Podcast appearances and mentions of Garrett Camp

From the archive: This episode was originally recorded and published in 2021. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Hooman Radfar is a serial entrepreneur, investor, and the co-founder and CEO of Collective. He previously co-founded AddThis (exit: Oracle), the largest platform on the web to help drive traffic and engagement for marketers. He was also a founding partner at Expa, a platform started by Uber co-founder Garrett Camp, to support entrepreneurs by building and investing in their companies. He was an early investor and adviser in category defining companies like Uber, Hinge, Sweetgreen, Onfido and Convoy. Hooman co-founded Collective to create a better future workplace by supporting the largest class of entrepreneurs in the world - businesses-of-one. Top 3 Value Bombs 1. To anyone who has that spirit and wants to be an entrepreneur, the tools are there. It's never been easier to build a company from the perspective of having the right tools in place. 2. Remote is irreversible and an accelerating trend. It's something that if you don't factor in everything that you're doing, you're not going to come up with the right strategy. 3. America is built on entrepreneurship. Immigrants come with nothing, build businesses and create wealth, and that's what makes America great. Collective is the first online back-office platform designed for self-employed people - Collective Sponsor HubSpot Making your life easier. Getting you results faster. And better connecting you to all your data, all in one place. Start making major moves with HubSpot. Visit HubSpot.com/marketers to learn more

From the archive: This episode was originally recorded and published in 2021. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Hooman Radfar is a serial entrepreneur, investor, and the co-founder and CEO of Collective. He previously co-founded AddThis (exit: Oracle), the largest platform on the web to help drive traffic and engagement for marketers. He was also a founding partner at Expa, a platform started by Uber co-founder Garrett Camp, to support entrepreneurs by building and investing in their companies. He was an early investor and adviser in category defining companies like Uber, Hinge, Sweetgreen, Onfido and Convoy. Hooman co-founded Collective to create a better future workplace by supporting the largest class of entrepreneurs in the world - businesses-of-one. Top 3 Value Bombs 1. To anyone who has that spirit and wants to be an entrepreneur, the tools are there. It's never been easier to build a company from the perspective of having the right tools in place. 2. Remote is irreversible and an accelerating trend. It's something that if you don't factor in everything that you're doing, you're not going to come up with the right strategy. 3. America is built on entrepreneurship. Immigrants come with nothing, build businesses and create wealth, and that's what makes America great. Collective is the first online back-office platform designed for self-employed people - Collective Sponsor HubSpot Making your life easier. Getting you results faster. And better connecting you to all your data, all in one place. Start making major moves with HubSpot. Visit HubSpot.com/marketers to learn more

Uber fue fundado en 2009 por Travis Kalanick y Garrett Camp en San Francisco, Estados Unidos. La idea surgió cuando ambos tuvieron dificultades para encontrar un taxi disponible. Decidieron crear una plataforma que conectara a conductores y pasajeros a través de una aplicación móvil, revolucionando así la industria del transporte urbano. Lo interesante es la manera oscura con la que UBER se posicionó hasta arriba. Síguenos y visita nuestro sitio oficial: https://www.instagram.com/eldollop https://twitter.com/eldollop https://www.facebook.com/eldolloppodcast http://eldollop.com

Uber fue fundado en 2009 por Travis Kalanick y Garrett Camp en San Francisco, Estados Unidos. La idea surgió cuando ambos tuvieron dificultades para encontrar un taxi disponible. Decidieron crear una plataforma que conectara a conductores y pasajeros a través de una aplicación móvil, revolucionando así la industria del transporte urbano. Lo interesante es la manera oscura con la que UBER se posicionó hasta arriba. Síguenos y visita nuestro sitio oficial: https://www.instagram.com/eldollop https://twitter.com/eldollop https://www.facebook.com/eldolloppodcast http://eldollop.com

Our Host,  Bryan Bolt and Garrett Camp sit down with Chene Gear Marketing Director,  Dylan Farrell to talk about his path to marketing the hottest waterfowl brand & his passion for shooting ducks... with his camera and his shotgun!

Travis Kalanick ก่อตั้ง Uber ในปี 2009 ร่วมกับ Garrett Camp ภายใต้การนำของ Kalanick Uber เติบโตอย่างรวดเร็ว ขยายไปสู่หลายร้อยเมืองทั่วโลก และดึงดูดการลงทุนหลายพันล้านดอลลาร์ อย่างไรก็ตาม การดำรงตำแหน่งที่ Uber ของ Kalanick ก็มีข้อโต้เถียงและเรื่องอื้อฉาวมากมายที่เกี่ยวข้องกับวัฒนธรรมในที่ทำงานของบริษัท การดำเนินธุรกิจ และความท้าทายทางกฎหมาย ในปี 2017 หลังจากแรงกดดันจากนักลงทุนและเรื่องอื้อฉาวมากมาย Kalanick ลาออกจากตำแหน่งซีอีโอของ Uber แล้วปัจจัยอะไรที่ส่งผลให้ Kalanick ก้าวขึ้นสู่จุดสูงสุดและตกต่ำอย่างรวดเร็วที่ Uber มันเป็นบทเรียนที่สามารถเรียนรู้ได้จากประสบการณ์ของเขา เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ ========================= ร่วมสนับสนุน ด.ดล Blog และ Geek Forever Podcast เพื่อให้เรามีกำลังใจในการผลิต Content ดี ๆ ให้กับท่าน https://www.tharadhol.com/become-a-supporter/ ——————————————– ติดตาม ด.ดล Blog ผ่าน Line OA เพียงคลิก : https://lin.ee/aMEkyNA ——————————————– ไม่พลาดข่าวสารผ่านทาง Email จาก ด.ดล Blog : https://www.getrevue.co/profile/tharadhol ——————————————– Geek Forever Club พื้นที่ของการแลกเปลี่ยนข้อมูลข่าวสาร ความรู้ ด้านธุรกิจ เทคโนโลยีและวิทยาศาสตร์ ใหม่ ๆ ที่น่าสนใจ https://www.facebook.com/groups/geek.forever.club/ ========================= ช่องทางติดตาม ด.ดล Blog เพิ่มเติมได้ที่ Fanpage : www.facebook.com/tharadhol.blog Blockdit : www.blockdit.com/tharadhol.blog Twitter : www.twitter.com/tharadhol Instragram : instragram.com/tharadhol TikTok : tiktok.com/@geek.forever Youtube : www.youtube.com/c/mrtharadhol Linkedin : www.linkedin.com/in/tharadhol Website : www.tharadhol.com

Brought to you by Braintrust—For when you needed talent, yesterday | AssemblyAI—Production-ready AI models to transcribe and understand speech | Miro—A collaborative visual platform where your best work comes to life—Jonathan Becker is the founder and president of Thrive Digital, where he and his team have deployed more than $3.5 billion in paid acquisition budgets for companies like Uber, Asana, Square, Tempur-Pedic, and MasterClass. He spent the first part of his career mastering SEO and is a world expert in DTC, lead generation, demand generation, and user acquisition. In today's episode, we discuss:• Signs that your company is a good fit for paid growth• Strategies for optimizing ad creatives• The merits of different marketing channels: paid vs. organic search, TikTok and short-form• Insights on attribution and how to approach it effectively• How market conditions and AI impact paid growth• The crazy story of how Jonathan won Uber as a client—Find the full transcript at: https://www.lennyspodcast.com/mastering-paid-growth-jonathan-becker-thrive-digital/#transcript—Where to find Jonathan Becker:• Twitter: https://twitter.com/jzbecker• LinkedIn: https://www.linkedin.com/in/jonathanbecker123/• Website: https://thrivedigital.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Jonathan's background(07:25) The crazy story of how Jonathan won Uber as a client(11:56) Interchangeable terms for “paid growth”(12:31) Why you shouldn't put all your eggs in one basket(16:48) What kind of companies should pursue paid growth(23:07) Is it possible to reach scale exclusively through paid growth?(27:07) The evolution of performance marketing(29:39) Advice for founders choosing between SEO and paid(32:18) Strategies for optimizing ad creatives(44:43) Paid vs. organic search, TikTok and short-form(49:56) Where to spend money in order to drive growth for B2B SaaS(55:06) Attribution in performance marketing (1:04:18) The impact of AI on paid growth(1:12:52) Advice for early-stage startups on hiring in-house vs. hiring an agency (1:17:09) Qualifications to look for in your hires(1:23:23) How Jonathan won Snapchat as a client(1:28:55) Lightning round—Referenced:• Andrew Wilkinson: https://www.linkedin.com/in/awilkinson/• Garrett Camp: https://www.forbes.com/profile/garrett-camp/• TikTok: https://www.tiktok.com/• Grammarly: https://app.grammarly.com/• Athletic Greens: https://athleticgreens.com/en• Supermetrics: https://supermetrics.com/• Recast: https://getrecast.com/• Midjourney: https://www.midjourney.com/• DALL-E: https://openai.com/product/dall-e-2• Storyworthy: https://www.amazon.com/Storyworthy-Engage-Persuade-through-Storytelling/dp/1608685489• Shoe Dog: A Memoir by the Creator of Nike: https://www.amazon.com/Shoe-Dog-Memoir-Creator-Nike-ebook/dp/B0176M1A44• American Kingpin: https://www.amazon.com/American-Kingpin-Criminal-Mastermind-Behind/dp/1591848148• The Big Short: https://www.imdb.com/title/tt1596363/• White Lotus on HBO: https://www.hbo.com/the-white-lotus—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

In this week's Marchand and Ourand Sports Media Podcast sponsored by WSC Sports:  Andrew Marchand and John Ourand choose the ten biggest stories they covered over the past 12 months. The duo starts with the free agent frenzy among NFL announcers last off-season and carries on to the upheaval in local sports TV marketplace. Other topics include Amazon and Apple's sports strategy, Big Ten media rights deal, the rise of soccer on TV and executive moves at the top of the biggest companies in sports media. There's also an in-depth conversation about whether the word ‘irregardless' should ever be uttered on this pod again.   Mentioned this week: Joe Buck, Tony Romo, Troy Aikman, Chris Russo, Tom Brady, Kevin Burkhardt, Greg Olsen, Al Michaels, Mike Tirico, Cris Collinsworth, Jim Nantz, Roger Goodell, Brian Rolapp, Hans Schroeder, Chris Fowler, irregardless, Chris Mason, Chris Ripley, Adam Silver, John Leo Ourand, Kirk Herbstreit, Dude Perfect, LeBron James, Abe Madkour, Mark Lazarus, ethos, Judge Acie Wyatt, Eric Shanks, Katie Nolan, Tripp Mickle, JJ Redick, Mike Krzyzewski, Coach K podcast producer, Jeff Zucker, David Zaslav, Dick Ebersol, Luis Silberwasser, Lenny Daniels, Bob Iger, Bob Chapek, Jimmy Pitaro, Dan Loeb, Peyton Manning, Tiger Woods, Mark Silverman, Larry Jones, Lionel Messi, Rob Manfred, John Strong, Pep Guardiola, Michael Nathanson, Garrett Camp, Travis Kalanick, Merriam-Webster, Reggie Walker  For more information on WSC Sports visit bit.ly/3OzggWO Learn more about your ad choices. Visit megaphone.fm/adchoices

Desde que se fundó la multinacional estadounidense UBER por Travis Kalanick y Garrett Camp en el año 2009, ha venido dando pérdidas hasta el último ejercicio dónde por primera vez los resultado han sido positivos, pero ¿son realmente esos resultados provenientes de su actividad o hay otra causa? En este podcast analizamos la historia y crecimiento de la Uber así como sus prácticas para obtener una mayor expansión. Mis Aparatos y equipos imprescindibles para trabajar y vivir: https://www.amazon.es/shop/juanfranciscocalero-clubonmotor Apóyame para hacer más y mejores vídeos en PATREON. Sé mi mentor: https://www.patreon.com/jfcalero Sígueme en INSTAGRAM, TWITTER o AMBAS, súperfácil: @jfcalero No te vayas a la cama sin saber algo más, o al menos sin saber algo nuevo. Si lo hiciste, misión cumplida, gracias por acompañarme. Puedes ver el video correspondiente a este podcast en el siguiente enlace:https://www.youtube.com/watch?v=3ld17AtT4Hg

La historia de Uber y su código de deep learning y modelado probabilístico.Oye también Command Line Heroes en español: https://bit.ly/CommandLineHeroesES "La historia de Uber" es un reportaje en Amazon Prime Video: [https://www.primevideo.com/detail/La-historia-de-Uber/0TREVOL4IIK960YTEPZW3FCK8N]El reportaje- The Uber Story, reportaje de Sean Nicholls original para el programa 4 Corners de ABC News en Australia. Grabado en Australia y visitando el centro de tecnología y de innovación de Uber en Dan Francisco. Descripción en Prime Vídeo: “Uber es una de las marcas más grandes del mundo y ha revolucionado la forma en que nos transportamos. En los últimos nueve años, el digital vanguardista ha volcado todo modelo de negocio dentro de la industria. Pero el viaje hacia el éxito no ha sido fácil. ¿Cómo ha hecho esta empresa despiadada para esquivar a los reguladores y aplastar a sus competidores?” Probable respuesta: Perdiendo dinero en la operación con tal de quedarse con el mercado. Habrían gastado sin retorno (o perdido) más de 6 mil millones de dólares para romper el mercado. ¿Cómo y cuando tendrán el retorno de su inversión? La Inteligencia Artificial- El modelo de Uber: una aplicación electrónica de intermediación de transporte bajo demanda. La empresa ofrece información y un medio de enlazar servicios de transporte privado mediante el uso de las nuevas tecnologías. - Un conductor calificado, con auto - Un pasajero calificado, con dinero- La ventaja competitiva de Uber: Saber el precio que el cliente está dispuesto a pagar, y los métodos de pago.- El mercado de Uber: Domina México con 80% del **mercado** de transporte privado.- Qué sabe Uber de ti: - Quién eres - Dónde estás - Hacia dónde vas - Cuándo vas - Cómo pagas - Cuánto estás dispuesto a pagar - Cuántas veces te movilizas - Dónde vives - Dónde trabajas - Dónde vive tu familia o el personal de tu empresa La historia - UberCab, la primera versión de la app, fue desarrollada por Garrett Camp, Oscar Salazar y Conrad Whelan, sobre la idea de los fundadores: Travis Kalanick y Garrett Camp. Era 2009 y Uber se enfocaba en el transporte en autos de lujo en San Francisco. Para 2011 tenían grandes fondos inversores, entre los cuales habría estado Jeff Bezos y Google Ventures, y alianzas con America Móvil de Carlos Slim, tal como lo conté en [https://spreaker.page.link/cXC3KAW8bHddb2uC8] El 3 de diciembre de 2014… permitiendo su expansión internacional, con servicios ya de bajo costo bajo la modalidad Uber X, llegando a mercados tan grandes como India. En 2016 Uber fue sobrepasado en el mercado mundial por la aplicación china Didi, que logró estar en más ciudades. Uber ha sido expulsada de Austin, Texas; Y de Hungría. Protestas de taxistas en Londres, Paris, Berlín, Madrid, México y Bogotá. - EL CÓDIGO:- Según Gembeta: Uber utiliza Node. js (es un entorno en tiempo de ejecución multiplataforma, de código abierto, para la capa del servidor basado en el lenguaje de programación JavaScript, asíncrono), Python, Go, Java y Scala, lo que además les permite contratar ingenieros de forma más rápida al no verse limitados por el el lenguaje. Pero el usar tantos lenguajes diferentes se convierte en una limitación cuando se tiene que solucionar el mismo problema tantas veces como lenguajes existen.- Pyro, un nuevo lenguaje de programación lanzado por Uber que fusiona el aprendizaje profundo con la programación de probabilidad.- Uber Engeineering: [https://eng.uber.com/pyro/](https://eng.uber.com/pyro/) - *Alcanzar el objetivo de Uber de brindar un transporte confiable para todos requiere predicción y optimización sin esfuerzo en todo momento. Las oportunidades van desde hacer coincidir a los pasajeros con los conductores hasta sugerir rutas óptimas, encontrar combinaciones de grupos sensatas e incluso crear la próxima generación de vehículos inteligentes. Para resolver estos desafíos, estamos combinando técnicas de inteligencia artificial (IA) de última generación con la rica experiencia de científicos de datos, ingenieros y otros usuarios. Estamos explorando un enfoque basado en herramientas que nos permitirá a nosotros y a otros crear la próxima generación de soluciones de IA.* - *Como parte de esta iniciativa, Uber AI Labs se complace en anunciar el lanzamiento de código abierto de nuestro lenguaje de programación probabilístico Pyro . Pyro es una herramienta para el modelado probabilístico profundo, que unifica lo mejor del aprendizaje profundo moderno y el modelado bayesiano (*La **probabilidad bayesiana** es una de las diferentes interpretaciones del concepto de probabilidad. La interpretación bayesiana de la probabilidad puede ser vista como una extensión de la lógica proposicional que permite razonar con hipótesis, es decir, las proposiciones cuya veracidad o falsedad son inciertas). *El objetivo de Pyro es acelerar la investigación y las aplicaciones de estas técnicas y hacerlas más accesibles para la comunidad de IA en general.*

La historia de Uber y su código de deep learning y modelado probabilístico.Oye también Command Line Heroes en español: https://bit.ly/CLH-en-esp "La historia de Uber" es un reportaje en Amazon Prime Video: [https://www.primevideo.com/detail/La-historia-de-Uber/0TREVOL4IIK960YTEPZW3FCK8N]El reportaje- The Uber Story, reportaje de Sean Nicholls original para el programa 4 Corners de ABC News en Australia. Grabado en Australia y visitando el centro de tecnología y de innovación de Uber en Dan Francisco. Descripción en Prime Vídeo: “Uber es una de las marcas más grandes del mundo y ha revolucionado la forma en que nos transportamos. En los últimos nueve años, el digital vanguardista ha volcado todo modelo de negocio dentro de la industria. Pero el viaje hacia el éxito no ha sido fácil. ¿Cómo ha hecho esta empresa despiadada para esquivar a los reguladores y aplastar a sus competidores?” Probable respuesta: Perdiendo dinero en la operación con tal de quedarse con el mercado. Habrían gastado sin retorno (o perdido) más de 6 mil millones de dólares para romper el mercado. ¿Cómo y cuando tendrán el retorno de su inversión? La Inteligencia Artificial- El modelo de Uber: una aplicación electrónica de intermediación de transporte bajo demanda. La empresa ofrece información y un medio de enlazar servicios de transporte privado mediante el uso de las nuevas tecnologías. - Un conductor calificado, con auto - Un pasajero calificado, con dinero- La ventaja competitiva de Uber: Saber el precio que el cliente está dispuesto a pagar, y los métodos de pago.- El mercado de Uber: Domina México con 80% del **mercado** de transporte privado.- Qué sabe Uber de ti: - Quién eres - Dónde estás - Hacia dónde vas - Cuándo vas - Cómo pagas - Cuánto estás dispuesto a pagar - Cuántas veces te movilizas - Dónde vives - Dónde trabajas - Dónde vive tu familia o el personal de tu empresa La historia - UberCab, la primera versión de la app, fue desarrollada por Garrett Camp, Oscar Salazar y Conrad Whelan, sobre la idea de los fundadores: Travis Kalanick y Garrett Camp. Era 2009 y Uber se enfocaba en el transporte en autos de lujo en San Francisco. Para 2011 tenían grandes fondos inversores, entre los cuales habría estado Jeff Bezos y Google Ventures, y alianzas con America Móvil de Carlos Slim, tal como lo conté en [https://spreaker.page.link/cXC3KAW8bHddb2uC8] El 3 de diciembre de 2014… permitiendo su expansión internacional, con servicios ya de bajo costo bajo la modalidad Uber X, llegando a mercados tan grandes como India. En 2016 Uber fue sobrepasado en el mercado mundial por la aplicación china Didi, que logró estar en más ciudades. Uber ha sido expulsada de Austin, Texas; Y de Hungría. Protestas de taxistas en Londres, Paris, Berlín, Madrid, México y Bogotá. - EL CÓDIGO:- Según Gembeta: Uber utiliza Node. js (es un entorno en tiempo de ejecución multiplataforma, de código abierto, para la capa del servidor basado en el lenguaje de programación JavaScript, asíncrono), Python, Go, Java y Scala, lo que además les permite contratar ingenieros de forma más rápida al no verse limitados por el el lenguaje. Pero el usar tantos lenguajes diferentes se convierte en una limitación cuando se tiene que solucionar el mismo problema tantas veces como lenguajes existen.- Pyro, un nuevo lenguaje de programación lanzado por Uber que fusiona el aprendizaje profundo con la programación de probabilidad.- Uber Engeineering: [https://eng.uber.com/pyro/](https://eng.uber.com/pyro/) - *Alcanzar el objetivo de Uber de brindar un transporte confiable para todos requiere predicción y optimización sin esfuerzo en todo momento. Las oportunidades van desde hacer coincidir a los pasajeros con los conductores hasta sugerir rutas óptimas, encontrar combinaciones de grupos sensatas e incluso crear la próxima generación de vehículos inteligentes. Para resolver estos desafíos, estamos combinando técnicas de inteligencia artificial (IA) de última generación con la rica experiencia de científicos de datos, ingenieros y otros usuarios. Estamos explorando un enfoque basado en herramientas que nos permitirá a nosotros y a otros crear la próxima generación de soluciones de IA.* - *Como parte de esta iniciativa, Uber AI Labs se complace en anunciar el lanzamiento de código abierto de nuestro lenguaje de programación probabilístico Pyro . Pyro es una herramienta para el modelado probabilístico profundo, que unifica lo mejor del aprendizaje profundo moderno y el modelado bayesiano (*La **probabilidad bayesiana** es una de las diferentes interpretaciones del concepto de probabilidad. La interpretación bayesiana de la probabilidad puede ser vista como una extensión de la lógica proposicional que permite razonar con hipótesis, es decir, las proposiciones cuya veracidad o falsedad son inciertas). *El objetivo de Pyro es acelerar la investigación y las aplicaciones de estas técnicas y hacerlas más accesibles para la comunidad de IA en general.*

La historia de Uber y su código de deep learning y modelado probabilístico.Oye también Command Line Heroes en español: http://heroes.elsiglo21eshoy.com "La historia de Uber" es un reportaje en Amazon Prime Video: [https://www.primevideo.com/detail/La-historia-de-Uber/0TREVOL4IIK960YTEPZW3FCK8N]El reportaje- The Uber Story, reportaje de Sean Nicholls original para el programa 4 Corners de ABC News en Australia. Grabado en Australia y visitando el centro de tecnología y de innovación de Uber en Dan Francisco. Descripción en Prime Vídeo: “Uber es una de las marcas más grandes del mundo y ha revolucionado la forma en que nos transportamos. En los últimos nueve años, el digital vanguardista ha volcado todo modelo de negocio dentro de la industria. Pero el viaje hacia el éxito no ha sido fácil. ¿Cómo ha hecho esta empresa despiadada para esquivar a los reguladores y aplastar a sus competidores?” Probable respuesta: Perdiendo dinero en la operación con tal de quedarse con el mercado. Habrían gastado sin retorno (o perdido) más de 6 mil millones de dólares para romper el mercado. ¿Cómo y cuando tendrán el retorno de su inversión? La Inteligencia Artificial- El modelo de Uber: una aplicación electrónica de intermediación de transporte bajo demanda. La empresa ofrece información y un medio de enlazar servicios de transporte privado mediante el uso de las nuevas tecnologías. - Un conductor calificado, con auto - Un pasajero calificado, con dinero- La ventaja competitiva de Uber: Saber el precio que el cliente está dispuesto a pagar, y los métodos de pago.- El mercado de Uber: Domina México con 80% del **mercado** de transporte privado.- Qué sabe Uber de ti: - Quién eres - Dónde estás - Hacia dónde vas - Cuándo vas - Cómo pagas - Cuánto estás dispuesto a pagar - Cuántas veces te movilizas - Dónde vives - Dónde trabajas - Dónde vive tu familia o el personal de tu empresa La historia - UberCab, la primera versión de la app, fue desarrollada por Garrett Camp, Oscar Salazar y Conrad Whelan, sobre la idea de los fundadores: Travis Kalanick y Garrett Camp. Era 2009 y Uber se enfocaba en el transporte en autos de lujo en San Francisco. Para 2011 tenían grandes fondos inversores, entre los cuales habría estado Jeff Bezos y Google Ventures, y alianzas con America Móvil de Carlos Slim, tal como lo conté en [https://spreaker.page.link/cXC3KAW8bHddb2uC8] El 3 de diciembre de 2014… permitiendo su expansión internacional, con servicios ya de bajo costo bajo la modalidad Uber X, llegando a mercados tan grandes como India. En 2016 Uber fue sobrepasado en el mercado mundial por la aplicación china Didi, que logró estar en más ciudades. Uber ha sido expulsada de Austin, Texas; Y de Hungría. Protestas de taxistas en Londres, Paris, Berlín, Madrid, México y Bogotá. - EL CÓDIGO:- Según Gembeta: Uber utiliza Node. js (es un entorno en tiempo de ejecución multiplataforma, de código abierto, para la capa del servidor basado en el lenguaje de programación JavaScript, asíncrono), Python, Go, Java y Scala, lo que además les permite contratar ingenieros de forma más rápida al no verse limitados por el el lenguaje. Pero el usar tantos lenguajes diferentes se convierte en una limitación cuando se tiene que solucionar el mismo problema tantas veces como lenguajes existen.- Pyro, un nuevo lenguaje de programación lanzado por Uber que fusiona el aprendizaje profundo con la programación de probabilidad.- Uber Engeineering: [https://eng.uber.com/pyro/](https://eng.uber.com/pyro/) - *Alcanzar el objetivo de Uber de brindar un transporte confiable para todos requiere predicción y optimización sin esfuerzo en todo momento. Las oportunidades van desde hacer coincidir a los pasajeros con los conductores hasta sugerir rutas óptimas, encontrar combinaciones de grupos sensatas e incluso crear la próxima generación de vehículos inteligentes. Para resolver estos desafíos, estamos combinando técnicas de inteligencia artificial (IA) de última generación con la rica experiencia de científicos de datos, ingenieros y otros usuarios. Estamos explorando un enfoque basado en herramientas que nos permitirá a nosotros y a otros crear la próxima generación de soluciones de IA.* - *Como parte de esta iniciativa, Uber AI Labs se complace en anunciar el lanzamiento de código abierto de nuestro lenguaje de programación probabilístico Pyro . Pyro es una herramienta para el modelado probabilístico profundo, que unifica lo mejor del aprendizaje profundo moderno y el modelado bayesiano (*La **probabilidad bayesiana** es una de las diferentes interpretaciones del concepto de probabilidad. La interpretación bayesiana de la probabilidad puede ser vista como una extensión de la lógica proposicional que permite razonar con hipótesis, es decir, las proposiciones cuya veracidad o falsedad son inciertas). *El objetivo de Pyro es acelerar la investigación y las aplicaciones de estas técnicas y hacerlas más accesibles para la comunidad de IA en general.*

Expa is the brainchild of Canadian Uber co-founder Garrett Camp. It's in the business of building startups in cities such as Vancouver. One of the B.C. companies to emerge, cybersecurity firm Cmd, was acquired by Elastic over the summer. So what does it take for a startup studio to build success here in the city? Expa general partner Milun Tesovic joins BIV Today to delve into the city's startup scene. Tyler Orton hosts.  See omnystudio.com/listener for privacy information.

Hooman Radfar is a serial entrepreneur, investor, and the co-founder and CEO of Collective. He previously co-founded AddThis (exit: Oracle), the largest platform on the web to help drive traffic and engagement for marketers. He was also a founding partner at Expa, a platform started by Uber co-founder Garrett Camp, to support entrepreneurs by building and investing in their companies. He was an early investor and adviser in category defining companies like Uber, Hinge, Sweetgreen, Onfido and Convoy. Hooman co-founded Collective to create a better future workplace by supporting the largest class of entrepreneurs in the world - businesses-of-one. Top 3 Value Bombs: 1. To anyone who has that spirit and wants to be an entrepreneur, the tools are there. It's never been easier to build a company from the perspective of having the right tools in place. 2. Remote is irreversible and accelerating trend. It's something that if you don't factor in everything that you're doing, you're not going to come up with the right strategy. 3. America is built on entrepreneurship. Immigrants come with nothing, builds businesses and creates wealth, and that's what makes America great. Checkout Hooman on Facebook - Hooman's Facebook Sponsors: CrowdHealth: Now there's a better way to pay for healthcare: CrowdHealth! Sign up today to get your first month free when you use promo code FIRE at JoinCrowdHealth.com! CrowdHealth is not health insurance. Terms & Conditions may apply. Stamps.com: Stop wasting time going to the Post office and go to Stamps.com instead! Get a 4-week trial PLUS free postage and a digital scale when you visit Stamps.com, click on the microphone at the top of the homepage, and type in FIRE!

Hooman Radfar is a serial entrepreneur, investor, and the co-founder and CEO of Collective. He previously co-founded AddThis (exit: Oracle), the largest platform on the web to help drive traffic and engagement for marketers. He was also a founding partner at Expa, a platform started by Uber co-founder Garrett Camp, to support entrepreneurs by building and investing in their companies. He was an early investor and adviser in category defining companies like Uber, Hinge, Sweetgreen, Onfido and Convoy. Hooman co-founded Collective to create a better future workplace by supporting the largest class of entrepreneurs in the world - businesses-of-one. Top 3 Value Bombs: 1. To anyone who has that spirit and wants to be an entrepreneur, the tools are there. It's never been easier to build a company from the perspective of having the right tools in place. 2. Remote is irreversible and accelerating trend. It's something that if you don't factor in everything that you're doing, you're not going to come up with the right strategy. 3. America is built on entrepreneurship. Immigrants come with nothing, builds businesses and creates wealth, and that's what makes America great. Checkout Hooman on Facebook - Hooman's Facebook Sponsors: CrowdHealth: Now there's a better way to pay for healthcare: CrowdHealth! Sign up today to get your first month free when you use promo code FIRE at JoinCrowdHealth.com! CrowdHealth is not health insurance. Terms & Conditions may apply. Stamps.com: Stop wasting time going to the Post office and go to Stamps.com instead! Get a 4-week trial PLUS free postage and a digital scale when you visit Stamps.com, click on the microphone at the top of the homepage, and type in FIRE!

This episode is also available as a blog post: http://quiteaquote.in/2020/10/04/garrett-camp-wiki/ --- Send in a voice message: https://anchor.fm/quiteaquote/message

Ep #019 - Climate change and natural disasters are increasing in frequency and severity, Pegasus Imagery is tackling this through their unmanned aircraft and sensors to better protect our environment, economy and communities.   On this episode we are joined by the Founder and CEO of Pegasus Imagery, Cole Rosentreter and Expa Investor, Dylan Itzikowitz.   Pegasus Imagery builds and deploys advanced aircraft and sensor solutions to solve industry and government challenges at scale with the safest unmanned aircrafts in the world. They provide real time access to actionable intelligence that their customers can use for a multitude of purposes such as insurance, government contracts or apps building Machine Learning or Artificial Intelligence.    Support Pegasus Imagery if you are a company that uses large regular collections of data visit them at Pegasusimagery.ca. Expa is designed to be the most flexible early-stage program. Get funded and work with their network of advisors to take your startup from 0 to 1. Founded by Garrett Camp, (cofounder of Uber, founders choose Expa for their Expertise, Access, & Community. The partners at Expa are builders and operators themselves, who can provide founders with practical advice in product design, development, operations, and recruiting a team.The Expa network is far-reaching. Founders have access to top US and European investors for access to follow-on capital, and can tap into existing relationships with top design & dev firms. With offices in San Francisco, New York, Los Angeles, and London, Expa offers a physical place for entrepreneurs to come together, collaborate, and share knowledge.   You can find Dylan by emailing him at dylan@expa.com or @ditzikow on Twitter.    Draper Startup House is a global network of physical locations for entrepreneurs to work, visit, live and connect with an added layer of entrepreneurial education and access to venture capital. Find us at draperstartuphouse.com   If you are an entrepreneur or VC who would like to be on our show, email us at austin@draperstartuphouse.com    Follow us at @dshaustin on Instagram, @draperstartuphouse on LinkedIN and let us know which companies from the show you would invest in!   

Scott Kerr sits down with Uma Subramanian, CEO of Aero, which is a newly launched luxury semi-private air travel service from Uber co-founder Garrett Camp. Subramanian, an aerospace engineer veteran, discusses the gap Aero fills between private aviation and flying on a luxurious commercial airline, why she thinks Aero is the "perfect solution for the post-COVID world," and how discovering the way people book air travel made Aero rethink its mobile app strategy. She also talks about building the Aero brand from scratch, creating "talk-worthiness" experiences around its services, and the company's green solutions in a non eco-friendly industry. Plus: Why Aero's planes are painted completely in black Featuring: Uma Subramanian, CEO of Aero Host: Scott Kerr, Founder & President of Silvertone Consulting About The Luxury Item podcast: The Luxury Item is a podcast on the business of luxury and the people and companies that are shaping the future of the luxury industry. Stay Connected: Twitter: @theluxuryitem, @scott_kerr, @silvertoneconsulting Email: scott@silvertoneconsulting.com Newsletter: brilliantcut.substack.com

Cameron Herold is the founder of the COO Alliance & Second In Command Podcast. He is known worldwide as THE CEO Whisperer and is the mastermind behind hundreds of companies’ exponential growth. Cameron has built a dynamic consultancy by speaking, not from theory, but experience. He earned his reputation as the business growth guru by guiding his clients to double their profit and double their revenue in just three years or less. Cameron was an entrepreneur from day 1. At age 21, he had 14 employees. By 35, he’d help build his first two $100 million companies. By the age of 42, Cameron engineered 1-800-GOT-JUNK?’s spectacular growth from $2 million to $106 million in revenue and 3,100 employees—and he did that in just six years. Not only does Cameron know how to grow businesses, but the current publisher of Forbes magazine called him “The best speaker I’ve ever heard...”. Cameron is the author of the global best-selling business book Double Double, which is in its 7th printing and multiple translations around the world, as well as Meetings Suck and The Miracle Morning for Entrepreneurs. Look for all of Cameron’s five business books on Amazon today.   “Working hard isn’t the path to success, but working smart is.” Cameron Herold   Worst investment ever Cameron used to judge people based on the way they looked. He naturally gravitated to the good looking guy, the woman who looked successful, people who dressed and carried themselves well. In his mind, those were successful people. He would not give a thought to people who didn’t look successful, dressed more casually, who didn’t shave, probably overweight, and weren’t attractive. Cameron judged them as not being successful. He would avoid spending time getting to know them. Because he would judge very quickly, he would often miss out on opportunities. Snobbing the outsiders In the summer of 2008, Cameron invited https://tim.blog/ (Tim Ferriss) to come to his first time at Burning Man; it would be Cameron’s second time. Tim said yes and brought two friends with him. One of Tim’s friends was an entrepreneur. At Burning Man, Tim and his timid friends didn’t quite fit in with Cameron’s group. Cameron’s friends did not embrace them, so they became the outsiders to his group. Being his usual judgy self, Cameron spent more time with his group than Tim and his friends. The missed opportunity of a lifetime One night, very late, Tim’s friend, the entrepreneur, wanted to pitch Cameron and his friends on a business that he was starting and had an investment opportunity. Cameron, however, did not give him any credit when he pitched his idea. He just brushed him off, thinking that because his first business was such a silly one, his second business wouldn’t be very successful. Tim’s friend explained his idea of pressing a button on an app, and a taxi or limousine would come to you. Apps at the time were a new and unpopular phenomenon. Cameron and his friends thought that this was the stupidest idea they’d ever heard. Cameron and his friends refused to invest in the business. Tim, however, put in $25,000 into the business. This business turned out to be Uber. The guy that Cameron judged as weird and not worth his time was Garrett Camp, the original CEO and founder of Uber. By saying no to him, Cameron missed out on $108 million, considering the company’s valuation the day of its IPO. Lessons learned Do not judge a book by its cover Do not judge people at face value. Take your time and get to know people before you judge them. When you go to conferences and other events, sit with people who don’t necessarily fit in. Get out of your comfort zone, meet new people, get to know them, and connect with them. Andrew’s takeaways Opportunities are all around us Often, we look at the opportunities that we miss and feel bad about it. But it’s always important to remember that there are millions of opportunities that we’re missing every single day. So don’t beat...

Amazon.com Inc Chief Executive Jeff Bezos has picked British startup Beacon, a digital freight forwarder, for his latest investment. Beacon said it raised over $15 million in Series A fundraising, from investors including Bezos and venture capital firm 8VC. The startup, formed by two former Uber Technologies Inc executives two years ago, is already backed by Uber founders Travis Kalanick and Garrett Camp, along with former Google CEO Eric Schmidt. Beacon is also a supply chain finance firm that provides real-time data of cargo delivery and a marketplace view of global shipping costs and prices. --- This episode is sponsored by · Afrolit Podcast: Hosted by Ekua PM, Afrolit shares the stories of multi-faceted Africans one episode at a time. https://open.spotify.com/show/2nJxiiYRyfMQlDEXXpzlZS?si=mmgODX3NQ-yfQvR0JRH-WA Support this podcast: https://anchor.fm/newscast-africa/support

It’s December 2008, and two friends and fellow tech entrepreneurs, Garrett Camp and Travis Kalanick, can't get a taxi. Camp’s already obsessed with the idea of a service that summons a private driver with the push of a button, but now Kalanick gets the appeal. Together, they'll build Uber, and do whatever it takes to reign supreme. Meanwhile, recent college grads John Zimmer and Logan Green channel their shared passion for the environment into the creation of a carpooling startup for long rides. But pretty quickly, they realize they need to service short trips, too, and Lyft is born. But in order to succeed, they have to convince people to jump in a car with a complete stranger. And, they’ll have to go up against Uber in a battle for ridesharing supremacy. Listen ad-free on Wondery+ here

Guest: Max Crowley - Former General Manager, Uber for Business @Uber, Employee #25 @Uber Guest Background: Max Crowley joined Uber in August 2011 as employee #25 (Uber has now launched in over 500 cities, and 75 countries globally; IPO in May 2019, $84B Valuation) During his time, Max launched and built two large businesses for Uber. His first role consisted of launching and building out Uber's business in his hometown of Chicago (Uber's 4th market). As Uber grew Max managed the entire Midwest Team of Marketing Managers and was responsible for hiring in the region. In 2014, Max relocated to San Francisco to work directly for Uber's Chief Business Officer. Along with a small team of engineers, Max spearheaded and launched Uber's first B2B Enterprise group, Uber for Business. There are now over 150+ people working on these teams globally and Uber have 75,000+ companies actively using our platform. Max has since left Uber - he is no longer associated with the company, and he does not speak for Uber Max currently lives in New York City, and he's an active world traveller, and Angel & early stage Investor  Guest Links: LinkedIn | Twitter Episode Summary: In this episode, we cover: - Uber: Launching New Markets at Record Frequency & Speed - Building Marketplaces - Early Days Best Practices - Creating B2B Businesses on B2C Platforms - Tips for Hiring at Hypergrowth Speed and Scale Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. We've got Max Crowley on the show today. Max joined Uber in August, 2011 at employee #25 at the company. Uber has now launched over 500 cities and 75 countries globally. They IPO'd in May, 2019, and they have a valuation of $84 billion. During his time at Uber, Max launched and built two large businesses for them. His first role consisted of launching and building up Uber's business in his hometown of Chicago, Uber's fourth market. As Uber grew, Max managed the entire Midwest team of Marketing Managers and was responsible for hiring in the region. In 2014 Max relocated to San Francisco to work directly for Uber's Chief Business Officer. Along with a small team of engineers, Max spearheaded and launched Uber's first B2B enterprise group, Uber for Business. There are now 150+ people working on these teams globally, and Uber has over 75,000 companies actively using the platform. Max has since left Uber. He is no longer associated with the company and he does not speak for Uber. Max currently lives in New York City. He's an active world traveler, and he's an active angel and early stage investor. Here we go. Naber:  Max Crowley, good to have you on the show. How are you my friend. Max Crowley:    I am great. Thanks so much for having me. Naber:  Yeah, no worries. Thanks for coming on. I mean, the pleasure's on this side of of the table, of the desk, all of this side of of the ocean. e Max Crowley:    Exactly. I was going to say that side of the the pond, or whatever... Naber:  Ha, that's right, the massive Pacific Coast pond. You are in New York City right now? Max Crowley:    I am in New York City. I'm in a WeWork in Soho, Tribeca area. Naber:  Nice one. And you live around the area? Max Crowley:    I do, I do. I mean, I've been in Manhattan since November. So going on seven, eight months in New York. Naber:  Nice! So, I said that I didn't know that...you and I have talked for years, and I know exactly on your life. But everyone does. So, what's your favourite part about living in New York so far? Max Crowley:    The energy. I had a friend the other day describe it as, you could be sitting at your desk, and you need a pick me up. And literally in New York you just walk outside and it's just, it just hits you. And there's people...it can be any time of day, there's people everywhere doing everything possible. It's completely diverse. All walks of life, doing all walks of every possible profession, thing. It's the best. And so for me, it's a little bit of like feeding the beast. I mean I just sort of drink from the fire hose that is New York. So yeah, I love it. Naber:  You being the beast. Nice one. And we'll talk about...I want to talk about your personal journey. So we'll get into how you got to New York because you've been in a few different major markets. You've been all over the world, with both some of your traveling and for work as well. So, why don't we start there? Why don't we start with some personal stuff. And I want to go all the way back. I want to know Max J Crowley as a kiddo, for a few minutes. So could you give us maybe, five minutes, it's going to be longer than that, a little spoiler. I'm going to ask the questions, but it'll be longer than that. But could you give us five minutes on what it was being a kid is Max Crowley, what you were growing up, and then walk us through your childhood? Max Crowley:    Yeah. Well I was a total pain in the ass kid. So what it was like Max Crowley, and what it was like being my parents. So I'm from Park Ridge, Illinois. So literally grew up five minutes from O'Hare airport, about 20 minutes from downtown Chicago. So just on just on the edge of Chicago. Sort of a city vibe, but suburban vibe at the same time. Definitely sheltered community in some ways. Right on the edge of the city, but the first sort of suburb. And my parents scrapped and everything else to get us to that town, which was sort of a feat I think in their minds. And my mom didn't go to college. My Dad went to college...I think. My grandparents were blue collar people, south side, west side of Chicago. And so, I think my parents were definitely the first to push us to the next level. And everything was about my sister and I. Everything was about..Everything they could do to make us great and make us better than them. Just to an insane degree. I mean, the fact that my parents still have a mortgage on their house, and they bought it in 1983. It's basically, they just pulled money out of this thing for 30+ years, so we could go on a yearly vacation, and I could go to college, and my sister could go to college...And I probably had half of my tuition, paid off by them, so I didn't have that bad of loans coming out. My sister wanted to be a teacher, and that enabled her to be able to do that, but I'm having crazy amounts and so on. So I mean, truly a team. When I think my family unit, truly was a team effort of like, alright, we came from this...My grandfather through my mom out at 17. She was like...no college, basically no backing. I mean, my grandmother was great. She was pretty much out on her own, got sales jobs, just built an awesome career for herself, in a lot of ways. Then she quit to raise us. And just, again, it's this team family unit of, alright, let's pack together. We're going to have fun, we're going to do this. But let's see where we can take this thing. And it's at least, sort of the view that I've had of it. Super lucky, I've had some success by the time I'm 32, and been able to give back to them in a huge way. And so, I think, that's at least looking back on my...I can give you some specifics about me as a child, but that's sort of the high level of where I'm from, and in a lot of ways drives me now day in and day out. Max Crowley:    Cool, I love it. Can you tell me what your parents did for work? What your mom did for work before she was raising you guys full time, and what your dad did for work? Naber:  Sales. They met selling. My dad was selling. My dad was working for Tristar Pictures which became Sony Pictures, doing video to video stores, which don't really exist anymore. But even your big brands, we're buying videos direct from these companies, and putting them on shelves, or Blockbuster, or wherever else. My mom did the same thing with records, then it became CD's. So that's how they met. My mom was at CBS records, which became Sony records. My Dad was at, Tristar which became Sony Pictures. And yeah, they met calling on accounts. They're just hustlers, straight hustlers. Naber:  Cool...straight hustlers. When I look at your pics on social, you guys look such a unit together. Such a team. And it's so interesting to hear you describe your family that. It sounds like a less romantic story meeting at work, but usually those are some of the most romantic stories, as to how it actually happened. Do you know how they met? Max Crowley:    Yeah, yeah. I mean, they were working...they were still calling on accounts. I mean, they weren't working for the same company. Just was overlap in similar industries. So, I don't know, who knows. But yeah, we're definitely a unit. I mean, it's funny, when I got my big ,sort of success, professional win, I called my parents, and I was like, we made it! It was like when I watch the NBA draft, or whatever. That's how I felt, so it's just kind of funny. Naber:  Oh, that's awesome. I love it. Cool stories so far with the family unit. Now, what about Max as a kid? What was Max like? What was your personality? What was the things you were interested in? Max Crowley:    Disrupter, total pain in the ass, class clown. Had to be the center of attention - was Santa in the school play in first grade. I was always in trouble for running my mouth. Had a million detentions for insubordination. And then, I was not a great athlete, and I did plays, and musicals, and sang and things that. Which I don't ever talk about...Then to the point that I actually got thrown out of the senior year of musical for being a pain in the ass, which I can't imagine many people have been thrown out of a musical in high school, but I take that honor. Naber:  Yeah, no, that's both impressive, and probably needs a very short story behind it. How in the world you get thrown out of a musical that you're putting on? Especially as a senior - they're like, oh, this is, this guy's last shot, he's gonna have a good time...Nope, not Max. Max Crowley:    It's interesting, and a badge of honor. Then also completely embarrassing and ridiculous. I mean, there's no great story there. It was more just me, I was always pushing. I'm always pushing the envelope. I live on the edge. It's one of the things that I do, for better or for worse, which is a lot of the things about myself I think. And yeah, that has translated to the rest of my life. I think it's funny, as you get older you start to be able to go back and parse through things that happened to you. And there are things that become good traits later on, and things that you improve on, and whatever else. Naber:  Awesome. Were you a big sports fan growing up? Chicago sports, Jordan, etc? Max Crowley:    Yeah, year, of course. Yeah. I mean I was in 91-98. Yeah, I mean you grew up anywhere rooting for the Bulls, especially in the city there. Yeah, it was wild. Before we hop into, you being a Hawkeye - what was your star performance in a musical or in a play? Max Crowley:    A Little Shop of Horrors. The Dentist in the Little Shop of Horrors. Great role. I don't know if you've ever seen Little Shop of Horrors. I mean, Steve Martin played it in the movie. It's a comedic, fun, sort of villainous character... Naber:  So you graduate from high school, kicked out of your senior play, and you're going straight to University of Iowa. Why University of Iowa? And tell us a little bit about Max at University of Iowa. Max Crowley:    I wanted to go to a Big 10 school, that was just...growing up was the goal. That was sort of, if you do that, again it's sort of arbitrary a lot of ways, but I think if you go to a Big 10 school, that's a huge feat. And so I was looking at schools like Michigan State, Indiana, Iowa, sort of the mid tier, Big 10 schools. And yeah, it ended up being, it was great. Campus was beautiful, school was fine. I think in a lot of ways lucked into majoring in business. I had no idea what I wanted to do. I took classes all over the map. I was not a great student. And yeah, I sort of just did what it took to get by, which lucky enough was able to get me into a Big 10 school. And then when I got there, I didn't know what I was doing. I actually had a really bad first semester sophomore year. I had a couple of D's, it was just a disaster. And yeah, I took a microeconomics class...so I was in a fraternity, and everybody in it was majoring in business. And I had no intentions of majoring in business when I went to school. But something about the camaraderie with the group and starting to actually own some pieces of the fraternity...I was the kitchen manager, and I was managing getting everybody meals every day, and getting supplies in the closet. Then I became the social chair, there's managing the books behind that, was throwing parties all the time. So you had to think about how much does it cost to throw a party? How can you make money? You sort of get a feel for the fraternity, and work in a group, working in a unit. You've got, like, nine people that lead the fraternity, and it's the first time I'm in meetings and what not. And look, growing up, definitely sort of natural leader...I was the only youth on our Minister Search Committee at my church growing up. So just some random stuff that where, again, you sort of go back and think about your life, and I can't believe I did that. But obviously adults saw something in me that, that they appreciated even when I was bouncing off the walls, or whatever else. Half the time making them angry, and half the time, you know, ideally or hopefully, someone saw something in me and tried to pull it out. I mean, looking back at my life, those were the best people. The people that saw through the craziness, and we're like, all right, there's something with this kid. Let's help get him to the next level. Anyways, at school, when I was in my fraternity, we started to do more formal leadership stuff, and maybe my brain started to see that more, or it was more obvious - like, oh wait, this is a little business. We've taken dues, you have budgeting, my best friend was the treasurer. We're jamming all the time on how to spend money most efficiently. How to push it to make the formal the best formal we've ever had. And then I took a micro economics class, and then it was, I just, why would I not do this? And then I started to get competitive too, in that - wait, all these other people around me are majoring in business. If they're doing it and are going to get better jobs, or whatever else, well I'm going to do it. And yeah, I think it was one of the best things to happen to me. Even though, you learn whatever you learn, I don't think majors matter. For me, it was more about, putting me on the right sort of trajectory where I started to professionalize a bit. And so, I think up to that point, I had no reason to care about being a professional. And then I started to think, all right, what is the next level of this? And I was the Monster Energy drink rep on campus. I had a thousand cans of monster every month, and they paid me 200 bucks, and I had to throw events or whatever and pass those out. Was waiting tables, was doing all these things. And I think especially looking back now, I started to see this scrappiness, hustler, doer, maker. And I just never thought you could do any of that stuff professionally, and be successful. But that was sort of the beginning stages of me piecing these things together. And again, before I even knew what I was doing. And I had grown up carrying golf bags, I mean that was caddying at 13 carrying golf bags all summer. Always sort of hustling, making money, selling stuff on Ebay. But yeah, you're sort of doing it to get by, growing up. And then as you get older and you start to have, a little bit more of a outside the box, outside of your head mind space, you can think about things. That was when I started to just sort of get my mojo, and it started to become clear - wait, you can piece these things together into a thing. And so anyways, I ended up majoring in business, and graduated in four years, on time, finance degree, and set me up for whatever I was going to do next. Naber:  Awesome. I mean it's amazing how some people...it takes years and years and years to become an overnight success. And you and I, in our personal networks and professional-personal networks, have a lot of examples of that. And you're one of those examples of that in my life. But when you do retrospect on those individuals, and you profile those individuals, talk to them enough, you realize that they have that in them from a young person. The hustle, the entrepreneurial spirit, the scrappiness, the making cash, the energy behind all of that, the ambition. And you're one of those profiles that it sounds like, just looking back, you probably think to yourself, oh, I guess that kind of makes sense why I became the adult human that I am right now, and the place you are professionally. Max Crowley:    Yeah, I mean, I preferred to college tailgate where I set it up...We rented a house near the football game, paid off the owner, collected 50 bucks at the door, pre-bought beer, sold tickets at the front, made quick thousand bucks, then going to the football game. Like, that was a much better Saturday to me than getting drunk and going to the football game. Yeah, I think at the time...It seems obvious,yeah, when you started to go back and look at these things, it's funny thinking about it. I mean, fast forward to when I started Uber, it was like wait, these are all...the scrappiness was something that was sort of an ethos, that was sort of naturally in me, and just something you don't really think about. Naber:  Ha, absolutely. And you still have drinks and went to the football game, but you just do a thousand bucks in your pocket. Most people, most people that are you did both - had drinks, went to the football game, and then also made some cash. So, you did monster energy for a couple of years. You also said you waited tables, you're social chair in your Frat. You were also with the Krause Fund at University of Iowa. Tell us a little bit about being an equity analyst there, what you did. Max Crowley:    That was part of my finance degree. So, it was one of the last classes you do, where you actually...there's a pool of money that someone had allocated in a fund, and we were basically for a semester equity analysts. So you were looking at a specific sector, you owned a sector with your group. You studied it, and then you decided to either double down on the a couple of companies that you have in that sector, or sell them and replace them with something else. So we had the pharmaceutical sector, and so we went deep on that. But yeah, I think those were the things where, again, it was just parts of this, sort of, becoming more of a professional. And even in that, I think, I saw I was more of the motivating other people to do the work, and how do we professionalize our presentation, and have the best looking presentation, and go up to the group and nail our presentation, and sort of try and stand above the fold that way. So much more of the Marketing sort of showmanship, selling of that element, than the pure work. But that's fine. I mean, that's where, the other people that I was on that project with are two really close friends of mine, and now they're analysts. And they should be, that's what they're great at. I should have been probably more Marketing, or something that. But again, it was before I could have even known what my skills were in, or that you can even match those up. I mean, that's what's so crazy about college. We go way too early. I mean you barely have to know who you are as a human being. let alone know where your skill...how your skills match up to a degree or to a professional career. I was just trying to survive in a lot of ways. Naber:  Nice. It's so interesting. I think one of the things that you do really well, I actually think it's one of the superpowers, that not a lot of people are good at this, especially at a young age, and then turne it into massive, massive success like you have in a really high velocity way, is playing to your strengths. You've done a really, really excellent job across your entire time that I've known you, while you're at Uber, and afterwards, playing to your strengths. So, were going to go to Accenture for a second, then we'll hop into Uber because I've got a bunch of questions around what you were up to at Uber, and some of the roles that you had. And we'll have some fun. So you graduate from, from University of Iowa, you go into Accenture right away. Tell us what you're doing there for a couple minutes. Max Crowley:    Yeah. I mean, I was the only person from Iowa to get a job at Accenture that year. Because I was graduating in 2009, so I got that job in November 2008. Which is when everything was going nuts, in October. So, the stock market '08 was obviously the way it was, but by the fall things were looking really bad. And yeah, they pushed me back a little bit on my start date, but I was able to keep the job. And yeah, again, it was just more about hustling thing, I think, for that, it was more just competitive and maybe even the ego of just, I don't want to not have a job when I graduate and be that person doesn't have one. And the best people I know are out hustling for jobs. So I'm going to try out hustle them. I'm going to go do 50 interviews on campus, and meet every person, and go to the happy hours, and run around, and find anybody that I know at Accenture and ping them. Again, some things that I think we're just more natural to me, but I sort of just hustled my way and got that gig on campus and no one else did, which was just crazy. Naber:  That's a good confidence builder. Max Crowley:    Yeah. Because then you end up at the first day and it's, University of Illinois, which is a way better school than Iowa, Northwestern, Michigan, bunch of top tier East Coast schools, and then me. Naber:  Chip on your shoulder. Max Crowley:    Yeah. And also just, just I can do this. I'm going to always be this guy. I'm always going to be the dumbest guy in the room in some ways. But I'm down for that. They've got the analogy...yeah, chip on my shoulder, I can prove that I can do this. I can prove that me, from where I'm from, where I grew up, Iowa, I'm going to be...I can do this. Naber:  And then what were you doing at Accenture? Can you tell us maybe one, two minutes on what your job was? Max Crowley:    I mean, I was just a consulting analyst. It wasn't glamorous. The people were awesome. My managers were the best. My coworkers were awesome. Yeah, I was not very good at that. I mean, hopefully at this point I never had to go get a job as a systems integration consultant again. But if I do, and someone listens to this, they shouldn't hire me. I was pretty bad. Naber:  It would be ironic if that's your go to in 10 years. Max Crowley:    I get random LinkedIn messages where people are like, hey, we're looking for a systems integrations architect for Oracle, and I'm just like "ughhh". I was the worst. I was at the worst, the worst. I was probably the last employee at Accenture that year. Naber:  All right, so you were a terrible consultant at Accenture, which makes a lot of sense. And then after Accenture, you moved Uber. Your eyes light up, your world changes, and you're there for seven years? Seven years. I mean, there's endless number of stories to be told about what you were doing at Uber. So tell us about making that jump, and then just...I just want you to talk about that journey. What you were doing, projects you're working on, how you were contributing to those projects, what you were good at, what you weren't good at, and we'll go through, maybe each year, if that's okay. One step at a time. So you joined, you're employee #25. You joined in August, 2011. Why do you make the jump, and and what do you hired to do? Max Crowley:    Yeah, I mean, so going back to the Accenture stuff, I was a terrible consultant, to the point where...and again, I just can't say enough about how good the people, how amazing the people were at Accenture. And again, it just comes to this sort of thing in your life where, especially for me, just people just, you know...I'm a handful at times, but the right people just saw through it, and just helped me along the way in such an unbelievable way. I mean, I remember when I left Accenture, my boss sent me a note that was basically just something along the lines of if you put your heart and soul into this thing as much as you did in getting the job, you're going to be wildly more successful than if you were here. Naber:  That's good advice... Max Crowley:    Yeah. And I think just having that support...I just always felt a ton of support from a lot of people along the way. So I was working at Accenture, and I was not very good at it. I didn't love it. I didn't really like it at all. And I was reading about startups all the time, and I would ping CEO's and founders and such, and pretty much universally people would ignore me. And Groupon was really hot at the time in Chicago, and so Chicago had the startup bug a bit. And so, that was going on. I was pinging people, I read about Uber, and I just thought this is going to be...this is super cool, this would be so cool in Chicago. I read that they wanted to launch in Chicago, and just thought that this would be the most insane professional...my job could be to slang this cool car service company in Chicago. Get people in Chicago to use this thing, that would be a dream job. And so I wrote up a really simple business plan - why Chicago, why I would launch it there, tactics for launching there. And I found Travis Kalanick's email on the internet, and I sent it to him. And he ignored me, or he never saw it, he said. So then I Tweeted at the guy that was running New York at the time, and he responded. He only had 300 Twitter followers or something, so I was like all right, this guy might respond to me. And so he responded, and he got me in touch with Ryan Graves, and Ryan and I did a Skype call, and he was three hours late...And I waited on Skype, and we were about halfway through the call, and he just said, I don't think you know what you want to do. I don't think this makes any sense. I wish you the best, you seem like a good guy, but this isn't a thing. And so I was crushed, bummed. I'd spent a couple of weeks trying to get hold of these guys. I finally did, and I blew it. And a couple of weeks went by, and I was at work again, miserable. I was messing around on Twitter, and I stumble on Graves' Twitter profile, and I see he had tweeted, I'm going to be at this bar in Chicago for the next two hours, if anybody wants to come here and talk about Uber. And I was two hours outside the city. I tell my boss and we were working long hours at Accenture. I was like, I got to go. I barrel into the city, go home, change, run to the bar. And she's like, he's gone...but I heard him talking, and I think he might be down the street at this other bar. So I race over there, and he's there. Naber:  What?! Max Crowley:    And him and I, kind of, hit it off. And he's like, I'm so glad that you came, let's do this again soon. So that night or the next morning, whatever it was, I send him a thank you...I don't hear anything. Two weeks go by, I see him Tweet again, I'm in Chicago or whatever. I'm direct messaging him, hey, let's meet up please, please, please. He's like, all right, why don't you do this project for me. Write up every influencer in Chicago that you would get a hold of an how. So I do that. Write up a Marketing plan, do this, write a blog, start blogging personally and give me some set of blog posts. So this is now weeks and weeks and weeks of random things. And I'm doing these projects and would see them randomly. Met the other person they had hired in Chicago. And then one day he's like, I'm in this hotel lobby for the next 30 minutes if you want to come by and talk to me, come here now. Shoot over there, and then...funny enough, I'll never forget it. I rolled in, and he's on his computer, on his MacBook. It's just like, so cool. And I'm like, this is so cool. This could be me. I could be doing this job, versus I'm a consultant. I got all these laptops, I have like five laptops on me. I'm VPN'ing in, got my badge...And so anyways, he again basically says, no - we're taking a risk on you, and all this. So I called my mom and she said, screw this, you're great. You're a star, you've got a nice career ahead of you at Accenture. Flip it on them, tell them that they're the ones that...you're the one taking a risk, and sort of takeaway close a bit. And so she helps him write this email. I send it to him, and he responds 30 seconds later, and says, I'm on the next flight to Chicago, pick a place for dinner. So we met for dinner and it was Alan Penn, who was first hire in Chicago. He, Ryan, and I had a crazy long dinner, it was storming out, we're sweating - it was the middle of the summer. And then at the end of it he's like, we're going to hire you. And away I went. Naber:  I just got the chills, that's a great story. Max Crowley:    So, I mean, it was crazy. And it's crazy because obviously now the thing becomes so successful, and so you don't...and look, all this stuff's luck and timing and everything else. So, but I think, the process...I was in love with what the job was going to be, and I think the process when you can't get a thing, you become even more and more motivated. And Ryan Graves is awesome, and the coolest dude ever. I think that it was also just this bar that I really wanted to reach. And he had hustled and scrapped his way to get the too, which is now a famous story. And in a lot of ways I sort of saw myself in him, and it made me really, really want it. And then, the minute I had it, I mean it was, it was off to the races, it was crazy. Naber:  Awesome. Great Story. Wow. I got the chills twice in that story. It's great. Okay. So you're going full steam into Uber at the time. Is your first project launching Uber Chicago? Max Crowley:    Yeah. So, then basically the next day, it was Allen and I in a coworking space, box of iPhones, yellow pages, calling drivers, getting drivers in the office, basically telling people what a smartphone is. Naber:  Awesome. Keep going dude. Tell us about this process. So what I want to know, and I think what people want to know this...Two things I'd love for you to, while you're going through telling the story, talking about the specifics of what you're doing - like yellow pages, box of iPhones, get down to the specifics, and bring us to the place where you were. Launching new markets is one of the things that I want to talk about because one of Uber's superpowers is launching new markets, doing it really, really well through adversity, all odds, and having it be extremely successful. So when you're launching Uber Chicago, tell us about that process. Walk us through each phase of launching Uber Chicago as you would, launching a market. And then we can talk about Marketing, PR, Biz Dev, Social Media as you were owning those things. Max Crowley:    Yeah, I mean it was really simple. So at the time, Uber was in San Francisco, New York had launched in April. So San Francisco was summer 2010. New York was April, 2011. And then we were August 11, along with Seattle. Seattle actually launched in August. We did a soft launch in August, and we officially launched September 20th. And Alan and I were basically the first two employees in the field. Austin Geidt, who's the most amazing person ever, she was the first intern at Uber. She had just done every job, and then flew to Seattle and launched that market. So it's basically Allen and I, and Ryan Graves was helping us get Chicago going. So sort of simultaneously, it was sort of the first time Uber started to build the launch muscle. And, year, I mean it was as simple as you get a couple of drivers on the road. So at that time, you sort of incentivized supply to be on the road. In order to have a two sided marketplace, you've got to start with supply. You have to have supply. The only way you can ever have demand is if you have a thing to sell. So we would start by getting drivers on the road, giving them sort of a minimum, such that they would be on the road for the hours that we needed them out there, and incentives to make sure they were accepting dispatches and such. And so yeah, it was basically a week later, Ryan, Allen, and I were in a co-working space conference room at midnight, and he called one of his buddies to take the ride the next morning, and we sent out a email to probably 300 people that we had signed up in Chicago at that time, and said secret Uber's are on the road tomorrow. And the next morning we had the first ride. It was Tom Conrad, who at the time was the CTO of Pandora. So random, it was, no offense to Tom, but the most random rider-zero. We did a cool thing when we launched a city. Someone cool and interesting from that city would be rider-zero. But Chicago, we just hadn't done it. We just didn't really have a list, a launch plan yet. So last minute Graves was like, oh my buddy is in town tomorrow, we'll just have him do it. He had no affiliations to Chicago. I have no idea why he was even there. But, so he was the first dude to take a ride, the first person to take a ride, and then it was off. And so, you would email the few hundred people, and one ride happens, and then an hour later the second ride happens, and then the system starts to work. And so it was black car only, $15 minimum fair, it was about two times what a taxi costs. So it wasn't cheap. But it was still awesome, it was reliable, pretty much five, 10 minutes, press a button, the car pulls up, you can watch it approaches. And drivers were great, open the door, high end experience, and you only pay for as far as you go. So, that was the deal. We did that for four weeks, and then we did an official launch. We were very secretive or whatever, so it was secret Ubers for four weeks. So it was a beta period, which was also a unique sort of Uber innovation, which is basically taking the idea of a software Beta to the real world. Naber:  Yeah - online-offline exclusivity with a Beta. That's interesting. Max Crowley:    Yeah, I mean, I think it's something that other brands and such could definitely do. Yeah, you're just setting expectations, right? It's we're not ready for primetime, but this thing's in Beta. And we did that for four weeks, and it was great. We did another launch September 20th, invited a bunch of cool influencer type people and local entrepreneurs and what not to a dinner. Travis gave a really awesome presentation. Garrett Camp was there, the other cofounder, Graves obviously, Allen and I. And then we did some press that day, and then we've got a market live. So then it shifted into, alright, starting to build supply and demand in the market. Naber:  So tell us up to...You do the actual launch in September, you have the influencers in that dinner. And then, does the market just take care of itself after that...from an Uber perspective? Max Crowley:    You're doing things to incentivize supply to be on the road. Naber:  So tell us about some of those things. What are you doing to incentivize supply and how did that process work? Max Crowley:    So number one, the key to the marketplace to continue to grow supply all the time. So I don't even know if it was totally obvious at that point, but supply was the game. Because if there's a supply out there, people were gonna ride. People always need a ride. And it was so cool and such a game changer that virality starts to happen. You're going to tell your friends about this experience. You're going to either ride with friends, or you're going to...it's just the game that that starts to take place. And so one of the things that you can do is you can incentivize referrals. And so we had to give-get program. Give 10, get 10, give 20, get 20, give a ride, get a ride, -type program. But that juices supply, or sorry demand, it juices demand. But really it's about, you've got cars on the road, you continue to grow supply, demand starts to come in, and then you're growing this sort of referral engine. And then the other thing that we were doing was, if somebody couldn't get a ride for some reason...so we'd be looking all the time, hey, somebody requested and couldn't ride, or somebody opened up the app, and there was no cars around. I was sitting there, literally sending emails to these folks, all day. And so it was, hey, saw you tried to take a ride and you couldn't, here's five bucks...And to kind of cap it off, the baseline is supply, and growing supply, and ensuring supply stays on the road. So incentives to drivers to make sure they're out there. And also, you're not making money from this market yet. And so over time Uber is trying to condense the time from Beta launch, launch, and then profitability or theoretically profitability. And you're using those incentives at that point to just ensure that there's at least some cars on the road. And Saturday night there's a bunch of cars on the road. And this was pre- surge pricing and other things where, you're trying to build these markets up to a place where there is market equilibrium, or whatever the word would be...of this thing is actually working, and it's working on going, and it's growing on going. But at this point it's much more manual. Let's make sure there's cars on the road, riders are sort of natural using it. Let's incentivize them to tell their friends. Let's do a bunch of Marketing campaigns to get them telling friends or get them activating. And then let's be great at customer support. Every ride is rated. Let's follow up on every low rating. I mean, I'm sitting there all day, somebody had a low rating ride - "Hey, what happened? Let me know." Speaking to, Alan, "hey this happened in this car. Can we work on this quality thing? This person is tweeting about us, what's going on? Let me talk to them. This person opened up their app, couldn't get a ride, let's contact them." And so, we're just sitting there all day managing supply and demand of this market. And if you do that, then for the most part people are having positive experiences. Because even if they have a negative experience, they're likely coming back. And again, the underpinning of this is there are cars on the road. Even though you have to pay for that early, it allows you to actually build the thing. And the difference, well there's a bunch of obviously things that were different about Uber, but one of them was - it was reliable. For the most part, open your phone and get a ride within five to 10 minutes. And there was no other thing that had existed before that, where that was the case. And so these were different tactics that basically made that be a thing. And if and if, and if for some reason we missed the mark, we tried to be on top of it. Naber:  Wow. The thing that blows my mind is how gorilla it was. How how grassroots it was, in that you were sitting there with two, three, four, five and then obviously it grew to a lot more people, managing...managing social, giving that anecdotal feedback right away to the person that needs to know about what all of these different experiences are like. Same thing with managing a bad experience. Same thing with incentivizing. Same thing with giving people calls. I mean, there's just so much to do when you're running the operations at a really early stage, it sounds like, for an Uber launch. Sorry Max, did you want to say something... Max Crowley:    Yeah, you hit the nail on the head. And I think, I mean, what was cool about it was it was very entrepreneurial and scrappy. And so, in a lot of ways we owned our market, the P&L for that market, the supply and demand of that market. We owned the metrics for that market really more than anything...So you owned the the local unit, and then you had some freedom to test and to do things at the local market. And we were competitive with the other markets, but in a really positive way, in that we were still this deep comradery because we're all still trying to work...you know, one of the things I learned at at Uber early on was that it really wasn't about me. It was about, it was about the mission of the company. It was about this big thing. And it really wasn't about any individual. Travis wanted to change the world, and saw the world in a certain way, and thought that the world should be that way. And so, whatever you want to say about that, I think it was clear that he thought the transportation and reliability and these things were something that people should have an unlimited access to, and an unlimited right to. Aand again, there's obviously positives and negatives with individuals thinking that they can make the world a certain way, but that is sort of in my mind the beauty of entrepreneurship, and business building, and capitalism, right? And some of the greatest innovations that we've ever seen are based on one person thinking that they can shape the world in a certain way. And some people have a crazy ability to get close to that. But it was very clear early on that we were all part of something that was bigger than ourselves. And I think that has stayed with me to this day. And so what then cascaded down was, there was a culture that we were all in it together. It wasn't about the individual. And so we would work hard at at the local level, and we compete with each other. And it'd be how did Los Angeles onboard 20 SUV's this week. Screw those guys, but also how did you actually do it, and I want to beat you next week. And then they'd say, we did this...we rented out a hotel lobby thing, and invite the drivers there, and put up a craigslist post. And we were like, of course, why didn't we think of that?! We do it the next week, and we'd board 40 SUV drivers. Boston says we want to put the ice cream trucks on the system - genius, we want to do that. And then all of a sudden six cities have ice cream trucks on this system in a random Friday in July. And you're delivering ice cream. And so, there was this really interesting push and pull that I definitely think came from...in a lot of ways this stuff came from a mix of Travis and Ryan Graves were very different people. And they had a really good Ying and Yang that cascaded down that kind of created these sort of interesting petri dishes at the local level that again, shared info, competed, shared info, competed. And then, this thing just started to propel itself forward. I mean, we would literally have weekly calls where every city would have to show their numbers to every other city, and then account for why those numbers were that way and had leaderboards, and whatnot. But it was in a positive way, and again, it's a really tough balance. And I think a lot of that stuff was lucky, and natural, and whatever else. But it was done in a way that was positive. This was not a shaming thing. It was not a...it was gotta bring everybody forward. And again, I mean, it worked. Naber:  I love it. I mean the authenticity behind...the authenticity that is necessary for that to work, was probably something you identified with. So people that know you, know that one of the things you're known for is being authentic. I mean, it's just really clear and apparent, after talking to you for 30 seconds, especially that consistently over time. You must've identified with that in the authenticity that had to be...it was just necessary in order for that type of system to work, to have that pull and push and have it be healthy. Max Crowley:    Yeah. I mean, again, I think there was no, in the early days, no bureaucracy. Not a lot of ego. There was too much to do. It was too early. It was obvious there was product market fit, even though probably half of us didn't even know what that was. But people were using this thing and it was growing. And again, it doesn't mean that...every day was hard. This stuff was not easy - answering, I think I answered 20,000 support tickets in my first year. There was not one day for, for a year that I didn't open up my laptop and answer tickets, and tweets, and all these different things. But obviously, luckily...you can do that and have it not be awesome too. So, I feel very lucky that we put in that work, but it was something that became really successful. And I don't...I definitely took from that, that it doesn't always end up that way. And there was ups and downs too. So, again, this was not easy. It was not all rosy, by any means...so yeah, those were elements that I definitely took from the whole experience. Naber:  Very cool. All right, so we got into - this is great, you're getting onto specifics around support tickets, and answering tweets, and some of the things you did to get supply on the road, you talked about some of the launch tactics. Can you walk us through... I've got maybe two or three more things to talk about, before you moved in 2014 to San Francisco to launch Uber for Business. But maybe two or three more things. Can you talk about a typical launch plan Uber goes through in order to launch a city as much as you can? Max Crowley:    I mean, it was, it was some of the stuff I talked about. I mean... Naber:  Maybe how it looks different now versus how versus the way it looked back then. Maybe that's a good place to start. Max Crowley:    Yeah. I mean now I don't even know. I think, now it's much more centralized generally. So now there's less of a need for the local operations. I think the difference early on was you would actually drop somebody in, they would get to know the market. You had to know the the regulations at a local level. You had to know lawyers at a local level. You had to know all the influencers and the people that made that city, the city. You had to know what it was, the ethos of the city, that made it the city. This was a local thing. Transportation was inherently local. It was drivers in the city. It was rider in the city. If you're launching in Oklahoma City, which, we had a woman who went down there and did that, and she was a rockstar, Emily. She was flying in there, and living there for months, and eating, sleeping, drinking, whatever else Oklahoma City. And she had Nick Collison I think, who was on the Thunder at the time, as rider-zero. That was that. And so, you would drop somebody in, and they would do all these things. And again, it was a similar sort of four to eight week period ramp. You get to the market in a big way, and then you start to grow it, and you try and get a GM in place who's going to own it in perpetuity, and you get a couple of other leaders on the supply and demand side who they're going to own it in perpetuity. And so that was a bit of a launch plan. And then, that person would then jump to another market and those launchers would, would do that for basically as long as they could, which was oftentimes a year, before they were this is crazy. And then they would usually own a market after that. And so, yeah, we just had amazing people do that all over the world. I mean, we had a guy who did that in the Middle East, and he was a guy from San Francisco, and ended up owning massive parts of the Middle East, and was my age and owned a massive P&L. And that was because people, you know, strapped in and a lot of ways, and buckled down, and did these kinds of crazy things where they would go into these markets they have no context on them, and figured out how to make it happen there. So that was the early days. There's much more of the sort of local ethos. Now as you fast forward this thing is much more of a machine. A lot of things have been centralized, as they should. Process has been centralized, technologies have been centralized, support centers have been centralized. The only way that you can have a system that now does, I have no idea what the numbers are now, I assume definitely millions and millions of rides a week, if not per day. You have to have a massive operations, beast of a system that can actually, they can actually do that. Naber:  Love it. Okay, cool. That's great insight. I'm loving getting the curtain pulled back from your perspective and your journey. So, at this point, you're leading and managing Midwest team of Marketing Managers. Tell us about building that team. What'd you guys need to be good at? What you were good at? Tell us a little bit about that journey up until 2014. Max Crowley:    Yeah. I think again, it was really this local ethos. it was people that were...these markets we're getting big. Chicago was getting big. We had a lot of different people that needed to now do Marketing, Promotions, do local deals, continue to try and drive demand there. We also launched new products. We had also launched things UberTaxi, UberX. So the product portfolio was growing, and whenever you did that, you would need people that are owning those things, and figure out how to launch them and building a new pools of supply. And then you launching more markets too. So Indiana, Minneapolis, and a bunch of, Ohio. These were sort of offshoots of Chicago. And so yeah, there was about 65 people in the office by the time I left Chicago. so we grew from two to 65 in a pretty, relatively quick clip. But the complexity of the business had grown significantly over that time. Naber:  Yeah, I figured. So, a couple of questions. What's your scorecard look like, or what are the types of metrics that you needed to look at on a daily, weekly, monthly, quarterly basis to know whether or not you guys are doing a good job? Max Crowley:    I mean you're still looking at trips...And if you think about just the city, I mean it was sort of, and may be obvious, but you're looking at supply pools on a week over week, month over month basis. Retention on the supply side. You're doing the same thing on rider growth. Are you signing people up? If so, where are they coming from? A lot of things...we'd use promo codes a lot across a lot of Marketing promotions and whatnot to try and track what's performing, what's not. And then retention and such, on that side and some early versions of an NPS of just what is the customer satisfaction? Definitely, what are what are the rides being rated? Yeah, I mean it boils down to growth of supply and demand, retention of those things. and then is the market growing at a steady clip, and are these new products growing as well? Which was would vary from product to product. Naber:  Cool. That's great. And then one last thing and then we'll hop into your move out to out to the Bay. When you see marketplaces launch...there's a bunch of tech businesses that are trying to launch marketplaces and that is a massive, massive mountain to climb. But there are a few fundamentals that I'm going to guess that Uber absolutely kicked ass at from a Marketing perspective. When you're thinking about, some of the things that these marketplaces need to get right from a Marketing perspective, are there some best practices that Uber was amazing at that can apply to these other marketplaces as you build them? Max Crowley:    Yeah. I mean, the thing that stands out to me, I think the most, is the need to sort of simulate or stimulate, I don't know if the word would be simulated or stimulate, but one of those words for...making the thing happen manually. So, if you look at, and I don't know anything about these businesses, but a Flexport or something, that business is probably a lot more manual and a lot more sort of pieced together, and early transactions are probably way more offline. And then you're making them online-ish. And that starts to make the thing happen. And then you're saying, hey, we need supply, or this thing's never going to work. So let's, incentivize supply to even be on this thing, and keep paying them to stay on this thing while we're trying to get demand. And then you try and create this fly wheel effect. And it's basically, can you stay alive enough, long enough? Can you keep supply on this thing long enough to get the fly wheel effect? It's coming, unless there's no connection between product market fit, in which case, it's not going to work. But it's basically a game of, can I keep this supply on here long enough such that we can get the inertia that makes this thing a functioning marketplace. And so, I think for me that's a thing I've tried to translate to other people. Which again, it's it is it's either stimulate or stimulate. I don't know, maybe it's a cross between the two words...You have to make the thing happen a bunch, and then if you do that, it can grow. But you can't just throw stuff out there, and expect it to work. You really gotta you gotta do it. Naber:  Yeah, that's great. People almost always only see the end product and the mass machine that's built, and the automation that happens from a user perspective, and thus think that all that automation, and all of that smooth process is built into the how the company operates. And I think that manual piece is something that not just marketplaces take for granted, but even users take for granted, obviously. Because they don't know all the manual effort and set of operations that need to happen to grow these marketplaces. So your examples right now, we're actually, a good testament to that. All right. So let's jump into 2014. In 2014 you moved to San Francisco, and you are launching Uber for Business. There's a lot of people listening right now that are going to be B2C2B businesses, such that they've either set up a marketplace or they set up a B2C business that they want to grow into a B2B business. And I think that some of the best businesses, that are both most the largest value businesses in the world, as well as the businesses with some of the most potential in the world, are a lot of them, B2C2B businesses. Can you talk...walk through that launch of Uber for Business. Maybe you can take us through the journey of some of the different phases you had to go through in order to build it out. Max Crowley:    Yeah, so I moved to San Francisco in late April, early May, 2014. What was happening was...Uber for Business, in some ways, was almost more reactive to what was happening in the market. People were starting to ride for business purposes in droves. So you would use Uber on a Friday night, and then you would go to the airport on a Monday morning, and instead of opting for a taxi or the train, you were like, actually, I'm going to use that thing I used the last three Friday nights, and worked great, and I'm going to expense it. And so companies are actually seeing...you'd have a travel manager, or an expense manager, or an administrator in some capacity of some kind a company, and they'd see what is this Uber thing? Whoa, we've spent blank crazy amounts of money on this. Or it was blank crazy number of expense transactions last month. And then they Google it, and it would be Uber is illegal, insurance, craziness, getting shut down, getting shut down, getting shut down. And they would freak out, and they would send an email to the company and say, "Uber is now banned. You can't use Uber." And, so Uber for Business was sort of both a policy, Hey, we think your employees should be able to use this. Here's our insurance, here's our safety policies, here's everything else that you need to know about that will get you comfortable with us riding. And let's get on phones with your legal teams. Let's get on the phone with your insurance people, whatever else. Let's ink some, whatever that we need to to make sure you're good with this. And then let's actually launch an awesome policy. And then it was also, hey, there's a massive opportunity as for us to grow the business, if we make just awesome. And then, people are expensing this crazy. So let's build out some technology that makes it easier for people to use Uber for Business purposes. And so myself and a few engineers, a couple of other people, started to run at this project. And, yearh, we ended up building a big business - billions of dollars will go through this platform this year. It's global, we have hundreds of people on it. We've got multiple products, we've got integrations at the consumer level that make it easier for people to switch between rides. We've got easier ways for people to expense rides. We've got products for small teams, big teams. We've got enterprise products. We've got offshoots like Uber events where you can buy a promo codes. Uber Health, which allows you to ride, allows rides to be HIPAA compliant - rides from the hospital, or nursing homes, or something like that. And so, it's crazy. It's awesome. And it's definitely a thing. At the same time, it was crazy hard...It's not by any means...it's huge, it's great. Building a B2B business at a consumer company is surpremely difficult. And I think the speed and demand that naturally comes from people that are used to consumer stuff, versus how long it takes to build up B2B functionality is brutal. And so, I think what we got into with some tailspins at times, where the expectations were just misaligned. And the time it should take to grow a B2B product from scratch to working with a Fortune 500 company, is actually a long time. But if you've got a consumer mindset and you're one of the fast growing companies ever, the expectation is you can work with the Fortune 500 company on day three. And that's that thing. I think the other piece of that Uber was awesome, and so we were in some ways competing with ourselves. Was there really a need for an enterprise product? Which is a bit of an existential thing that, I still don't totally know the answer to. I mean, obviously I've got a lot of ideas for what it can be. But it was a very unique thing. And I think we did build a lot of those things that did work with the consumer side. It's a difficult challenge, we worked really hard at it, and learned a ton - it was a learning in a lot of ways, and it wasn't easy. Naber:  Cool. Give us two things that you did, that you guys think you ended up doing really well that were some of the difference makers. And then we'll talk about two of the biggest things you've learned as well. Max Crowley:    I mean, feeding the beast on the consumer side. People are doing a thing already. Make that thing easier, make that thing more awesome. Don't try and change behavior, or create new hurdles, or whatever. It seems obvious, but it's totally not when you're in the belly of the beast. I mean that's just again, no brainer, but very not obvious, when you're in it...All the other commercial applications of Uber was really fascinating because you're creating new use cases, not displacing or getting in the way of...And Uber is such a massive, crazy platform that...and no it's starting to happen, which is great, but partnering with Mass Transit, partnering with Commercial Real Estate, UberPool by companies to actually decrease traffic and actually get people pooling together. I mean those are some of the sort of...The Uber Health stuff, hospital visits, non-emergency medical transport is just...massive, massive businesses, that are unreliable today. I think these are areas that are really the commercialization of the Uber platform that's are just scratching the surface of what that is today. Naber:  Fascinating. Love it. That's great man. All right. We're going to round this out, and you have a few minutes left. We're going to do rapid fire questions. You invest in and work with a lot of businesses - at an early stage, mid stage, some later stage, and you're great at it. Using your experience from Uber, what are the two or three most common pieces of advice that you give to businesses that you invest in and that you work with? Max Crowley:    Act. Action. Move. Move. Do it. Sitting still is not a good idea. So, obviously you want to be calculated and try to not make a lot of mistakes and be sloppy, but if you can try and be in the details and keep moving, even though that's a different difficult balance, it's the right thing...it's the thing you need to train early, because it's if anything is easy, it's probably a mistake. If anything's easy, it's probably going to bite you in the ass. The thing that you need - your next sales person, or your next cofounder for your project, or your next hire, they're probably not calling your cell phone, right? They're probably not the next LinkedIn request you're going to receive. And so be wary of anything that come visit comes easy. But be in the details, build that muscle, and keep moving. And if you can try and do that, you're still gonna make some mistakes. People say action is better than inaction, and I believe that. And then simultaneously just be in the weeds being the details, put in the extra time. It's not easy. You're tired of times. I'm tired all the time. I don't want to miss out on things or, whatever, and I do. But always bites me in the ass. And so I learned it from my old boss, Emil Michael - the details matter, the details matter, the details matter. And so it's just keep moving but staying the details as much as you can. I mean it's almost a little bit of a shake. You've got to try and be doing that, or it'll bite you. Naber:  All right. Awesome man. That's great. Last question. You've hired a lot of people, Max, a lot of people,. at scale. What are your best one or two pieces of advice for those hiring at scale? Max Crowley:    I mean, referrals. Maybe it seems obvious, but I think when you're thinking about hiring, when I think about hiring, I just start to talk to a lot of people. So, again, it gets into this - your next hire is probably not your next LinkedIn requests. But your next LinkedIn request might lead your next hire. So, start talking to people, start getting your vision...by the way, your vision and your pitch, and all these different things are gonna be better by the fifth conversation from the first conversation. So get out there and start doing this, start getting your reps. And I think the best people, for the most part, have been people that I've met through other people, or you just start to weave this thing...or you just get smarter about what the profile is you're looking for. And so then maybe the resume you get, it'll be more obvious. But again, it's this action thing. So that I would say a is number one. And then number two is, integrity matters. I mean, it probably seems obvious, but you really want to try...I think it's basically, try to do the right thing, or at least feel you can defend it, that thing that you did. Because you don't want to draw sort of lines in the sand, but if you don't feel comfortable defending basically to the death, what you've done, it's probably not a good idea. And guess what? It's going to surface. Everything you do, every email you send, every thing you say, everything you do is going to come to the surface. And so the ready to defend it. You sometimes need to push the envelope. You sometimes need to do different things. You gotta do what you gotta do. You gotta make your judgments, you gotta live with your decisions, but you also need to be able to defend them. So, that could be that you break a rule, but be ready to defend it to the masses. And if you're not, then you shouldn't do it. So I think, judgment, self awareness, honesty, integrity - obviously obvious. Again, it's a details thing, and if you miss on that it will hurt you. So I just try to surround myself with people that are great. And you're in these relationships with these folks for a lifetime, oftentimes. So, I just try and surround myself with people that are, that are awesome and are better than me, and I love being around. Naber:  Hey everybody, thanks so much for listening. If you appreciated and enjoyed the episode, go ahead and make a comment on the post for the episode on LinkedIn. If you love the Naberhood Podcast, we'd love for you to subscribe, rate, and give us a five star review on iTunes. Until next time - go get it.  

Pazarlama, marka ve reklam dünyasında, ulusal ve global çapta yankı bulan tüm gelişmeleri yorumladığımız Haftanın Gündemi’nde bu hafta  14 Nisan - 11 Mayıs arasını konuşuyoruz. Haftanın Gündemi'nin ses kaydına iTunes Podcast üzerinden buraya  - tıklayarak ulaşabilir, Spotify üzerinden dinlemek için buraya tıklayabilir, buradan indirebilir ya da aşağıdaki oynatıcıdan dinleyebilirsiniz. [audio mp3="https://pazarlamasyon.com/wp-content/uploads/2019/01/HG201916audio.mp3"][/audio] Soru, görüş ve önerilerinizi #haftaningundemi hastagiyle bize iletebilir, bilgi@pazarlamasyon.com’a mail gönderebilirsiniz. Keyifli seyirler. Twitter tasarımını güncelledi Emailde kullanılan "CC" ne anlama geliyor UBER'in halka arzı ve Garrett Camp'ın, UBER'in ilk günlerinde paylaştığı bir tweet Game of Thrones, Starbucks’ın Reklamını Yapmasa da 2.3 Milyar Dolarlık Tanıtımını Yapmış Oldu Instagram’da Yakında Başkalarının Gönderilerinin Kaç Beğeni Aldığını Göremeyebilirsiniz Instagramın aylık aktif platform ve günlük aktif hikayeler kullanıcı sayısı ABD Sarhoş Alışverişi Pazarının Hacmi, Yıllık 45 Milyar Dolar Netflix, dizi ve filmlerin ne kadar izlendiğini, daha şeffaf bir yapı kurmak adına açıklamaya başlayacak Audi, abonelik servisini güçlendiriyor AliExpress, Türkiye operasyonuna başladı Nike kendini bir teknoloji şirketi olarak tanımlamaya başladı Bağış kutusuna göz koymak insanları daha hayırsever yapıyor The post Haftanın Gündemi 2019/16 appeared first on Pazarlamasyon.

แม้ว่า Travis Kalanick จะลาออกจากการเป็น CEO ของ Uber ไปแล้วในปี 2017 จากปัญหาต่าง ๆ นานาที่ Uber ต้องเผชิญและยังแก้ไม่ขาด แต่ความน่าสนใจของธุรกิจสตาร์ทอัพที่มีมูลค่าสูงที่สุดตัวหนึ่งของโลกอย่าง Uber เป็นการตอกย้ำให้เห็นว่าธุรกิจสตาร์ทอัพควรเริ่มต้นจากปัญหา ปัญหาที่หนัก ใหญ่ และยาวนี่แหละ คือ โอกาสทางธุรกิจที่ยิ่งใหญ่ในโลกของสตาร์ทอัพ START IT UP Podcast - EP 20 ว่าด้วยเรื่องราวของ Travis Kalanick ชายผู้ก่อตั้ง Uber ประวัติของผู้ชายคนนี้ไม่ธรรมดา เขาฉายแววความเป็นผู้ประกอบการตั้งแต่วัยเด็ก ด้วยการเร่ขายชุดมีดทำครัวตามบ้านในละแวะที่เขาอยู่ และในวัย 18 ปี เขาเปิดธุรกิจติวสอบ SAT ที่ชื่อว่า New Way Academy ขึ้น ช่วงเรียนมหาวิทยาลัย Travis ยอมลาออกจากมหาวิทยาลัยกลางคัน และชวนเพื่อนมาเปิดธุรกิจ Search Engine แบบ P2P นามว่า Scour ก่อนที่จะถูกบอกบริษัทสื่อ 33 แห่งฟ้องร้องเป็นเงินกว่า 250,000 ล้านเหรียญ จนเขาต้องยื่นล้มละลาย จากนั้นเพื่อแก้แค้นบริษัทสื่อเขากับพรรคพวกได้เปิดบริษัทแชร์ไฟล์อีกบริษัทที่ชื่อว่า Red Swoosh และไม่นานก็ถูกซื้อไปโดย Akamai Technologies หลังจากที่ขาย Red Swoosh ไป Travis มองหาโอกาสทางธุรกิจใหม่ทันที เขาได้พบกับ Garrett Camp ซึ่งเป็น CEO ของ StumbleUpon ที่งาน LeWeb ในกรุงปารีส เหตุการณ์การถูกรถ Taxi ปฏิเสธนี่เอง ที่ทั้งคู่นำปัญหานี้มาขบคิดจนได้ไอเดียการเรียกรถลีมูซีน ให้ไปรับไปส่งง่าย ๆ จากการกดปุ่มเดียวบนแอพมือถือ Garrett Camp กลับมาสานต่อไอเดียที่ซานฟรานซิสโก เขาทำ Prototype ก่อนที่จะชวน Travis ให้มาเป็นที่ปรึกษาในปี 2009 และเดือนมกราคม 2010 พวกเขาทดสอบไอเดีย Uber ในนิวยอร์คด้วยรถเพียงแค่ 3 คน Uber เปิดตัวอย่างเป็นทางการในเมืองนิวยอร์ค เดือนกรกฎาคม 2010 และนั่นทำให้บริการที่เรียบง่ายอย่างการกดปุ่มเดียว แล้วมีรถมารับฮิตระเบิดไปทั่วทั้งเมือง พวกเขาได้รับเงินลงทุนอย่างรวดเร็วในเดือนตุลาคมปีเดียวกัน พวกเขาขยายบริการ Uber ไปยังเมืองต่าง ๆ อย่างรวดเร็ว และต้องเจอปัญหาทั้งทางด้านกฎหมาย และผู้ประกอบการรถ Taxi ในท้องถิ่น ด้วยความที่ Travis ไม่ยอมแพ้ เขากัดฟันสู้ยิบตากับปัญหาเหล่านั้น จน Uber สามารถขยายไปหลายเมืองทั่วโลกได้สำเร็จ นอกจากนี้พวกเขายังมองไปไกลกว่าในปัจจุบัน ด้วยการปรับตัวจากธุรกิจเรียกรถ Taxi ไปสู่บริการทางด้าน Logistic ซึ่งมีบริการรับส่งของที่เกิดขึ้นจาก Uber มากมาย รวมไปถึงการลงทุนวิจัยรถยนต์ไร้คนขับ เพื่อช่วยให้ต้นทุนค่าบริการในอนาคตของ Uber นั้นถูกลง ปัจจุบันมีหลายประเทศที่ Uber ได้ถอนตัวออกไป เช่น จีน รวมถึงประเทศในเอเชียตะวันออกเฉียงใต้อย่างไทย เพราะไม่คุ้มกับการผลาญเงินเพื่อแข่งกับเจ้าตลาดในภูมิภาคนั้น ๆ อย่าง Didi และ Grab ธุรกิจต้องกลับมาโฟกัสที่การสร้างรายได้ เพื่อให้ได้ผลกำไร เพราะธุรกิจในทุกวันนี้อยู่ได้ด้วยเงินลงทุนจากนักลงทุน ซึ่งอันตรายมาก ๆ อย่างไรก็ตาม Uber วางแผนที่จะเข้า IPO ปี 2019 ด้วยมูลค่าที่ถูกคาดการณ์ไว้สูงถึง 120 Billion Dollar

ในตลาดแอพเรียกรถแบบ On-demand ของอเมริกา จะมีเจ้าใหญ่ 2 เจ้า คือ Uber กับ Lyft แม้ว่าบริการทั้งคู่จะมีความคล้ายคลึงกัน จนผู้คนต่างสงสัยว่าใครลอกใครก่อน แต่หากเรามาเจาะลึกถึงที่มา และ Passsion ในการเริ่มต้นธุรกิจสตาร์ทอัพของทั้งคู่ แน่นอนว่าไม่มีใครลอกใครก่อน เพราะที่มาของไอเดียนั้นไม่เหมือนกันเลย ไอเดียการทำ Uber เกิดขึ้นในปลายปี 2008 ช่วงที่ Travis Kalanick ไปงาน Tech Conference ชื่อดังอย่าง LeWeb ที่กรุงปารีส ประเทศฝรั่งเศส หลังจากจบงาน เขากับ Garrett Camp ต้องเจอกับฝนตกหนัก และรถ Taxi ทุกคันในตอนนั้นปฏิเสธที่จะพาพวกเขากลับโรงแรม ปัญหา Taxi ปฏิเสธลูกค้านี้แหละ ที่เป็นแรงผลักดันใน Travis กลับมาที่อเมริกาและคิดค้นบริการ Taxi ที่ไม่ปฏิเสธลูกค้า และสามารถเรียกได้ทันทีที่ต้องการ ส่วน Lyft นั้นเป็นโครงการที่มาจากธุรกิจสตาร์ทอัพชื่อ Zimride ที่ Logan Green และ John Zimmer เป็นผู้ร่วมก่อตั้ง Logan มองเห็นปัญหา จากการที่มีรถบนท้องถนนจำนวนมากใน L.A. ซึ่งรถแต่ละคันต่างก็มีผู้โดยสารคนเดียวนั่นคือคนขับรถ ด้วยเหตุนี้ทำให้เขาเกิดความสนใจที่จะแก้ปัญหานี้ โดยการไม่ใช้รถส่วนตัวในช่วงที่เรียนมหาวิทยาลัย แต่อาศัยการแชร์รถกับผู้อื่น และใช้บริการขนส่งมวลชน ซึ่งทำให้เขาพบว่าทางเลือกอื่นที่ไม่ใช่รถส่วนตัวนั้นมันย่ำแย่มาก ๆ การเดินทางไปเที่ยวที่ Zimbabwe หลังเรียนจบ จุดประกายให้ Logan อยากนำวิธีที่ผู้คนใน Zimbabwe อาศัยรถคนอื่นโดยสารไปด้วยกัน มาใช้แก้ปัญหาในเมือง Santa Barbara ที่เราอยู่ เขาเริ่มไอเดีย Zimride หรือรถร่วมโดยสารขึ้นในปี 2006 และได้พบกับผู้ร่วมก่อตั้งอย่าง John Zimmer ที่มีวิสัยทัศน์ร่วมกัน คือ ในรถยังมีที่ว่างอยู่อีกมาก ทำไมเราไม่ใช้ประโยชน์จากที่ว่างเหล่านั้น เพื่อลดจำนวนรถบนท้องถนน แน่นอนว่าพวกเขาเริ่มต้นไอเดียนี้จากลุ่มเด็กมหาวิทยาลัยก่อน โดยการแชร์รถจากบ้านไปที่มหาวิทยาลัย Logan และ John ทำ Zimride มาได้ 3 ปี และกำลังถึงจุดคุ้มทุน พวกเขาไปโคกับมหาวิทยาลัย และบริษัทต่าง ๆ ธุรกิจเริ่มอยู่ตัว แต่สองหนุ่มมีความทะเยอทะยานมากกว่านั้น พวกเขาได้เงินทุนรอบ Series A มาเพื่อพา Zimride เขาสู่ตลาดผู้คนทั่วไป แต่ความยาก คือ ผู้คนทั่วไปไม่กลับมาใช้ Zimride ซ้ำ เพราะพวกเขาใช้แค่ปีละ 1 หรือ 2 ครั้งเท่านั้น ทีมงาน Zimride ทำทุกวิถีทางที่จะเพิ่มยอดการใช้ซ้ำ (Retention Rate) แต่ก็ไม่ได้ผล พวกเขากำลังจะทำแอพบนมือถือ แต่บรรดาวิศวกรต่างไม่มั่นใจว่าทำแอพแล้ว มันจะช่วยกู้สถานการณ์ที่ธุรกิจเป็นอยู่ตอนนี้ให้ดีขึ้นได้อย่างไร เพราะพวกเขาเองก็ไม่กล้าชวนคนรู้จักมาใช้ Zimride ซ้ำเหมือนกัน สัญญาณอันตรายเกิดขึ้นให้ทำ Logan และ John ต้องมาขบคิดว่าทำอย่างไรให้ธุรกิจสตาร์ทอัพรถร่วมโดยสารนี้มีทางไปต่อได้ นี่คือเรื่องราวคร่าว ๆ ที่คุณจะได้ฟังใน START IT UP Podcast - EP 17 นี้ครับ

"Value is created when a person makes something useful and shares it with the world" หรือ "คุณค่าเกิดขึ้นเมื่อใครสักคนสร้างบางสิ่งที่เป็นประโยชน์ขึ้นมา และแบ่งปันมันให้กับโลกใบนี้" ข้อความจากหนังสือ The $100 Startup ที่สอนให้ผมรู้ว่า ธุรกิจ คือ การส่งมอบคุณค่า และคุณค่านั้น คือ การช่วยแก้ปัญหาให้กับผู้คน ไม่เว้นแม้แต่ธุรกิจสตาร์ทอัพ ธุรกิจออนไลน์ หรือธุรกิจออฟไลน์ ทำไมธุรกิจจึงต้องเริ่มต้นด้วยปัญหา เพราะปัญหา = โอกาสทางธุรกิจ ในมุมของธุรกิจสตาร์ทอัพเรามักเจอคำถามว่า ปัญหาของคุณคืออะไร และ "ปัญหาของคุณใหญ่แค่ไหน" คำว่า "ใหญ่" ไม่ได้หมายถึง ความซับซ้อนของปัญหาที่ต้องใช้สมการคณิตศาสตร์ขั้นสูง หรือซุปเปอร์คอมพิวเตอร์มาแก้ แต่หมายถึง “ขนาดของตลาด” ว่ามีคนประสบปัญหานี้กี่คนเชียวบนโลกใบนี้ ซึ่งธุรกิจสตาร์ทอัพนั้นเป็นธุรกิจที่มุ่งเน้นการแก้ปัญหาให้กับผู้คนในวงกว้าง Garrett Camp และ Travis Kalanick ถูกปฏิเสธจากรถ Taxi ทุกคันในวันที่ฝนตก ณ กรุงปารีส พวกเขาจึงคิด Uber ขึ้นมาเพื่อแก้ปัญหา Taxi ที่ชอบปฏิเสธลูกค้า Kevin Systrom และ Mike Krieger เจอปัญหาแอพถ่ายรูปที่มีอยู่ในตลาดนั้น ถ่ายรูปไม่สวย แชร์รูปลงบนโซเชียลมีเดียหลายตัวพร้อมกันไม่ได้ และอัพโหลดรูปได้ช้า พวกเขาจึงสร้าง Instagram ขึ้นมาเพื่อให้ใครก็ตามแต่สามารถอัพรูปที่สวยงามขึ้นไปอวดเพื่อน ๆ ได้อย่างรวดเร็ว Danae Ringelmann เคยผู้คุยกับผู้ประกอบการที่มีไอเดียดี แต่ไม่สามารถเข้าถึงแหล่งเงินทุนจากนักลงทุนได้ เธอกับเพื่อนจึงร่วมกันก่อ Indigogo เว็บไซต์ระดมทุนมวลชนชื่อดัง เพื่อช่วยให้ฝันของผู้ประกอบการเหล่านั้นเป็นจริงขึ้นมาได้ Brian Chesky และ Joe Gebbia เกิดถังแตกในช่วงที่อเมริกาเกิดวิกฤตทางเศรษฐกิจปี 2008 พวกเขาคิดไอเดียหาเงิน โดยการเอาห้องของตัวเองมาปล่อยเช่าให้กับคนแปลกหน้าเข้ามาพัก กลายเป็น Airbnb สตาร์ทอัพที่พักราคาถูก และช่วยให้ผู้คนทำเงินได้จากการปล่อยเช่าห้องพักของตัวเองที่ยังว่างอยู่ได้ Dan Norris ไอ้หนุ่มถังเกือบแตก ก่อตั้ง WPCurve ขึ้นมาเพื่อแก้ปัญหาจุกจิกให้กับเจ้าของเว็บไซต์ที่ใช้ WordPress ทุกคนบนโลกตลอด 24 ชั่วโมง 7 วัน Katherine Krug เจอปัญหาอาการปวดหลังจากการนั่งทำงานนาน ๆ ทุกวัน กอปรกับในตลาดก็ไม่มีตัวเลือกที่ดี ที่จะช่วยให้เธอหายขาดจากอาการปวดหลังได้ เธอจริงคิดค้น BetterBack ขึ้นมาเพื่อแก้ปัญหาให้กับตัวเธอเอง และเธอก็คิดว่าไอเดียนี้มีศักยภาพดีพอที่จะเป็นไอเดียเงินล้าน เพราะยังมีผู้คนอีกหลายล้านคนที่ปวดหลังแบบเธอ ดังนั้น Krug จึงลองทดสอบไอเดียกับเว็บไซต์ระดมทุนจากมวลชนนามว่า Kickstarter และต่อมา BetterBack ก็กลายเป็นธุรกิจเงินล้านในที่สุด นี่คือ ตัวอย่างธุรกิจที่มุ่งแก้ปัญหาที่เกิดขึ้นกับผู้คนในวงกว้าง โดยเฉพาะปัญหาที่ผู้ก่อตั้งธุรกิจประสบพบเจอ พวกเขาจะอินเป็นพิเศษ จนนำไปสู่หนทางสร้างนวัตกรรม หรือแนวทางการแก้ไขปัญหาใหม่ที่ไม่มีใครแก้มาก่อน และมันก็กลายเป็นแนวทางแก้ไขปัญหาให้กับผู้คนทั่วโลกได้อย่างรวดเร็วจนถึงขั้นปฏิวัติวงการในหลาย ๆ อุตสาหกรรมเลยทีเดียว

7 Tips To Become More Creative And See Opportunities Have you ever been in a country and had trouble finding a taxi? This happened to me many times in America, where I was stuck for hours miles from my hotel., And in the Philippines where it was not only hard to find a cab but when you found one they always tried to rip you off. I had a story recently that the founders of Uber was in a similar situation while attending a conference in Paris a few years ago but decided to do something about it. They of course went on to found a company which now provides millions of people with a good transparent service, which we can use from our phone and pay for without cash. According to Investopedia.com, Uber’s story began in Paris in 2008. Two friends, Travis Kalanick and Garrett Camp, were attending the LeWeb, an annual tech conference the Economist describes as “where revolutionaries gather to plot the future".  In 2007, both men had sold start-ups they co-founded for large sums. Kalanick sold Red Swoosh to Akamai Technologies for $19 million while Camp sold StumbleUpon to eBay for $75 million.  Rumor has it that the concept for Uber was born one winter night during the conference when the pair was unable to get a cab. Initially, the idea was for a timeshare limo service that could be ordered via an app. After the conference, the entrepreneurs went their separate ways, but when Camp returned to San Francisco, he continued to be fixated on the idea and bought the domain name UberCab.com.  In 2009, Camp was still CEO of StumbleUpon, but he began working on a prototype for UberCab as a side project. By summer of that year, Camp had persuaded Kalanick to join as UberCab’s ‘Chief Incubator’. The service was tested in New York in early 2010 using only three cars, and the official launch took place in San Francisco in May.  The rest, as they say, is history.   Uber’s disruptive technology, explosive growth, and constant controversy make it one of the most fascinating companies to emerge over the past decade. The almost ten-year-old company soon grew to become the highest valued private startup company in the world. But with its rapid growth came many controversies that knocked down its valuation from a lofty $70 billion to $48 billion in its last funding round in Jan. 2018. On May 23, 2018, the company announced a new tender offer that would bump the company's value to $62 billion. Source: Investopedia.com On my recent holiday I was able to use Uber and similar apps. The cars are clean, the vast majority of the drivers are polite and I no longer get ripped off when arriving at an airport.   Do you ever find yourself complaining about a service or situation? Dr Joe vitality said that whenever you see a lot of people complaining about something there is always an opportunity there. I used to complain about not been able to find a taxi or getting ripped off, but I never saw the opportunity to do anything about it. You may have seen the recent movie, The Greatest Showman, which was about BT Barnum. Barnum was not only a great showman, but it was someone that sort opportunities where other people only saw problems. In other words, he was a visionary. Thousands of products and businesses have been started by people who wanted to solve a problem. I’m sure you have had ideas for products or services, but perhaps you were not able to follow them through. Sometimes our mind or that voice in our head tells us things like: “That will never work” “ someone else is probably doing it already” Or, “ it’s too difficult and you can’t do that”   Before you know it, you’ve talked yourself out of it and a few years later you find that someone else has “stolen” your idea! By opening your mind to the opportunities around you, you too can become a visionary. You don’t have to form an Uber or a Google or Facebook. Remember that all of these companies were formed to solve a problem. In the case of Facebook the founders wanted to meet girls on campus. Do you remember what it was like using search engines before Google?   7 techniques to help you become more creative and see opportunities: Open your mind and realise that problems are opportunities. There’s an old saying that where there’s muck there’s brass meaning that where there’s dirt or messy problems, there is money and opportunity. Clear the clutter and noise from your mind. Sometimes we literally can’t see the wood from the trees because our minds are cluttered with so many things that we can’t see things that are right in front of us. Techniques to clear your mind include meditation and just being quiet with yourself. Meditation doesn’t need to be complex, but you will improve with practice. Try just sitting and breathing into your belly for a few minutes. Just take deep breath right down into your belly and watch your stomach move up and down. Just concentrate on the breathing and let other thoughts come and go. See if you can do that for two minutes. Then extend it for longer. You don’t have to think of anything or listen to meditation musical tapes. Sit still for 30 minutes. I learned this from the great Brian Tracy. His technique involves going into a quiet room and sitting for 30 minutes with no music no phones, no coffee or food just you in a chair in a quiet room. You don’t need to think of anything but you need to be quiet and just alone with yourself. Nowadays we are hardly alone with ourselves for any length of time because we have so many distractions, especially our smart phones which are buzzing and pinging every minute. Try this technique and you’ll be amazed at how many ideas just pop into your head when you least expect it. You will also feel relaxed, refreshed and calmer. Go for a walk. This is especially effective if you can walk around nature in a field or a park. Just walk and admire nature, the Sun or the sky. Health practitioner suggests that we should walk for at least 30 minutes a day so you can combine the techniques and kill two birds with one stone! Keep a notebook or a journal and write down every idea you think about during the day. You might be surprised at how many ideas you’re already generating right now. When doing your own “brainstorming”, remember that you’re not judging the idea at this moment. Just write them down and return to them later. Serial entrepreneurs like Richard Branson and Simon Woodroffe (who founded Yo! Sushi) carry notebooks and journals with them and make notes all the time. You can also make notes on your phone or laptop, but there’s something about physically writing an idea down that activates your brain. The late Jim Rohn used to be big on giving journals. He kept journals all of his life. I remember him saying to me, don’t trust your memory. Act on your ideas immediately. It has long been known that acting on an idea immediately gives it far more chance of going from gestation to birth. Acting on your idea could mean something as simple as writing it down or putting in your diary to follow up later. Nowadays we can research things immediately on Google, so we have no excuse! Finally, never underestimate the power of your own mind. You don’t have to be a genius to be wealthy or successful you just have to be focused. I remember working in commission only salesforce in the 1980s where the top salesman, a guy called Doug, was earning 20 times the income of the bottom 20% - around £100,000 per annum, which was a lot of money back then. He didn’t seem to work any harder than anybody else. Doug was in his 50’s and put in a full day but never really looked stressed. However, he did not hang around at the coffee machine gossiping or chatting about the recession we were going through – he decided not to join it! He did have a PA, which separated him from the rest, but other than that he was a fairly ordinary guy. He came out on an appointment with me once and I thought I was going to say this really super salesman. Surprisingly, he was quiet, unassuming, normal and did more listening than talking. The manager of our branch got him to give a talk on how he was so successful and earned so much commission when others were struggling. When I heard he was given a talk I was really excited and thought I was really going to get some big secret and new ideas. When he gave the talk, I was a little disappointed as he didn’t really say very much that I didn’t already know. However, there are two things that stuck out in my mind from his talk all those years ago. Firstly, he was a relentless prospector and marketer and was always sending out letters or making calls. Secondly, when asked by my audience member what his secret to success was, he just pointed his finger to his head and said, “it’s all up there, in your mind”.   You only need one good idea, followed through with action and persistence to turn your fortunes around. There are thousands of stories of men and women of all ages from 10 year old YouTube millionaire kids to Colonel Sanders, who started KFC when he was 65 years old and unable to live on his pension – he approached thousands of companies before his idea took off. See omnystudio.com/policies/listener for privacy information.

Nous suivons Garrett Camp qui en parallèle de ses études au Canada fonde StumbleUpon avant de vendre son entreprise à ebay. A partir de là une idée germera lentement : utiliser des chauffeurs de limousine comme taxis

2000. Garrett Camp étudiant en ingénierie informatique à Calgary créé pendant ses études StumbleUpon, un moteur de recherche dont l’indexation des contenus s’effectue par les internautes et non par des robots. Diplômé, Garrett déménagea à San Francisco pour développer son site avant de le vendre 75 millions de dollars à ebay en 2007. Devenu salarié, il commence à occuper son esprit avec une nouvelle idée : Créer une application qui permettrait d’utiliser des limousines comme des taxis.

Après son premier dépôt de bilan, Travis Kalanick lance RedSwoosh, une startup proposant une technologie de transfert de gros fichiers en BtoB. Comme le fera wetransfer par la suite. Après quelques hauts et beaucoup de bas, Travis vendra son entreprise pour 17 millions de dollars en 2007, la même année que Garrett Camp devenait aussi millionnaire. Il démissionnera pour lancer le « Jam Pad » dans son salon et recevoir des entrepreneurs qui souhaitaient parler business.

En savoir plus sur la crypto-monnaie ? : https://trader-pro.fr/crypto-monnaie/ La blockchain utilisée par le Bitcoin est vieillissante et couteuse. Pas étonnant que certains entrepreneurs, comme Garrett Camp, le fondateur de Uber, décident de s'attaquer au problème au créant leur propre crypto-monnaie. Rejoindre le groupe Facebook : https://www.facebook.com/groups/39554... Télécharger les notes du podcast : https://goo.gl/4NSp9L Pour me suivre plus facilement : S'abonner sur YouTube : https://goo.gl/7vBGv9 Découvrir les 3 secrets de la crypto-monnaie : https://goo.gl/wSfyT3 Le Podcast sur Ithunes : https://itunes.apple.com/fr/podcast/c... Mon lien Coin Base : https://goo.gl/vHau2Q Binance : https://goo.gl/d75pQD Liens cités dans le podcast : https://www.youtube.com/watch?v=dfZEEkGBR4k Merci pour votre écoute et à très bientôt :)

Melody McCloskey is the Founder & CEO @ StyleSeat, the largest and fastest growing marketplace in the $78b beauty and wellness industry. They have raised over $40m in challenging funding conditions from some of the true greats of the business including Alfred Lin @ Sequoia, Chris Sacca, Jeff Clavier, Aileen Lee, Lightspeed, the list goes on. As for Melody, as well as running StyleSeat she is also a mentor for the Thiel Fellowship working with some of the brightest and best next generation entrepreneurs. In Today’s Episode You Will Learn: 1.) What was the origin story of StyleSeat for Melody and how did Travis Kalanick and Garrett Camp come to be angel investors? 2.) Melody has previously stated that 'CEOs do not have all the answers'. What did Melody find most challenging that she struggled to answer? How has her approach to decision making and delegation changed over the last few years? 3.) Melody has been CEO for 6 years, a rarity in tech today, so what has been the core to her success long term as the leader of StyleSeat? 4.) With $40m in funding over 3 rounds, how did Melody find the fundraising experience? How did she feel the rounds differed? What does Melody believe she did well and what would she improve for further rounds? 5.) How does Melody approach transparency internally with fundraising? Should founders tell the team about fundraise opportunities? When is the right and wrong time to do so? Items Mentioned In Today’s Show: Melody’s Fave Book: Hard Thing About Hard Things As always you can follow Harry, The Twenty Minute VC and Melody on Twitter here! Likewise, you can follow Harry on Snapchat here for mojito madness and all things 20VC. Foundersuite makes the leading CRM for raising startup capital. Since March of 2016, Foundersuite customers have raised over $130M in seed and venture capital. Foundersuite’s CRM sits on a database of over 50,000 investors, which will help you quickly populate your fundraising funnel including a beautiful and easy-to-use investor update tool, and the recently launched a new portal that helps investors and accelerators track their portfolio companies on a single dashboard. For a whopping 40% off a Monthly or Annual subscription use the code “20MinuteVC” at checkout. Greenhouse Software designs tools that help companies hire great people and ultimately build better businesses. Greenhouse works with over 1,500 of the world’s most innovative companies such as Airbnb, Slack, Snap Inc. and Lyft. A wrong hire is not only costly for a company but can also turn an employee into an unhappy one. With Greenhouse’s Applicant Tracking System, companies can make well-informed decisions and hire qualified candidates who are empowered to do the best work of their careers. Anybody who has a company that’s scaling quickly but has trouble hiring and retaining the right people. Visit www.greenhouse.io today to discover how your company can grow.

Coach Nick & the Dudes of Disruption examine the game-changers from our founding fathers to visionaries such as Garrett Camp the Founder of Uber. In this political climate, we are reminded that our Founding Fathers were forward thinking artists and visionaries who were driven by ideas and ideals to create a new kind of government, one that had never existed before, one formed by a desire and choice for new culture of freedom. Where have you been the Founding Father of something like the birth of our nation? Where in your life can you become the artist of your life so you get to be a Found Father and unleash something amazing? Take a listen to find out where seeking permission and approval get in the way of becoming the artist of your life. The world is a demand for a new way of thinking and being around: your home and career, environment, education, community, etc...and yes, even in politics. Coach Nick along with Coach Kerry Cannava Turner and Pavel Lempert from Drum Cafe explore what we ALL have in common with our Founding Fathers so we get to design and paint the world we desire. And when we operate from a future you desire, your whole being is unleashed…like our Founding Fathers were all those years ago.

Uber Technologies Inc. is an American international transportation network company headquartered in San Francisco, California. The company develops, markets and operates the Uber mobile app, which allows consumers with smartphones to submit a trip request which is then routed to Uber drivers who use their own cars. By May 28, 2015, the service was available in 58 countries and 300 cities worldwide. Since Uber's launch, several other companies have copied its business model, a trend that has come to be referred to as "Uberification". Uber was founded as "UberCab" by Travis Kalanick and Garrett Camp in 2009 and the app was released the following June. Beginning in 2012, Uber expanded internationally. In 2014, it experimented with carpooling features and made other updates. By mid-2015, Uber was estimated to be worth $50B. Join us as we discuss this phenomenon and tell the stories that come with being in an Uber!

"I should be used as a mercenary, not a lifer." - Tim Ferriss In this episode, we have a change of pace... Expa (@expa) is a startup studio. It was founded by Garrett Camp, who co-founded Uber. Every once in a blue moon, they put together a night of education. I was invited to participate. In this episode, I discuss the topic of startup design vs. lifestyle design. Some of you may be aware that I've been involved with various startups ranging from Uber to Facebook, Twitter and DuoLingo, and other businesses that have grown to more than 100 million users and customers. Simultaneously, I have written many times about lifestyle design, and I've suggested that it should come before career planning. The question is, how do we reconcile these two different approaches to business? Should you focus on building your muse and creating cash-flow focused business to fuel your ideal lifestyle...or should you swing for the fences and bet it all on a startup that is equity driven? This podcast explores these topics -- and many more -- and aims to answer the questions that I think are under-examined. Show notes and links for this episode can be found at www.fourhourworkweek.com/podcast. This podcast is brought to you by 99Designs, the world’s largest marketplace of graphic designers. Did you know I used 99Designs to rapid prototype the cover for The 4-Hour Body? Here are some of the impressive results. Click this link and get a free $99 upgrade. Give it a test run... This podcast is also brought to you by Wealthfront. Wealthfront is a massively disruptive (in a good way) set-it-and-forget-it investing service, led by technologists from places like Apple and world-famous investors. It has exploded in popularity in the last 2 years, and now has more than $2.5B under management. In fact, some of my good investor friends in Silicon Valley have millions of their own money in Wealthfront. Why? Because you can get services previously limited to the ultra-wealthy and only pay pennies on the dollar for them, and it’s all through smarter software instead of retail locations and bloated sales teams. Check out wealthfront.com/tim, take their risk assessment quiz, which only takes 2-5 minutes, and they’ll show you—for free–exactly the portfolio they’d put you in. If you want to just take their advice and do it yourself, you can. Or, as I would, you can set it and forget it. Well worth a few minutes: wealthfront.com/tim. Mandatory disclaimer: Wealthfront Inc. is an SEC registered Investment Advisor. Investing in securities involves risks, and there is the possibility of losing money. Past performance is no guarantee of future results. Please visit Wealthfront dot com to read their full disclosure.***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. I also love reading the reviews!For show notes and past guests, please visit tim.blog/podcast.Sign up for Tim’s email newsletter (“5-Bullet Friday”) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Interested in sponsoring the podcast? Visit tim.blog/sponsor and fill out the form.Discover Tim’s books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissFacebook: facebook.com/timferriss YouTube: youtube.com/timferriss