The way I try to simplify my job is that I have two lists - I have a list of all the crazy, interesting problems that I get to solve every day or that need to be solved, and I have a crazy list of things I'd like to invent. And I kind of just prioritize them and work my way down, and try to simplify what I do when managing a big company.
When people start to perceive you as the big guy, you're not allowed to be scrappy, fierce.
I talk a lot about justice. I'm about it. I'm also about civil disobedience.
I've never been derogatory towards taxi drivers.
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.
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 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.
I prefer building rather than fundraising.
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.
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.
There's a harsh reality to situations where demand outstrips supply.
The folks who rock Uber value their time; they appreciate nice things with a taste of luxury and loathe inefficiency.
At Uber, we say, 'Always be hustling.' Even if you are an introvert and you haven't got hustle in you, you better get a co-founder who does. And if you haven't got enough hustle to find a co-founder who's got hustle, it's going to be tough. You've got to have a little hustle in you.
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.
What we like to say is that the vision for Uber is the cross between lifestyle and logistics.
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.
We need to figure out how to merge political progress with actual progress.
We have this culture valued at Uber, which we call the champions' mind-set. And champions' mind-set isn't always about winning. It's about putting everything you have on the field, every ounce of passion and energy you have. And if you get knocked down, overcoming adversity.
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.
As an entrepreneur, I try to push the limits. Pedal to the metal.
