WEBVTT - Mike Isaac Is SUPER PUMPED To Talk All Things Uber

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<v Speaker 1>Uber. The name itself means superlative, the most of something,

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<v Speaker 1>super top extreme. My guess is you don't name your

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<v Speaker 1>company Uber if you're planning to play by all the rules,

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<v Speaker 1>make decisions by committee, and be everyone's friend. Unlike many

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<v Speaker 1>Silicon Valley companies promising to revolutionize the world, Uber has

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<v Speaker 1>actually done it. The eighty two billion dollar company has

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<v Speaker 1>changed the way we move people through the world. It

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<v Speaker 1>certainly changed the way I moved through the world, and

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<v Speaker 1>has done it so well and with such market dominance

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<v Speaker 1>that Uber is now that most special of brand achievements,

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<v Speaker 1>a verb on top of which many believe Uber when

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<v Speaker 1>they say they are just getting started and that ridehailing

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<v Speaker 1>was merely the first feature of a much broader platform.

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<v Speaker 1>Is dar Kazbrashahi Uber's knew as in not. Travis Kalinich,

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<v Speaker 1>CEO said cars are to us what books were to Amazon.

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<v Speaker 1>Let that sink in for a second. Can you imagine

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<v Speaker 1>if Amazon still only sold books for nearly a decade?

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<v Speaker 1>What was driving Uber's innovation was a growth at any cost.

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<v Speaker 1>Culture and today's podcast guest Mike Isaac calls the superpumped

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<v Speaker 1>egos of founders who were worshiped as demigods. This led

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<v Speaker 1>to a period of time at Uber that was so

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<v Speaker 1>turbulent the company and its goal of an IPO were

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<v Speaker 1>nearly derailed entirely. Here's what I wonder, is Uber two

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<v Speaker 1>point o for real or has a dark seed been

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<v Speaker 1>planted that is going to metastasize at some point in

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<v Speaker 1>the future. Could you have had the success without that

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<v Speaker 1>dark side? Is this kind of behavior emblematic of the

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<v Speaker 1>overinflated valuations and perhaps underinflated core values of a new

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<v Speaker 1>generation of Unicorns? Or is it just part of the

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<v Speaker 1>coming of age story of a tech startup with Uber

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<v Speaker 1>sized dreams. I get to chat today with Mike Isaac,

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<v Speaker 1>who covers Uber for The New York Times. He's written

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<v Speaker 1>about the company extensively for the past bunch of years

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<v Speaker 1>and also wrote the great book super Pumped, The Battle

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<v Speaker 1>for Uber. So let's start with the title of your book,

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<v Speaker 1>super Pumped. What did that come to mean to Kalenik

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<v Speaker 1>In twenty fifteen, Travis had this real obsession with Amazon.

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<v Speaker 1>He always sort of looked up to Amazon as the

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<v Speaker 1>company he wanted Uber to look like to be. And

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<v Speaker 1>Amazon has this list of fourteen values. A lot of

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<v Speaker 1>them have to do with customer obsession and like a

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<v Speaker 1>lot of this sort of typical platitudes of Silicon Valley,

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<v Speaker 1>And so Travis translated that into probably a bro speak

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<v Speaker 1>version of his own fourteen values, and super Pumped Nois

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<v Speaker 1>was one of those that eventually became something. They evaluated

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<v Speaker 1>people on their job performance, and it embodied this idea

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<v Speaker 1>that they could do anything, they could take on the world,

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<v Speaker 1>and being super pumped meant you were like ready to

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<v Speaker 1>fight or be in the trenches or whatever, and that

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<v Speaker 1>became a quality that was very important to him and

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<v Speaker 1>everyone he hired, and that also tended to be a

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<v Speaker 1>lot of twenty something NBA frat boy times he saw

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<v Speaker 1>it is unabashedly a good thing. Absolutely. I mean, I think,

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<v Speaker 1>you know, in the clearer light of day, after the

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<v Speaker 1>federal investigations of past, we might see the downside of that,

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<v Speaker 1>But at the time, you know, like that was he

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<v Speaker 1>hired people like him and super pumped no This was

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<v Speaker 1>part of the criterion even before those investigations come to

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<v Speaker 1>a close. You've come to think about Super Pumped in

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<v Speaker 1>a slightly darker way. Right, My book is pretty critical

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<v Speaker 1>of the company, but I also think that every entrepreneur

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<v Speaker 1>in the Valley especially, is starting from a place of zero, right,

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<v Speaker 1>you have everything against you. No one wants you to win,

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<v Speaker 1>especially if you're taking on an incumbent industry like the

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<v Speaker 1>taxi and limousine and transportation in cities. You know, So

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<v Speaker 1>there's the class half full. Part of it is you

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<v Speaker 1>need to be as as optimistic energetic as possible, and

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<v Speaker 1>I sort of get that. But then where that sort

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<v Speaker 1>of turns is when you know you don't know when

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<v Speaker 1>to rein it back in. You don't know when the

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<v Speaker 1>aggression sort of tips over into alienating yourself from the

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<v Speaker 1>industry or not being able to make friends. And I

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<v Speaker 1>think that's really the story of uber is is going

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<v Speaker 1>hard and really diving into to pushing into an industry

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<v Speaker 1>that had never been disrupted before, and then sort of

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<v Speaker 1>becoming a winner, but not knowing how to go into

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<v Speaker 1>any other mode. We talk a lot about a corporate

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<v Speaker 1>culture on this show, and Andy gross famous quote is

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<v Speaker 1>the former CEO of Intel, Only the paranoid survive that paranoia.

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<v Speaker 1>That sense of being the underdog is supposed to be

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<v Speaker 1>a good thing, but when does it become the When

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<v Speaker 1>does it become a bad thing? When do you need

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<v Speaker 1>to have a broader sense of yourself in the world. Yeah, totally.

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<v Speaker 1>I mean, you know, you have to sort of read

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<v Speaker 1>the room over a period of time. And in twenty fourteen,

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<v Speaker 1>I think is when Uber started becoming a verb rather

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<v Speaker 1>than like an now and if that makes sense, I'm

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<v Speaker 1>going to the ultimate brand achievement. True. Yeah, like Google,

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<v Speaker 1>I'm gonna Google this or Facebook me or whatever people say,

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<v Speaker 1>you know. I think I think Uber probably tipped around then,

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<v Speaker 1>and there was a moment where I think Travis's pr

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<v Speaker 1>tried to rainiment right and tried to say, look, you

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<v Speaker 1>need to start making friends instead of fighting all these

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<v Speaker 1>regulators in Europe because they're going to all come at

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<v Speaker 1>you really hard. And I think he tried. But I

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<v Speaker 1>see him as a tragic character because I don't think

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<v Speaker 1>he's able to operate in any other mode. I don't

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<v Speaker 1>think he's able to really grow and mature like some

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<v Speaker 1>of probably the best CEOs are able to, you know,

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<v Speaker 1>for all their faults. I think Mark Zuckerberg is at

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<v Speaker 1>least entering a new phase where he's trying to change.

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<v Speaker 1>He moves, he doesn't just stay the same. He moves.

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<v Speaker 1>We can quibble about whether he's moving fast enough and

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<v Speaker 1>hard enough, but he moves. I totally agree, And I

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<v Speaker 1>think even a lot of the valley now is sort

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<v Speaker 1>of realizing this tech reckoning is happening, and the maybe

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<v Speaker 1>doctor Frankenstein moment of what have we wrought? And how

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<v Speaker 1>do we change that or at least adapt to that?

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<v Speaker 1>But I think that's what the best CEO is doing.

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<v Speaker 1>I don't. I don't know if Travis's has ever been

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<v Speaker 1>able to do that. It's actually another really interesting thing

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<v Speaker 1>about this story that I find goes against Countrarian wisdom,

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<v Speaker 1>or at least what I debatably thought was my wisdom,

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<v Speaker 1>but which is that people like Kellen at Cove had

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<v Speaker 1>failure in their past are more equipped to grow and

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<v Speaker 1>change and to see problems and to listen to other

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<v Speaker 1>people and appreciate difference. And yet it didn't work that

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<v Speaker 1>way for Kalinnik for some reason. Yeah. I mean, he

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<v Speaker 1>did two startups. One of them was a file sharing startup.

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<v Speaker 1>It was basically like a proto version of Napster meets Google,

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<v Speaker 1>and that crash and burn really hard. That was when

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<v Speaker 1>the record industry actually had much more clout than it

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<v Speaker 1>did right now. He did another one that was parlayed

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<v Speaker 1>into a mild success, but not really He made maybe

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<v Speaker 1>like a million dollars, which made him like Silicon Valley

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<v Speaker 1>middle class I guess so, which is another depressing story.

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<v Speaker 1>But I think the reason that some felt he was

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<v Speaker 1>right for Uber after that is that even through all

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<v Speaker 1>the hardship he faced with those two first startups, he

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<v Speaker 1>still kept pushing through it and fighting these really large

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<v Speaker 1>existing companies, you know, to keep going. But I'm not

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<v Speaker 1>sure if he took away, like you said, the exact

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<v Speaker 1>lessons that he might have needed to from the beginning

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<v Speaker 1>things that he went through. I'm thinking as you talk

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<v Speaker 1>that maybe the difference here is between insecurity and paranoia.

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<v Speaker 1>That paranoia it might be a good thing, but a

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<v Speaker 1>fundamental insecurity and a person which might be tell me,

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<v Speaker 1>if you agree with this, what Travis Kalinek has might

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<v Speaker 1>be a very dangerous thing. I try to get into

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<v Speaker 1>his head in this, and he wouldn't talk to me

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<v Speaker 1>for this book, and so I had to sort of

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<v Speaker 1>do a lot of reporting around him, and so I

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<v Speaker 1>think talking to hundreds of people who have dealt with him,

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<v Speaker 1>around him, got a good insight into how he sort

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<v Speaker 1>of operates and a lot of a lot of this posturing,

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<v Speaker 1>this sort of broneness and you know, we're we're the

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<v Speaker 1>ship and we're cool or whatever, and you know we're

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<v Speaker 1>going to take over the world. I think does fundamentally

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<v Speaker 1>stem from this um, this insecurity and his that went

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<v Speaker 1>even in his childhood, that went from a sort of

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<v Speaker 1>like nerdy guy trying to like seem like he was cool.

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<v Speaker 1>You know, sometimes that drives people, but I think it

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<v Speaker 1>also has its limits, as we as we see. I

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<v Speaker 1>thought this sentence in your book perhaps sums up his

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<v Speaker 1>inability to grow, and you wrote, Travis Kalenek couldn't figure

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<v Speaker 1>out why everyone hated his guts. So what's your absolute

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<v Speaker 1>favorite Travis Kalinic story. You have so many great anecdotes

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<v Speaker 1>in the book. What's the one that really stood out

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<v Speaker 1>to you that you had that aha moment when you

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<v Speaker 1>were reporting. It's not as sort of sexy as some

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<v Speaker 1>of them, but I think he really he really didn't

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<v Speaker 1>understand drivers super well. One of the things he really

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<v Speaker 1>pushed back on for a very long time was this

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<v Speaker 1>idea that drivers deserved tips, right, and he just he

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<v Speaker 1>was the only stopping block. Literally everyone in the company

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<v Speaker 1>was like, we need to tip these people like it's

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<v Speaker 1>just part of how labor works, right, Like LYFT is

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<v Speaker 1>doing it like this is something that this is a

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<v Speaker 1>table stakes minimum and he didn't get this obsession with

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<v Speaker 1>customer experience and if we add another like thing in

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<v Speaker 1>the app, it's going to make people mad and there's

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<v Speaker 1>too much friction, blah blah blah. And you know, it

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<v Speaker 1>wasn't until he literally was pushed out of the company

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<v Speaker 1>that they were able to add tipping. And it absolutely,

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<v Speaker 1>you know, helped drivers a lot. And I think the

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<v Speaker 1>way you can look at how he saw the people

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<v Speaker 1>who worked for him was he referred to drivers as

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<v Speaker 1>supply instead of people, which is which really just gives

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<v Speaker 1>you a perspective on how he looks at you. An

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<v Speaker 1>entire class of workers that company a little bit of

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<v Speaker 1>an engineering brain, although perhaps that's not fair to most engineers. Yeah,

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<v Speaker 1>there's a quote from another article that I loved that

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<v Speaker 1>the company's new chief HR person I think told you,

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<v Speaker 1>and it was every strength in excess is a weakness.

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<v Speaker 1>What has driven Uber to immense success. It's aggression. The

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<v Speaker 1>hard charging attitude has toppled over. And I thought about

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<v Speaker 1>that slightly differently. Could you have had the success without

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<v Speaker 1>the way Travis was. That I think is the ultimate

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<v Speaker 1>question that even folks who have invested in this company,

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<v Speaker 1>even folks who don't have a relationship with Travis anymore

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<v Speaker 1>and once really cared about him or believed in him,

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<v Speaker 1>but he is now alienated, still are questioning to this day. Right,

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<v Speaker 1>Like one of my verses told me, he was the

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<v Speaker 1>right guy for a certain period of time in the company,

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<v Speaker 1>and then it was clear that he wasn't the right

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<v Speaker 1>guy anymore, and he wasn't able to see that he

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<v Speaker 1>wasn't you know. They tried giving him executive coaching, they

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<v Speaker 1>tried to sort of like put people around him. There's

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<v Speaker 1>this sort of i would say, legendary figure in the valley,

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<v Speaker 1>Bill Campbell, who you probably know who's been on the

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<v Speaker 1>board of Apple, and he's they call him the coach, right,

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<v Speaker 1>and they wanted folks like that to really bring him

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<v Speaker 1>into a new phase of leadership. And he can't do it.

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<v Speaker 1>He really can't do it. I think he's sort of

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<v Speaker 1>the way I wrote this book, I just saw him

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<v Speaker 1>as like a Greek tragic figure where he was he

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<v Speaker 1>flew too close to the sun and then and then

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<v Speaker 1>just sort of fell over because he wasn't able to

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<v Speaker 1>wasn't able to see it himself. Do you think it

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<v Speaker 1>ultimately is a story that says Silicon Valley has to change?

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<v Speaker 1>Or do people look at this and because Uber was

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<v Speaker 1>such a success, do you think there's more emulating of

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<v Speaker 1>him going on. The ending, which people vaguely know, at

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<v Speaker 1>least in the public eye, is that everyone got really rich. Right, yeah, exactly.

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<v Speaker 1>But even if the company, like the company now is

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<v Speaker 1>the funny thing is the IPO didn't go at all

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<v Speaker 1>the way they wanted it to. You know, they had

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<v Speaker 1>a real bust first price that actually opened lower than

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<v Speaker 1>the price they set at the market, which is very

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<v Speaker 1>embarrassing for the for the company, it's just not what

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<v Speaker 1>you want. People didn't make as much money as they

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<v Speaker 1>wanted to. But at the same time, you know, Travis

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<v Speaker 1>is a billionaire right now. Ryan Graves, another longtime employee,

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<v Speaker 1>is a billionaire. Garrett Camp, the guy who came up

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<v Speaker 1>with the idea, is a billionaire, and Bill Gurley a benchmark.

0:11:24.640 --> 0:11:27.240
<v Speaker 1>The main venture capitalist that was involved in the company

0:11:27.440 --> 0:11:29.960
<v Speaker 1>probably made what was considered one of the greatest venture

0:11:30.000 --> 0:11:33.240
<v Speaker 1>capital investments of all time. Everyone quote unquote one in

0:11:33.320 --> 0:11:37.200
<v Speaker 1>a way, and in the like lesson, if I'm being

0:11:37.559 --> 0:11:40.240
<v Speaker 1>super cynical, is is maybe it did work. You know,

0:11:40.280 --> 0:11:44.160
<v Speaker 1>maybe this sort of terrible behavior did works, got rewarded

0:11:44.200 --> 0:11:47.240
<v Speaker 1>and right, even if he lost control of his company,

0:11:47.280 --> 0:11:49.240
<v Speaker 1>he got the money. That's right the way I feel.

0:11:49.320 --> 0:11:51.120
<v Speaker 1>You know, I'm not exactly crying for him in his

0:11:51.160 --> 0:11:54.400
<v Speaker 1>billions of dollars, but I you know, ultimately Uber was

0:11:54.440 --> 0:11:57.360
<v Speaker 1>his baby, and that was more about the company entire life.

0:11:57.480 --> 0:12:01.439
<v Speaker 1>He had a girlfriend, lost her, had a mother, had

0:12:01.440 --> 0:12:04.480
<v Speaker 1>a family, and his mother died tragically and completely out

0:12:04.480 --> 0:12:07.880
<v Speaker 1>of the blue. He really had no one. Even his

0:12:07.960 --> 0:12:11.160
<v Speaker 1>closest friends and colleagues sort of alienated him towards the end.

0:12:11.400 --> 0:12:14.600
<v Speaker 1>So the one thing he had and really the reason

0:12:14.679 --> 0:12:17.560
<v Speaker 1>he started fighting for it so desperately later on, is

0:12:17.920 --> 0:12:21.560
<v Speaker 1>this company. And so you might argue that, you know,

0:12:21.640 --> 0:12:24.679
<v Speaker 1>he did get fabulously wealthy, but he lost one of

0:12:24.679 --> 0:12:26.920
<v Speaker 1>the most important things in his life too. I can

0:12:26.920 --> 0:12:29.160
<v Speaker 1>see why you call it a tragic story in some ways,

0:12:29.160 --> 0:12:32.000
<v Speaker 1>and it'll be interesting to see what the lesson becomes,

0:12:32.120 --> 0:12:35.040
<v Speaker 1>what the valley does with this. So going back to

0:12:35.200 --> 0:12:37.720
<v Speaker 1>the inner workings of Uber, you talk in your book

0:12:37.840 --> 0:12:41.960
<v Speaker 1>about this competitive intelligence and about an uber's case, you

0:12:41.960 --> 0:12:44.800
<v Speaker 1>could argue they crossed the line, but where where is

0:12:44.840 --> 0:12:47.319
<v Speaker 1>the line? Because you also write everyone in Silicon Valley

0:12:47.320 --> 0:12:49.720
<v Speaker 1>has some version of this, So where does it go

0:12:49.840 --> 0:12:52.760
<v Speaker 1>from being okay to being not okay? It's really funny.

0:12:52.800 --> 0:12:55.479
<v Speaker 1>There was a saga the other day on the Internet

0:12:55.520 --> 0:12:58.520
<v Speaker 1>about this company that just came out. It was called Superhuman.

0:12:58.720 --> 0:13:01.360
<v Speaker 1>It's an email company. It's it's totally a value thing.

0:13:01.679 --> 0:13:05.680
<v Speaker 1>But basically they use a tracking pixel, which is fairly

0:13:05.679 --> 0:13:08.960
<v Speaker 1>common in email marketing and sort of basically tells you

0:13:09.000 --> 0:13:11.920
<v Speaker 1>when you open an email, but it sends tracking pixels

0:13:11.960 --> 0:13:14.800
<v Speaker 1>to anyone that you send an email for. And so

0:13:14.880 --> 0:13:17.680
<v Speaker 1>the idea is you can tell when you have opened

0:13:17.720 --> 0:13:19.840
<v Speaker 1>an email, if you send it to someone, how many

0:13:19.840 --> 0:13:21.800
<v Speaker 1>times they've read it, where in the world they are

0:13:21.880 --> 0:13:25.040
<v Speaker 1>when they've read it. And the company sort of launched

0:13:25.240 --> 0:13:28.160
<v Speaker 1>thinking that this was an okay thing, right because so

0:13:28.240 --> 0:13:31.840
<v Speaker 1>many other types of services do this, And when someone

0:13:31.920 --> 0:13:33.760
<v Speaker 1>pointed out, like, oh my god, what do you like?

0:13:33.840 --> 0:13:38.080
<v Speaker 1>This is crazy? This is like Fucoldian panopticon, right, like

0:13:38.440 --> 0:13:40.800
<v Speaker 1>why are you doing this? And there was a minor

0:13:40.840 --> 0:13:43.199
<v Speaker 1>freak out. Again it was like a tech thing, but

0:13:43.200 --> 0:13:46.440
<v Speaker 1>but I think we're in a moment right now where

0:13:46.440 --> 0:13:49.760
<v Speaker 1>the norms of what is acceptable in tech is starting

0:13:49.760 --> 0:13:52.000
<v Speaker 1>to at least be questioned, if not changing, you know,

0:13:52.040 --> 0:13:55.880
<v Speaker 1>and I think people are reckoning with the power of

0:13:56.000 --> 0:13:58.840
<v Speaker 1>how tech can shape and transform society. I get in

0:13:58.880 --> 0:14:00.920
<v Speaker 1>my book, like I do think that the moment that

0:14:00.960 --> 0:14:04.160
<v Speaker 1>Trump was elected was this sort of moment that folks said,

0:14:04.160 --> 0:14:07.479
<v Speaker 1>oh my god. You know, immediately everyone turned to Facebook

0:14:07.480 --> 0:14:11.480
<v Speaker 1>and these disinformation campaigns. And there's still question on how

0:14:11.559 --> 0:14:14.640
<v Speaker 1>much that shape things at all, but like the idea,

0:14:14.800 --> 0:14:18.760
<v Speaker 1>just the idea that people were manipulated by ads and

0:14:18.920 --> 0:14:22.320
<v Speaker 1>even fake information on Facebook gave people this idea that,

0:14:22.360 --> 0:14:24.520
<v Speaker 1>oh my god, tech tech has more power than we

0:14:24.560 --> 0:14:27.240
<v Speaker 1>thought it did. And so I think the norms around

0:14:27.280 --> 0:14:30.720
<v Speaker 1>what is acceptable, which is you know, maybe surveillance type

0:14:30.720 --> 0:14:33.880
<v Speaker 1>tech that Uber was doing, or you know, monitoring how

0:14:33.960 --> 0:14:36.720
<v Speaker 1>much people spend on their credit cards per month, monitoring

0:14:36.800 --> 0:14:41.200
<v Speaker 1>what Lift its biggest competitor was doing. Heaven in Hell. Yeah, totally,

0:14:41.200 --> 0:14:44.680
<v Speaker 1>Heaven in Hell. These two really nefarious programs that they

0:14:44.680 --> 0:14:49.160
<v Speaker 1>thought were cool, but we're actually pretty quickly they were sure.

0:14:49.240 --> 0:14:53.000
<v Speaker 1>So Heaven was this internal program at Uber that allowed

0:14:53.840 --> 0:14:56.240
<v Speaker 1>basically for a time, anyone inside the company to see

0:14:56.240 --> 0:14:59.360
<v Speaker 1>where any car and any user was on Earth ever, right,

0:14:59.720 --> 0:15:02.880
<v Speaker 1>and there were no safeguards around it internally, anyone could

0:15:02.920 --> 0:15:06.480
<v Speaker 1>look it up. Like there's one scene where Travis at

0:15:06.480 --> 0:15:08.640
<v Speaker 1>an event with just sort of a bunch of folks

0:15:08.640 --> 0:15:12.360
<v Speaker 1>at a hotel dinner, he displays Heaven on this big

0:15:12.440 --> 0:15:16.080
<v Speaker 1>screen in a room and anyone can just sort of

0:15:16.120 --> 0:15:18.240
<v Speaker 1>look at where all these users are. It's just really

0:15:18.720 --> 0:15:22.200
<v Speaker 1>sort of no care for user privacy and where anyone is.

0:15:22.240 --> 0:15:25.320
<v Speaker 1>It's sensitive information where I take a car in the world, right,

0:15:25.360 --> 0:15:26.840
<v Speaker 1>Like I don't want people knowing where I am all

0:15:26.840 --> 0:15:31.080
<v Speaker 1>the time, right, Yeah. Terrifying and so hell. The counterpoint

0:15:31.120 --> 0:15:34.920
<v Speaker 1>to that hell was Uber's way of monitoring its biggest

0:15:34.960 --> 0:15:38.520
<v Speaker 1>American competitor, Lift, and sort of through a bunch of

0:15:38.760 --> 0:15:41.960
<v Speaker 1>different tracking methods, were able to tell which drivers were

0:15:42.040 --> 0:15:44.920
<v Speaker 1>driving for Lift, how much they were getting paid, so

0:15:45.000 --> 0:15:47.840
<v Speaker 1>Uber would spend slightly more money to get them to

0:15:48.440 --> 0:15:52.320
<v Speaker 1>abandon Lift and come over to Uber. And there's just

0:15:52.440 --> 0:15:55.280
<v Speaker 1>questions around how ethical that was and how much spuying

0:15:55.280 --> 0:15:57.880
<v Speaker 1>on your competitors you should do, and what's acceptable, which

0:15:58.240 --> 0:16:00.520
<v Speaker 1>are big questions. Do you think they felt they were

0:16:00.520 --> 0:16:02.400
<v Speaker 1>crossing the line, or do you think when you tell

0:16:02.440 --> 0:16:04.760
<v Speaker 1>me that story about Travis putting this up on a screen,

0:16:04.800 --> 0:16:07.280
<v Speaker 1>it doesn't seem like it was some big internal secret, right.

0:16:07.440 --> 0:16:09.080
<v Speaker 1>And that's the thing I ran up against in my

0:16:09.120 --> 0:16:12.160
<v Speaker 1>reporting over and over when I would discover something or

0:16:12.160 --> 0:16:15.120
<v Speaker 1>someone else would discover something, employees inside would be like,

0:16:15.560 --> 0:16:17.160
<v Speaker 1>why are you freaking out about this? This is like

0:16:17.200 --> 0:16:18.960
<v Speaker 1>a common thing, or we've had this for years that

0:16:19.080 --> 0:16:22.160
<v Speaker 1>you just very everybody does this, yes, or everyone does it,

0:16:22.240 --> 0:16:24.480
<v Speaker 1>and like that's the thinking that I think is really

0:16:24.520 --> 0:16:28.200
<v Speaker 1>pervasive even now in the valley and really dangerous. And

0:16:28.560 --> 0:16:31.600
<v Speaker 1>I don't think folks in the tech world fully appreciate

0:16:31.720 --> 0:16:35.080
<v Speaker 1>that normal people don't know these things, right. They don't

0:16:35.120 --> 0:16:38.000
<v Speaker 1>really know what norms are or what they're comfortable with.

0:16:38.080 --> 0:16:39.560
<v Speaker 1>And part of that, I think is the failing of

0:16:39.560 --> 0:16:42.880
<v Speaker 1>the media too getting into how these things work that

0:16:42.920 --> 0:16:45.640
<v Speaker 1>we use every every part of our lives, you know,

0:16:45.720 --> 0:16:48.080
<v Speaker 1>are involved in them, and what we're okay with. I

0:16:48.080 --> 0:16:49.920
<v Speaker 1>want to go to the role of the venture capitalists

0:16:50.000 --> 0:16:51.880
<v Speaker 1>and this talk a little bit about Bell Gurley. I

0:16:51.920 --> 0:16:54.480
<v Speaker 1>love this quote you've gotten your book from Gurley about Kalinnik.

0:16:54.640 --> 0:16:56.120
<v Speaker 1>If we let him out of the box at any

0:16:56.120 --> 0:16:58.720
<v Speaker 1>point during the day. He'll destroy the entire world. But

0:16:59.080 --> 0:17:02.760
<v Speaker 1>why couldn't the vcs control Kalinik? I sort of look

0:17:02.800 --> 0:17:05.760
<v Speaker 1>at VC from a few different angles, you know. I

0:17:05.800 --> 0:17:09.400
<v Speaker 1>think part of how VC works shapes how these companies

0:17:09.440 --> 0:17:12.560
<v Speaker 1>have to act the way venture capitalists invest. They don't

0:17:12.560 --> 0:17:15.320
<v Speaker 1>want to flip a company for two x. They need

0:17:15.359 --> 0:17:17.600
<v Speaker 1>to flip it for ten x or whatever. You know.

0:17:17.640 --> 0:17:20.320
<v Speaker 1>They need to make it sell or ipo and make

0:17:20.320 --> 0:17:24.680
<v Speaker 1>their investment really a grand slam. Yeah, because a lot

0:17:24.720 --> 0:17:27.520
<v Speaker 1>of investing is a lot of failures, right, So it's

0:17:27.560 --> 0:17:31.520
<v Speaker 1>pushing harder and Gurley eventually turns on Kalenik. But for

0:17:31.560 --> 0:17:33.440
<v Speaker 1>a lot of the time, you supported all the moves

0:17:33.480 --> 0:17:36.320
<v Speaker 1>that Kalenik was making and was just as aggressive as him.

0:17:36.800 --> 0:17:39.919
<v Speaker 1>And there's a question as to his indemnity in this

0:17:39.960 --> 0:17:42.520
<v Speaker 1>whole thing, and how culpable he is for some of

0:17:42.520 --> 0:17:45.239
<v Speaker 1>the things. Our adventure capitalist part of the problem in

0:17:45.280 --> 0:17:48.119
<v Speaker 1>the valley. If you ask an entrepreneur who has raised

0:17:48.200 --> 0:17:51.320
<v Speaker 1>VC again, I don't pity them too much once they

0:17:51.320 --> 0:17:54.320
<v Speaker 1>say it's a series A worth thirty million dollars or whatever,

0:17:54.400 --> 0:17:57.360
<v Speaker 1>because you just get a lot of these damn, investors

0:17:57.400 --> 0:18:01.720
<v Speaker 1>are trying to make me do something. But but but

0:18:02.440 --> 0:18:05.160
<v Speaker 1>that puts you on a trajectory and you have to grow.

0:18:05.320 --> 0:18:07.639
<v Speaker 1>It's grow or guy, you can't do anything but go

0:18:07.800 --> 0:18:10.159
<v Speaker 1>up into the left on your charts when you have

0:18:10.200 --> 0:18:13.960
<v Speaker 1>to make your presentations to vcs and to get there,

0:18:14.040 --> 0:18:16.800
<v Speaker 1>that means doing anything you can, and a lot of

0:18:16.840 --> 0:18:20.760
<v Speaker 1>the times that means shady, subversive practices. You know, whether

0:18:20.800 --> 0:18:24.080
<v Speaker 1>it's in like social networking and sharing phone book contact

0:18:24.080 --> 0:18:27.120
<v Speaker 1>lists without people's knowledge, or in ride hailing where you're

0:18:27.520 --> 0:18:30.440
<v Speaker 1>doing sort of shady tracking mechanisms or even thinking of

0:18:30.720 --> 0:18:34.680
<v Speaker 1>ways to track other drivers or even passengers. I think

0:18:34.680 --> 0:18:38.360
<v Speaker 1>it perverts the idea that you should in some entrepreneurs,

0:18:38.400 --> 0:18:41.000
<v Speaker 1>at least who don't have like a fully formed moral compass.

0:18:41.040 --> 0:18:43.439
<v Speaker 1>It just it sort of makes you think you have

0:18:43.480 --> 0:18:46.080
<v Speaker 1>to grow at all costs, and sometimes that means going

0:18:46.119 --> 0:18:48.600
<v Speaker 1>into the darker side of how how growth works. And

0:18:48.760 --> 0:18:51.920
<v Speaker 1>it's making me think that the venture capitalists don't always

0:18:51.960 --> 0:18:53.840
<v Speaker 1>have they're not always the adult in the room either.

0:18:53.960 --> 0:18:57.600
<v Speaker 1>They don't always have the moral compass. Ideally, you have

0:18:57.640 --> 0:19:00.359
<v Speaker 1>someone that's very involved and can guide you. But I

0:19:00.359 --> 0:19:01.920
<v Speaker 1>don't think that's the case at the end of the day,

0:19:01.960 --> 0:19:03.840
<v Speaker 1>they need to make this company worth a lot of

0:19:03.880 --> 0:19:06.879
<v Speaker 1>money and sell it, either take it to IPO or

0:19:06.920 --> 0:19:09.920
<v Speaker 1>sell it to Facebook, Google, microsore one of the big

0:19:09.920 --> 0:19:11.960
<v Speaker 1>five companies that end up buying a lot of these

0:19:11.960 --> 0:19:15.560
<v Speaker 1>companies anyway. And that's that's a motivation, right and that

0:19:16.080 --> 0:19:19.480
<v Speaker 1>provides perverse incentives over time, and a lot of the

0:19:19.560 --> 0:19:23.920
<v Speaker 1>time vcs vcs are just as aggressive as any entrepreneur.

0:19:24.040 --> 0:19:26.000
<v Speaker 1>And do you think that's changed over time? I mean,

0:19:26.040 --> 0:19:28.240
<v Speaker 1>do you think was there a mythical period in the past,

0:19:28.280 --> 0:19:32.760
<v Speaker 1>speaking of myths, where venture capitalists were all about creation

0:19:32.840 --> 0:19:35.520
<v Speaker 1>and all about building a company and the money kind

0:19:35.520 --> 0:19:37.360
<v Speaker 1>of came second, or do you think it's always been

0:19:37.400 --> 0:19:39.520
<v Speaker 1>all about the money and the big cash out day.

0:19:39.680 --> 0:19:43.159
<v Speaker 1>The rise of MBA business culture, I think kind of

0:19:43.240 --> 0:19:45.680
<v Speaker 1>changed how people think and work a lot. Once the

0:19:46.200 --> 0:19:49.640
<v Speaker 1>finance guys started flooding into tech companies. I think that

0:19:49.640 --> 0:19:52.920
<v Speaker 1>that kind of just changed how these companies work. That's

0:19:52.920 --> 0:19:56.560
<v Speaker 1>why engineers are still so vaunted and because like the

0:19:56.680 --> 0:20:00.920
<v Speaker 1>roots of the valley are about building and cre and tinkering.

0:20:01.040 --> 0:20:04.120
<v Speaker 1>Steve Jobs is this still mythical figure because he cared

0:20:04.160 --> 0:20:08.520
<v Speaker 1>about users and the user experience, and it's really about computing, right,

0:20:08.520 --> 0:20:11.000
<v Speaker 1>And I think earlier on it was about building a

0:20:11.080 --> 0:20:13.520
<v Speaker 1>computer in a garage and worshiping that, and now it's

0:20:13.560 --> 0:20:16.399
<v Speaker 1>really about the Internet and software, and you see different

0:20:16.400 --> 0:20:18.640
<v Speaker 1>types of folks sort of flooding into that. So you know,

0:20:19.280 --> 0:20:22.000
<v Speaker 1>we're always instalgic for periods of the past, and it

0:20:22.280 --> 0:20:24.520
<v Speaker 1>may or may not have existed, yeah exactly, Like I'm

0:20:24.560 --> 0:20:27.879
<v Speaker 1>probably oversimplifying some things, but I think I think it

0:20:27.920 --> 0:20:30.320
<v Speaker 1>has changed a lot with the rise of the Internet

0:20:30.359 --> 0:20:32.159
<v Speaker 1>and the rise of this sort of NBA culture. And

0:20:32.200 --> 0:20:34.159
<v Speaker 1>maybe there's also a point where the money has just

0:20:34.240 --> 0:20:37.240
<v Speaker 1>become so big that it's a tipping point, right, And

0:20:37.280 --> 0:20:39.720
<v Speaker 1>so many of these stories are about a tipping point.

0:20:39.720 --> 0:20:41.439
<v Speaker 1>And that might be true for Uber, and it might

0:20:41.480 --> 0:20:44.000
<v Speaker 1>be true for the valley broadly. Writ Right, once the

0:20:44.040 --> 0:20:47.639
<v Speaker 1>money just got to a certain point, the corruption sets in.

0:20:47.640 --> 0:20:50.000
<v Speaker 1>And I'm using the word corruption loosely. Yeah, yeah, right,

0:20:50.040 --> 0:20:52.760
<v Speaker 1>not necessarily in the legal sense. But I think these numbers,

0:20:53.240 --> 0:20:56.480
<v Speaker 1>even the small rounds, what a series a round of

0:20:56.520 --> 0:20:59.879
<v Speaker 1>venture capital used to be was like maybe five million

0:21:00.440 --> 0:21:03.479
<v Speaker 1>or less, and now you know, you're seeing like thirty

0:21:03.520 --> 0:21:06.280
<v Speaker 1>to forty million dollars series A's right, these are wow.

0:21:06.560 --> 0:21:09.639
<v Speaker 1>The amount of money getting put in earlier on is

0:21:09.680 --> 0:21:14.800
<v Speaker 1>increasing exponentially in some cases, and that is having again

0:21:14.920 --> 0:21:18.040
<v Speaker 1>adverse effects on how companies operate. So I do think

0:21:18.080 --> 0:21:19.600
<v Speaker 1>they're going to hit a wall with some of this,

0:21:19.720 --> 0:21:22.760
<v Speaker 1>or maybe I hate to use the B word of bubble,

0:21:22.840 --> 0:21:25.239
<v Speaker 1>but it can't keep going like this. But that has

0:21:25.280 --> 0:21:28.399
<v Speaker 1>also invited private equity and hedge funds and all this

0:21:28.560 --> 0:21:30.720
<v Speaker 1>other money coming in start flooding in, and so it

0:21:30.720 --> 0:21:33.200
<v Speaker 1>gets bigger and bigger until it all goes splat. Right,

0:21:33.520 --> 0:21:36.600
<v Speaker 1>that's right. Why is it that some companies like Uber

0:21:36.720 --> 0:21:40.240
<v Speaker 1>get the special dispensation to continue to lose money and

0:21:40.400 --> 0:21:43.800
<v Speaker 1>other companies have immense pressure put on them to be profitable.

0:21:44.200 --> 0:21:47.679
<v Speaker 1>Is that decision made in some kind of fair and

0:21:47.760 --> 0:21:51.120
<v Speaker 1>calculated way, or is it that certain people just get

0:21:51.160 --> 0:21:54.359
<v Speaker 1>a dispensation that others don't. It's so funny, and I

0:21:54.400 --> 0:21:56.720
<v Speaker 1>go head to head with some vcs on this all

0:21:56.720 --> 0:21:59.840
<v Speaker 1>the time. Their favorite buzzword is economies of scale. Right,

0:22:00.160 --> 0:22:04.040
<v Speaker 1>once you hit certain large enough point, the math starts

0:22:04.040 --> 0:22:05.879
<v Speaker 1>to work apparently, and you need to be able to

0:22:06.000 --> 0:22:09.480
<v Speaker 1>have metal I guess I mean that's TVD on Uber

0:22:09.520 --> 0:22:12.600
<v Speaker 1>at least, but you need to be have the metal

0:22:13.080 --> 0:22:16.359
<v Speaker 1>to burn enormous amounts of money to get there, and

0:22:16.400 --> 0:22:19.199
<v Speaker 1>that means raising enormous amounts of money up front in

0:22:19.280 --> 0:22:21.480
<v Speaker 1>order to do that. I don't think that works for

0:22:21.480 --> 0:22:23.720
<v Speaker 1>every company, right Like I think at some point because

0:22:23.720 --> 0:22:25.159
<v Speaker 1>a lot of folks like to look back at the

0:22:25.160 --> 0:22:28.560
<v Speaker 1>first dot com bubble and say, look that these IPOs

0:22:28.800 --> 0:22:31.440
<v Speaker 1>were happening and everyone crashed. This going to happen again.

0:22:31.840 --> 0:22:34.920
<v Speaker 1>And the distinction they make is that the revenues that

0:22:35.160 --> 0:22:39.359
<v Speaker 1>current internet companies have are not insignificant. There are like

0:22:39.560 --> 0:22:41.399
<v Speaker 1>in the tens or hundreds and millions of dollars in

0:22:41.480 --> 0:22:44.160
<v Speaker 1>revenue which didn't exist during the first dot com era.

0:22:44.320 --> 0:22:49.600
<v Speaker 1>But you just wonder whether you can push into profitability,

0:22:49.760 --> 0:22:51.479
<v Speaker 1>you know, and what point and how long it's going

0:22:51.520 --> 0:22:53.040
<v Speaker 1>to be in what point you have to do that?

0:22:53.200 --> 0:22:55.639
<v Speaker 1>And I think it's just different mindsets. You think the

0:22:55.640 --> 0:22:59.920
<v Speaker 1>West Coast is vcs are much more comfortable with burn

0:23:00.160 --> 0:23:02.960
<v Speaker 1>huge piles of cash over time, and the East Coast

0:23:03.119 --> 0:23:07.080
<v Speaker 1>and folks who actually like to see profitable companies make

0:23:07.119 --> 0:23:10.360
<v Speaker 1>a profit are more conservative, they would say in that respect.

0:23:10.400 --> 0:23:12.280
<v Speaker 1>And I don't know if that's going to ever change.

0:23:12.359 --> 0:23:15.080
<v Speaker 1>Can Uber ever make money? Is it structurally unprofitable or

0:23:15.160 --> 0:23:16.920
<v Speaker 1>do you think there's just going to be a moment

0:23:16.960 --> 0:23:19.159
<v Speaker 1>where they can cut back on the expenses and achieve

0:23:19.240 --> 0:23:22.480
<v Speaker 1>those economies of scale. What Uber would say is their

0:23:22.560 --> 0:23:26.760
<v Speaker 1>current business is driving other lines of business. They everyone

0:23:26.800 --> 0:23:29.399
<v Speaker 1>wants to be a platform Silicon Valley, and that's the

0:23:29.520 --> 0:23:32.560
<v Speaker 1>argument that Uber, right, yes, and that's what they're saying now,

0:23:32.600 --> 0:23:35.440
<v Speaker 1>we're not a car service, where a transportation platform, right,

0:23:35.480 --> 0:23:37.480
<v Speaker 1>which is like I sort of rule my eyes at

0:23:37.480 --> 0:23:39.840
<v Speaker 1>because literally everyone wants to be a platform, and they

0:23:39.880 --> 0:23:42.240
<v Speaker 1>all say that that. I didn't know that was the

0:23:42.280 --> 0:23:46.560
<v Speaker 1>new cliche. That's fast. Oh yeah, someone says a platform.

0:23:46.600 --> 0:23:49.520
<v Speaker 1>You know, they're full of it. But I think but

0:23:50.040 --> 0:23:53.560
<v Speaker 1>I think the thing that shows some promise even though

0:23:53.600 --> 0:23:56.320
<v Speaker 1>it's still the new cash suck for them is their

0:23:56.320 --> 0:24:00.000
<v Speaker 1>food delivery stuff and using some of their existing assets

0:24:00.040 --> 0:24:03.280
<v Speaker 1>to try to push into a new industry. But you know,

0:24:03.320 --> 0:24:05.240
<v Speaker 1>you could also argue they're just kicking the can down

0:24:05.280 --> 0:24:06.760
<v Speaker 1>the road, right, Like, at the end of the day,

0:24:06.960 --> 0:24:11.120
<v Speaker 1>you either have to increase prices for customers or decrease

0:24:11.240 --> 0:24:15.040
<v Speaker 1>profits for drivers, right, And you're balancing a very fine

0:24:15.240 --> 0:24:19.080
<v Speaker 1>three sided marketplace essentially between customers drivers in the company itself,

0:24:19.480 --> 0:24:21.480
<v Speaker 1>and someone has to at the end of the day

0:24:21.600 --> 0:24:26.520
<v Speaker 1>eat those costs. And you and I have seen artificially

0:24:26.560 --> 0:24:29.000
<v Speaker 1>depressed prices on the rides that we take for a

0:24:29.080 --> 0:24:31.679
<v Speaker 1>very long period of time, and slowly those either have

0:24:31.760 --> 0:24:33.920
<v Speaker 1>to go up or the drivers have to get paid less.

0:24:33.960 --> 0:24:37.960
<v Speaker 1>If you look at lifts S one and paperwork, they

0:24:38.000 --> 0:24:40.879
<v Speaker 1>subtly say that they're essentially going to increase costs for

0:24:40.960 --> 0:24:43.840
<v Speaker 1>drivers over time or decrease what they're paying them because

0:24:43.880 --> 0:24:46.719
<v Speaker 1>like the only way they can get closer to profitability

0:24:46.720 --> 0:24:48.800
<v Speaker 1>at all is by doing one of those two things.

0:24:48.880 --> 0:24:51.480
<v Speaker 1>Lift is even more screwed in a way than Uber

0:24:51.520 --> 0:24:53.639
<v Speaker 1>because they don't have these other lines of business to

0:24:53.720 --> 0:24:56.600
<v Speaker 1>point out. It's interesting, though, is you talk. I'm thinking

0:24:56.640 --> 0:24:59.520
<v Speaker 1>that Uber is obviously really different from a Google and

0:24:59.600 --> 0:25:02.560
<v Speaker 1>a face Book because there's no network effect with Uber, right,

0:25:03.000 --> 0:25:05.399
<v Speaker 1>And I think it might even be fundamentally different than

0:25:05.440 --> 0:25:08.320
<v Speaker 1>an Amazon because once you shop on Amazon it's just

0:25:08.400 --> 0:25:12.120
<v Speaker 1>so easy, whereas Uber, the consumer switching costs from Uber

0:25:12.160 --> 0:25:14.320
<v Speaker 1>to Lift is not that high, and so I don't

0:25:14.359 --> 0:25:16.600
<v Speaker 1>I wonder how much flexibility do they have? No, you're

0:25:16.600 --> 0:25:19.879
<v Speaker 1>exactly right. And the problem Uber had and has is

0:25:19.920 --> 0:25:22.680
<v Speaker 1>that it's been commoditized and done very quickly. Right. So

0:25:22.800 --> 0:25:26.119
<v Speaker 1>like even though the verb and brand, Uber is still

0:25:26.160 --> 0:25:29.320
<v Speaker 1>sort of there, and that's like a positive thing. A

0:25:29.359 --> 0:25:32.600
<v Speaker 1>lot of folks, myself included, will open Uber, look at

0:25:32.640 --> 0:25:35.560
<v Speaker 1>the price, and then open Lift and see if there's

0:25:35.560 --> 0:25:37.200
<v Speaker 1>like a buck or too cheaper, and then I might

0:25:37.240 --> 0:25:39.080
<v Speaker 1>go over to the other one, right, because it's essentially

0:25:39.119 --> 0:25:41.720
<v Speaker 1>the same service, all this driver's drive for the same company.

0:25:41.840 --> 0:25:44.359
<v Speaker 1>There's this really good book called hard Landing about the

0:25:44.359 --> 0:25:48.320
<v Speaker 1>airline industry. It compares because airlines are also like a

0:25:48.359 --> 0:25:51.400
<v Speaker 1>sort of commodity industry. Right. They look at Southwest Air

0:25:51.440 --> 0:25:54.280
<v Speaker 1>as a case study where brand and the lock in

0:25:54.320 --> 0:25:57.840
<v Speaker 1>of customers based on these added things, and a lot

0:25:57.880 --> 0:26:01.320
<v Speaker 1>of it was like brand and then over time like loyalty,

0:26:01.359 --> 0:26:06.680
<v Speaker 1>point programs and things like that become the differentiator for you, right,

0:26:06.720 --> 0:26:09.520
<v Speaker 1>And so I think people are still price sensitive on

0:26:09.520 --> 0:26:11.119
<v Speaker 1>it airlines a lot of the time. But you have

0:26:11.200 --> 0:26:14.359
<v Speaker 1>to find ways to attract people to your service, and

0:26:14.400 --> 0:26:17.000
<v Speaker 1>I think Uber is testing that right now, or at

0:26:17.080 --> 0:26:20.960
<v Speaker 1>least dipping his toe into it with rewards programs. How

0:26:21.000 --> 0:26:23.199
<v Speaker 1>do you think about Dara so far. Reid Hoffman and

0:26:23.240 --> 0:26:25.720
<v Speaker 1>his book Blitz Scaling talks about how in all startups

0:26:25.760 --> 0:26:27.680
<v Speaker 1>you have to move from being a pirate to commanding

0:26:27.680 --> 0:26:29.960
<v Speaker 1>and Navy. Is Dara the guy to do that. So

0:26:30.000 --> 0:26:31.800
<v Speaker 1>he's been at the Helm for a little more than

0:26:31.840 --> 0:26:36.240
<v Speaker 1>a year. He was not who you know. We get

0:26:36.280 --> 0:26:38.200
<v Speaker 1>into towards the end of the book. There's this big

0:26:38.359 --> 0:26:42.960
<v Speaker 1>board fight. The board becomes entirely dysfunctional, and so many

0:26:42.960 --> 0:26:46.760
<v Speaker 1>great anecdotes it was so fun to report, actually insane

0:26:46.800 --> 0:26:49.560
<v Speaker 1>and maddening. It essentially comes down to a few candidates

0:26:49.560 --> 0:26:51.920
<v Speaker 1>and no one really wanted Dara to be the guy

0:26:52.040 --> 0:26:54.000
<v Speaker 1>to take over, but they end up with him over

0:26:54.040 --> 0:26:59.800
<v Speaker 1>a series of essentially yeah exactly like no one was satisfied,

0:26:59.840 --> 0:27:02.480
<v Speaker 1>but he became the guy. He's a very straight laced

0:27:02.520 --> 0:27:05.359
<v Speaker 1>professional CEO. He knew how to take a company public

0:27:05.400 --> 0:27:07.800
<v Speaker 1>in some ways, and in that most of his job

0:27:07.920 --> 0:27:10.439
<v Speaker 1>was not being Travis for the first year of his

0:27:10.600 --> 0:27:12.520
<v Speaker 1>entire CEO And he's got a great quote. Over the

0:27:12.560 --> 0:27:16.240
<v Speaker 1>next eighteen months, Uber's new chief executive would systematically undermine

0:27:16.280 --> 0:27:19.720
<v Speaker 1>nearly everything his predecessor had stood for. That's it. He

0:27:20.040 --> 0:27:21.959
<v Speaker 1>went on an apology tour if there's a moment in

0:27:22.000 --> 0:27:25.680
<v Speaker 1>London where they are trying to bar Uber from operating

0:27:26.080 --> 0:27:28.240
<v Speaker 1>and he had to sort of give maya cop post

0:27:28.280 --> 0:27:30.120
<v Speaker 1>to everyone. If you look at all of his statements,

0:27:30.160 --> 0:27:33.000
<v Speaker 1>it's basically we are not the old Uber. And so

0:27:33.920 --> 0:27:36.320
<v Speaker 1>in the sense that he's not Travis, he was probably

0:27:36.359 --> 0:27:38.879
<v Speaker 1>pretty good. But there's also a question of can he

0:27:38.960 --> 0:27:42.560
<v Speaker 1>be as inspiring to some of the people there as

0:27:42.560 --> 0:27:45.040
<v Speaker 1>the former leader was. It's back to that dark side,

0:27:45.040 --> 0:27:48.760
<v Speaker 1>but also the positive side. Can he what was good

0:27:48.800 --> 0:27:52.520
<v Speaker 1>about Travis? And can Dara replate ken Dar replate takeaway

0:27:52.560 --> 0:27:54.440
<v Speaker 1>what was bad? And is there can you can you

0:27:54.480 --> 0:27:57.439
<v Speaker 1>still have what was good? Yeah? Totally. I mean, look again,

0:27:57.480 --> 0:28:01.160
<v Speaker 1>for all of Travis's faults or many, I think one

0:28:01.160 --> 0:28:03.119
<v Speaker 1>of the things he was really able to do is

0:28:03.119 --> 0:28:05.920
<v Speaker 1>is rally these troops around him and like so like

0:28:06.040 --> 0:28:08.240
<v Speaker 1>cried Hoffman was saying they were a pirate ship company,

0:28:08.320 --> 0:28:11.480
<v Speaker 1>but they didn't know when they turned into a navy right,

0:28:11.520 --> 0:28:13.600
<v Speaker 1>And he wasn't able to sort of operate on any

0:28:13.600 --> 0:28:17.679
<v Speaker 1>mode but rallying his fellow pirates and taking over everybody.

0:28:17.680 --> 0:28:20.440
<v Speaker 1>But you'd say, you'd say it's still tbd whether whether

0:28:20.640 --> 0:28:22.680
<v Speaker 1>whether Dara can keep the good while getting rid of

0:28:22.720 --> 0:28:25.200
<v Speaker 1>the bad. Dar's a numbers guy. He was a CFO

0:28:25.600 --> 0:28:28.320
<v Speaker 1>at m I see for a very long time Barry

0:28:28.359 --> 0:28:31.280
<v Speaker 1>Dealer's company. He and Barry Diller are still really close.

0:28:31.680 --> 0:28:33.479
<v Speaker 1>And he's a numbers guy, right, So he looks at

0:28:33.480 --> 0:28:35.880
<v Speaker 1>the balance sheet, sees how much they're bleeding, and has

0:28:35.920 --> 0:28:39.040
<v Speaker 1>to start cutting and changing things in the street. Probably

0:28:39.080 --> 0:28:42.080
<v Speaker 1>really likes that. But you know, employees there were used

0:28:42.120 --> 0:28:46.680
<v Speaker 1>to some level of whatever comfort or just decisions that

0:28:46.960 --> 0:28:51.440
<v Speaker 1>might not be as popular. So it's still only eighteen

0:28:51.480 --> 0:28:54.200
<v Speaker 1>months in or whatever he's at now, it's still I'll

0:28:54.200 --> 0:28:56.640
<v Speaker 1>give him like a little more time to see what here.

0:28:56.720 --> 0:28:59.280
<v Speaker 1>You start to make a judgment. Yeah, On that note,

0:28:59.360 --> 0:29:02.800
<v Speaker 1>I also wonder a sort of corollary to that. As

0:29:02.880 --> 0:29:05.080
<v Speaker 1>much as he's tried to change the culture, is the

0:29:05.120 --> 0:29:07.880
<v Speaker 1>culture of a company set with its founder? In other words,

0:29:08.000 --> 0:29:10.200
<v Speaker 1>is that darker side of Uber still? Is it a

0:29:10.240 --> 0:29:12.280
<v Speaker 1>seed that's waiting to blow up in some ways, not

0:29:12.360 --> 0:29:15.720
<v Speaker 1>just through the ongoing investigations, but just that is going

0:29:15.760 --> 0:29:18.120
<v Speaker 1>to exist in the company, regardless of what Darr tries

0:29:18.160 --> 0:29:20.000
<v Speaker 1>to do to change it. Right. No, I love that

0:29:20.080 --> 0:29:23.840
<v Speaker 1>point because if you look at I mean every smart

0:29:23.880 --> 0:29:25.920
<v Speaker 1>VC that's trying to give advice to the founders. Is

0:29:25.920 --> 0:29:28.200
<v Speaker 1>talks about like culture set from the very beginning and

0:29:28.280 --> 0:29:30.840
<v Speaker 1>tone at the top. I think it's very difficult to

0:29:30.920 --> 0:29:33.880
<v Speaker 1>change that, and the authority that a founder has over

0:29:33.960 --> 0:29:37.040
<v Speaker 1>that is very powerful. Right. So even if you look

0:29:37.080 --> 0:29:39.440
<v Speaker 1>at like Twitter, there was a time when Twitter was

0:29:39.440 --> 0:29:40.960
<v Speaker 1>in the news all the time for being one of

0:29:40.960 --> 0:29:43.640
<v Speaker 1>the most dysfunctional companies ever, right, And a lot of

0:29:43.640 --> 0:29:47.200
<v Speaker 1>that came with the in fighting between the three founders

0:29:47.200 --> 0:29:50.160
<v Speaker 1>of the company from the very beginning, and to this

0:29:50.240 --> 0:29:53.080
<v Speaker 1>day it's still it still shapes Twitter in some ways,

0:29:53.120 --> 0:29:55.360
<v Speaker 1>it still shapes the company. Google is seen as like

0:29:55.400 --> 0:29:58.880
<v Speaker 1>a sort of grad school of the valley and very

0:29:58.960 --> 0:30:02.480
<v Speaker 1>engineering heavy, and that's from Larry Page and Sergey On

0:30:02.600 --> 0:30:05.440
<v Speaker 1>down right. That's how they started the company, and that's

0:30:05.480 --> 0:30:09.400
<v Speaker 1>what's most treasured inside of Google. So that DNA really

0:30:09.440 --> 0:30:12.560
<v Speaker 1>sets the tone for the company and it's hard to

0:30:12.680 --> 0:30:15.000
<v Speaker 1>change that. Over Travis Kalenik is gone, but as a

0:30:15.000 --> 0:30:18.920
<v Speaker 1>ghost haunts the hallways. I love despite all the press

0:30:18.960 --> 0:30:22.280
<v Speaker 1>around the culture and around the destructiveness of the brolite

0:30:22.280 --> 0:30:24.280
<v Speaker 1>culture at Uber, which is a huge part of your

0:30:24.280 --> 0:30:27.080
<v Speaker 1>book as well, with Susan Fowler's letter. Is that going

0:30:27.120 --> 0:30:31.240
<v Speaker 1>to change? I mean again, this is the question, because

0:30:31.720 --> 0:30:34.840
<v Speaker 1>you know, bad behavior ultimately got rewarded, like a lot

0:30:34.880 --> 0:30:37.080
<v Speaker 1>of people got rich at the IPO. Right. I live

0:30:37.120 --> 0:30:39.800
<v Speaker 1>in San Francisco, and I'm already seeing home prices go up.

0:30:39.880 --> 0:30:43.479
<v Speaker 1>I live around many Uber employees, you know. I talk

0:30:43.520 --> 0:30:46.040
<v Speaker 1>about this thing called the like the cocktail party test,

0:30:46.120 --> 0:30:48.320
<v Speaker 1>where it's whether or not you're embarrassed to where your

0:30:48.400 --> 0:30:50.560
<v Speaker 1>T shirt or tell people at a cocktail party where

0:30:50.560 --> 0:30:53.040
<v Speaker 1>you work. And there's like a version of the old

0:30:53.080 --> 0:30:55.840
<v Speaker 1>Wall Street Journal test. Right, if you're not afraid to

0:30:55.880 --> 0:30:58.360
<v Speaker 1>see it a headline in the Wall Street Journal, that's it.

0:30:58.640 --> 0:31:02.479
<v Speaker 1>And so there's a period where Uber employees didn't wear

0:31:02.520 --> 0:31:04.840
<v Speaker 1>their swag out in public, and now they're back to it,

0:31:04.880 --> 0:31:06.720
<v Speaker 1>you know, now they're they're sort of wearying again. And

0:31:07.040 --> 0:31:10.120
<v Speaker 1>maybe that's just the proof that you can act, you

0:31:10.120 --> 0:31:12.280
<v Speaker 1>can act with impunity and get away with it as

0:31:12.280 --> 0:31:16.440
<v Speaker 1>long as everybody gets paid. Yep, that's a fairly devastating quote.

0:31:16.440 --> 0:31:19.240
<v Speaker 1>You quote another CEO, female CEO named Karina Lake, which

0:31:19.240 --> 0:31:21.720
<v Speaker 1>she wrote in an email it's demoralizing and said that

0:31:21.800 --> 0:31:25.200
<v Speaker 1>something like Uber can even exist and even thrive. Do

0:31:25.240 --> 0:31:27.640
<v Speaker 1>you agree with that? Look? I think if there are

0:31:27.640 --> 0:31:30.360
<v Speaker 1>founders trying to do things the right way, it's really

0:31:30.720 --> 0:31:33.400
<v Speaker 1>it is really depressing to see that other companies can

0:31:33.480 --> 0:31:36.200
<v Speaker 1>thrive when they're not doing it quote unquote the right way.

0:31:36.240 --> 0:31:39.000
<v Speaker 1>And maybe that's naive. Maybe maybe someone like me or

0:31:39.040 --> 0:31:41.960
<v Speaker 1>someone like her look at the world in a way

0:31:42.080 --> 0:31:48.360
<v Speaker 1>that is moralizing and not cynical enough. Sometimes, you know,

0:31:48.440 --> 0:31:50.800
<v Speaker 1>maybe maybe this is how you have to build companies.

0:31:50.800 --> 0:31:53.080
<v Speaker 1>But I'd like to think that that you don't have

0:31:53.120 --> 0:31:55.800
<v Speaker 1>to be an asshole to build a great company, you know,

0:31:55.840 --> 0:31:58.840
<v Speaker 1>and like you can be an entrepreneur and guide things

0:31:58.880 --> 0:32:01.160
<v Speaker 1>in a way that you're proud of, or that like

0:32:01.200 --> 0:32:02.880
<v Speaker 1>you can have a headline in the Wall Street Journal

0:32:02.960 --> 0:32:04.840
<v Speaker 1>and not have to cringe about it, or at least

0:32:04.920 --> 0:32:07.240
<v Speaker 1>not have to cover up your behavior. You wrote at

0:32:07.280 --> 0:32:08.880
<v Speaker 1>the end of the book, And I think it's it's

0:32:08.920 --> 0:32:11.040
<v Speaker 1>interesting that it is an open question. I wondered if

0:32:11.080 --> 0:32:13.600
<v Speaker 1>there would be a new generation of Travis Kalenik protege

0:32:13.640 --> 0:32:17.360
<v Speaker 1>as soon. The hope I have in this I met

0:32:17.160 --> 0:32:19.960
<v Speaker 1>a young kid I was at like a New York

0:32:19.960 --> 0:32:22.520
<v Speaker 1>Times event last year when I was reporting the book,

0:32:22.520 --> 0:32:24.960
<v Speaker 1>and I met a young, like nineteen year old who's

0:32:25.440 --> 0:32:30.040
<v Speaker 1>fresh out of Harvard and he was African American and

0:32:30.240 --> 0:32:33.200
<v Speaker 1>identified as gay. And he heard me talk and he

0:32:33.320 --> 0:32:36.080
<v Speaker 1>was like, you know, part of why I want to

0:32:36.080 --> 0:32:38.800
<v Speaker 1>go into tech is to try to like change what

0:32:38.840 --> 0:32:41.560
<v Speaker 1>that culture kind of looks like. And since tech is

0:32:41.600 --> 0:32:44.480
<v Speaker 1>not going away, be a part of the force for

0:32:44.760 --> 0:32:47.959
<v Speaker 1>representing like all types of people building these things instead

0:32:47.960 --> 0:32:51.000
<v Speaker 1>of like young white men who've grown up in largely

0:32:51.040 --> 0:32:54.320
<v Speaker 1>in it was at least safe financial bubbles or whatever. Right,

0:32:54.760 --> 0:32:58.120
<v Speaker 1>maybe maybe the people building these products should look more

0:32:58.240 --> 0:33:00.719
<v Speaker 1>like the rest of the world instead of a monoculture

0:33:00.760 --> 0:33:02.760
<v Speaker 1>in the valley. And that I thought was pretty hopeful.

0:33:02.800 --> 0:33:05.480
<v Speaker 1>Maybe there's maybe the people behind it are going to

0:33:05.520 --> 0:33:07.760
<v Speaker 1>look different in a generation. I love this. We get

0:33:07.760 --> 0:33:10.440
<v Speaker 1>to end on a positive note here, it's not all dark.

0:33:10.680 --> 0:33:12.719
<v Speaker 1>Thank you so much for coming, Thanks for having me.

0:33:21.640 --> 0:33:24.680
<v Speaker 1>It's striking to me how many things about Travis Kalenik

0:33:24.720 --> 0:33:27.920
<v Speaker 1>and the Uber story turn accepted wisdom on its head.

0:33:28.480 --> 0:33:30.720
<v Speaker 1>Most of all, it's supposed to be good to be paranoid.

0:33:30.920 --> 0:33:33.080
<v Speaker 1>It's supposed to be good to have failed in the past.

0:33:33.560 --> 0:33:36.040
<v Speaker 1>But in Kalinich's case, the past failure it seems to

0:33:36.080 --> 0:33:38.960
<v Speaker 1>have sharpened already sharp edges to a knife point, and

0:33:39.040 --> 0:33:42.880
<v Speaker 1>the paranoia took an indisputably dark turn that still might

0:33:42.920 --> 0:33:46.360
<v Speaker 1>destroy Uber. It's also interesting to me that there are

0:33:46.400 --> 0:33:48.960
<v Speaker 1>all these big questions that we want answered, at least

0:33:48.960 --> 0:33:52.120
<v Speaker 1>that I want answered, but real life, a real business,

0:33:52.360 --> 0:33:55.120
<v Speaker 1>doesn't always yield clarity, or at least not the clarity.

0:33:55.160 --> 0:33:57.520
<v Speaker 1>Would like. We want there to be a moral to

0:33:57.600 --> 0:34:00.360
<v Speaker 1>this story, a good moral, but I'm not sure there is.

0:34:00.640 --> 0:34:02.720
<v Speaker 1>At least the moral might be to do as Kalenick

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<v Speaker 1>did rather than the opposite. Would like for a kindler,

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<v Speaker 1>gentler company to have had the same degree of success

0:34:08.560 --> 0:34:10.880
<v Speaker 1>that Uber did. It's not clear to me that it

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<v Speaker 1>would have. Most of all, would like to believe that

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<v Speaker 1>Silicon Valley, which is so critically important to our economy

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<v Speaker 1>and our lives, is going to have a day of reckoning.

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<v Speaker 1>It's going to leave its ugly childlike aspects in the past.

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<v Speaker 1>It's going to grow up. It's not so clear to

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<v Speaker 1>me that's going to happen, at least not anytime soon.

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<v Speaker 1>Making a Killing is a co production of Pushkin Industries

0:34:33.200 --> 0:34:36.440
<v Speaker 1>and Chalk and Blade. It's produced by Ruth Barnes and

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<v Speaker 1>Rosie Stoffer. My executive producers are Alison mcclein. No relation

0:34:41.600 --> 0:34:45.560
<v Speaker 1>in making Casey. The executive producer at Pushkin is Mia Loebell.

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<v Speaker 1>Engineering is by Jason Gambrell. Our music is by Jed Flood.

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<v Speaker 1>Special thanks to Jacob Weisberg at Pushkin and everyone on

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<v Speaker 1>the show. I'm Bethany mcclein. Thanks so much for listening.

0:34:58.600 --> 0:35:01.960
<v Speaker 1>Find me on Twitter Bethany mac twelve and let me

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<v Speaker 1>know who you've enjoyed hearing from.