't so you're proving reliability you're proving it's the lowest cost reliable
00:23:08
ride that's it yeah um take me to you know real quick led to a massive super interesting Logistics
00:23:22
cross with economics problem where at the peak I mean and I don't know what it is at Uber today but it was like I don't
00:23:30
know like 150 phds working on this problem that we just described huh inside the company yeah which is like
00:23:39
how do you find that lowest cost reliable ride is a very very difficult problem in a live Logistics system like
00:23:47
this let's talk about Regulators in relation to people being independent contractors this is when I realized the
00:23:54
Press was acting without good faith data or logic and as a former journalist you know it was kind
00:24:02
of eye openening to me to be on the other side of the table and watching this happened because we knew full well
00:24:09
based on driver data that they loved their jobs at Uber because they had Free Will and they could go and do any other
00:24:16
job they wanted and let's be clear the average Uber driver during my you know let's say at the end of my tenure was
00:24:23
eight hours a week so they clearly like it clearly a side gig yeah side hustle and they wanted the
00:24:32
flexibility over everything else work when I want don't work when I want and then these
00:24:40
Union politicians and everything said no and the people who own the medallions and this is a cobal of really bad actors
00:24:48
who were saying no they have to work a shift and they have to go work for somebody who owns a medallion who gets
00:24:55
50 60 70% of the economics and they portrayed us or you as the bad guy in all this and this was the exact opposite
00:25:05
of the truth so um yeah I mean it was a union problem which is it's very difficult to
00:25:13
organize people who in this classic area which is very Union organized called drivers it's very difficult to organize
00:25:24
them when they choose when they want to work their office is their own it's their own like nobody controls it like
00:25:32
there there's just no control and so other than the control given to the individual and so it was very
00:25:39
disruptive to the union and their own business model and so they had to cut it off at the knees and so that became a
00:25:50
mix of a sort of political discourse and like a media push crossed with sort of of
00:25:59
regulatory uh lobbying and like like trying to make political apparatuses do what's necessary to constrain it and you
00:26:10
took the approach we will fight there are wartime CEOs there are peacetime CEOs I put you in the category with Elon
00:26:17
of wartime CEOs who it does not matter how many battles you must battle concurrently we're going to fight
00:26:26
because it's we're on the right side yeah of History yeah uh but this became acute the number of battles yeah that
00:26:36
you had to fight the number of fronts increase take us to the darkest peak of it because every time I
00:26:42
talked to you I felt fine about it but other investors other people felt like hey this is too many battles to wage at
00:26:49
once talk to me about you personally fighting all those battles I my perception of you was the more battles
00:26:57
emerged Yeah the more you realized you were doing the right thing it filled your bucket it powered you it gave
00:27:04
energy to you to know we were on the right side so yeah I you know sort of in justest I would I would say to folks I'd
00:27:13
be like so you know I'm not sure how it became so controversial that one citizen giving
00:27:21
another citizen aide across town became such a thing I I'm not sure how that happened but it did
00:27:28
uh the darkest moment I me the thing is is like you'd keep it was almost like we were always
00:27:35
pushing into that area so like if something became easy then we'd push elsewhere until that
00:27:43
became hard so it was constant is like I make the analogy to like a to teams that we have in different
00:27:52
places then and now like a a world class marathoner I've never seen a worldclass
00:27:56
marathoner a mile 19 look like he's just honky Dory yeah right and if he was he's about to
00:28:04
lose so you push right to that edge of what's possible and if that starts to get easy you push further now it doesn't
00:28:13
necessar mean you push in exactly that along that axis it could be in a totally different area but um as long as the
00:28:23
problems you're solving are greater than the problems you're creating then you're fine when the
00:28:32
problems you're creating are starts to when the derivative of problems you're creating is greater than the
00:28:41
derivative of the problems you're solving then you have a real problem right and that's when you have to start
00:28:46
pulling back get back to above water and then go back into it but when I talk about creating problems I think of it
00:28:54
like think of it as like a math professor a math profess professor without a really cool interesting
00:29:00
problem to solve is a sad math professor and that's how we would think about it right these we always pushing
00:29:06
to the point where we're sweating yeah and it's like not sure and there could be late
00:29:13
nights there could be all nighters it could be that thing but because we were doing the right thing because we had
00:29:20
great people in the field who believed then we could push all the way to that edge uh only they could be world class
00:29:28
marathoners too only two entrepreneurs I know have had the audacity to not build
00:29:36
their products in China everybody does that that's pretty easy but to actually operate a business in China yeah you and
00:29:43
Elon uh decided we're going to try to compete him with selling cars inside of China pretty crazy uh and even crazier
00:29:52
self- driving cars in China wow yeah okay let's go let's go byd like you're up against some serious competition and
00:29:59
it's not exactly um a fair game maybe or there might be complications to that game um
00:30:06
we had a long conversation about China and I said to you wow we're burning a lot of money there what do you what's
00:30:13
the strategy here let me just hear it from you and uh you said we're we're going for gold yeah but I mean there's a
00:30:19
lot of fun there I mean look the thing about doing business in China is it forces you to rethink everything
00:30:28
everything like if you go into China thinking you got it you're going to get your ass handed to you you have to start
00:30:36
first principles Bottoms Up um let's see where could I go with this um look we tell me tell everybody the strategy hey
00:30:44
we're going for gold but they're silver and and you how you looked at the world in that regard yeah yeah so I'll get
00:30:51
there is that we so a lot of times when you go in ENT China they're basically somebody's going you got to have a
00:30:57
partner if you just go and you do your first exploration trip they' be like you got to get a partner they're like 50/50
00:31:04
blah blah blah and I'm like why nobody could tell me why so then we just went on our own and started building
00:31:10
something and we never saw on the ground we never saw bias we were treated fairly
00:31:18
on the ground um but at some point what I'd say is the China war went Global and what what I
00:31:28
mean by that is the Chinese government I think it was safe there was a there's some
00:31:36
there's some I think it were called safe like a it was like The Sovereign wealth
00:31:40
of China cic there's like a few things like that they started investing hundreds of millions and billions of
00:31:45
dollars in all of our competitors globally to drain us of money so that it was harder to compete in
00:31:53
China they made apple and I'd love to have a discussion with Tim at some point we had
00:32:02
some interesting words for each other at this point but they made Apple uh invest a billion dollars in Dee
00:32:09
and apple doesn't invest anything in anybody no that's not their like what was he protecting there there's
00:32:14
something going on so whole really amazing story there holy cow anyways uh the Chinese War went
00:32:22
Global and so that's when we had to go from going for the goal to making sure we got the silver and
00:32:32
that's when we started negotiating with de to basically say we had 20% of the of the overall entity of the
00:32:40
merged entity uh but in order to do that in China that's when we actually had to
00:32:44
push our spend super hard because they had to be scared so I think at the peak uh right be right as we were
00:32:54
negotiating the term sheet we pushed we were burning I think it was $75 million a
00:33:04
week it's a big number yeah that was that yeah and but it but we knew we had the deal
00:33:12
but we only have the deal if they're scared right this is a poker so our market share was skyrocketing as we did
00:33:20
this they're pissed and tripping and then ail who's negot the deal is like just chain
00:33:30
smoking yeah but that's how you get a deal done in China right uh and that turned out to
00:33:38
be there it is um that's that's your wartime CEO right there um that deal we had invested millions in ch billions in
00:33:49
China at that point and I think we I think we invested yeah we probably were around a billion billion and a half and
00:33:55
the DD St at the time when deal got done was we at 891 yeah something like that so we turned a bill and a half into
00:34:01
eight or nine I can't remember the exact math but it's something like that uh let's talk about in like two years yeah
00:34:09
let's talk about when you got atin U this was heartbreaking crushing brutal um you fought hard to
00:34:19
remain in the seat I got out there and did what I could on the Press front to try to defend you and and try to keep
00:34:27
you in the seat but we failed yeah uh and it was brutal and it was particularly hard on you because you put
00:34:33
your soul into this company yeah well look I think there's a little bit more I mean uh you know like
00:34:40
if an investor is running a political Oppo campaign against you for six months sort of
00:34:49
generating a crisis every week for six months straight it's going to wear you down and then you know my
00:34:58
this one's hard your mom passed I know I was there with you no no it's all good with you but that's that's when
00:35:11
they went in for the kill uh that I just couldn't hang yeah bottom line I just couldn't hang
00:35:19
[Applause] yeah and yeah it was um it was dark it was dark yeah so but look I a lot of people go hey are
00:35:35
you pissed off or this thing and I say um first I loved it every minute I loved every minute but when you
00:35:47
fall in love again you don't think about the ex very much right Cloud kitchen the
00:35:53
X you moved on and you put all that in there in in the I I just want to say like I am proud of everything you did
00:36:09
and and watching you do it and getting to be there and witness it I learned so much from you the community learned so
00:36:15
much from you and I think we all owe like the Playbook I I can tell you the impact you had on the Next Generation
00:36:24
because you know I never talk about Uber I brought it up once or twice never talk
00:36:30
I never talk about it I try to keep it lowkey but I brought it up once or twice and it was good for my deal flow and I
00:36:35
got to see I got to see I got I'm so honored to be here I'm so honored to be here too uh
00:36:44
but I got to see that famous Uber investor and I mean this sincerely the number of entrepreneurs who came to me
00:36:53
who said I started this company because I watch Travis I watched what he did I want to be Travis you inspired that
00:37:03
generation along with Elon to say I want to operate in the real world I want to build something that has an impact and I
00:37:11
am willing to fight and have that entrepreneurial Spirit which I'm going to be honest there's a large amount of
00:37:19
entrepreneurs who don't have the fight in they don't have the dog in them you got the dog in you you got the fight in
00:37:26
you you know and and that's so rare and that's why you're so successful it's because you're willing to fight the
00:37:32
fight yeah um you know look we just saw the Olympics and I know I made that marathoner analogy before but like every
00:37:46
one of those gold medalists they got the dog in them there's no way no other way
00:37:53
um we're just playing a different sport and I think the you know some of the interesting parts about this sport is
00:37:59
that it's it's not just an individual thing it's a it's a massive team and there's stakeholders in cities and
00:38:07
citizens and and all that um it's just fun you know like a lot of folks go look you did the Uber thing why are you doing
00:38:16
it again I mean you catched in a lot of chips you could be just chilling I'm like look Serena keeps getting on the
00:38:22
court she's totally badass why is she doing it right you know or take your favorite
00:38:28
star of anything yeah LeBron's in his 40 what he's 40 now and he he's looks great
00:38:33
out there so it's because they have a love of the game and it's not just Showtime that day yeah it's everything
00:38:40
behind the scenes it's working with people especially in this sport like again individual stuff is a little
00:38:45
different like you got to I like the magic of working with magical people doing it as a crew is where all the good
00:38:54
stuff happens and they and you know they all keep coming back you know I've seen
00:38:58
a lot of the the the folks who who came for a second Tour of Duty with you that speaks volumes as we end here um Dar has
00:39:06
done I got to know him yeah um try to support the team over there for the Legacy um and he's he's he's done a
00:39:12
decent job solid job profitable what's that let's go they went from my 75 million a week to profitable I like it
00:39:20
well I mean it is great the Legacy we always knew it was easily to make it profitable people were saying oh it
00:39:25
could never be profitable and you and I would talk and be like we were raise the
00:39:28
price of dollar profitable like it's not difficult just do you know look there's
00:39:33
there's an art to that too it's all good yeah um but yeah like like I think Uber's gotten to a great place the
00:39:41
profitability is there that's means it's going to be around now we they've got to
00:39:46
figure out the autonomous thing that's I think that's the next big challenge to uh to go after well let me just put it
00:39:52
out there he's he's going to do his tour and uh his stour is going to end would you consider doing what Steve Job did
00:40:03
and coming back and merging Cloud kitchens with Uber would you consider it if if if the
00:40:10
opportunity was there or can can you not go you're saying there's a chance can you go home I mean if he this
00:40:18
would be the Return of the King this would be my dream if you came back I know it's not your dream but it's
00:40:25
mine could you if Cloud kitchens became part of uber it would be it would be a trillion dollar company with you back in
00:40:33
that seat would you take the seat again if if it was offered would you consider it well I definitely know who my head of
00:40:43
comms would be on that note Travis Kalen my man I love you great job