Podcasts about uberx

Herzlich willkommen zur 133. Folge des Equistor-Podcasts

Trabajan en la ciudad de Murcia desde octubre de 2024, sólo en trayectos interurbanos, Uber X y la posibilidad de pedir un taxi por la aplicación, más de doscientas mil personas han abierto la aplicación de Uber para pedir un transporte. Hoy operan con 40 vehículos VTC (vehículos con conductor) gran progreso en la cantidad de solicitudes y demandas. "Uber colabora estrechamente con el sector del taxi para mejorar la movilidad de los ciudadanos, se puede pedir un taxi a través de la aplicación de Uber. Los precios son transparentes y el cliente sabe de antemano lo que le va a costar el trayecto".

La CNMC ha reducido en 72 millones de euros la histórica multa de 413,2 millones impuesta a Booking por abuso de posición dominante, al considerar que no había pruebas suficientes para mantener la imputación de falseamiento de la libre competencia. Esta sanción continúa siendo la mayor en la historia del organismo y se basa en los ingresos globales de la plataforma. El Forum TurisTIC, el congreso sobre innovación y tecnología en el turismo organizado por el centro tecnológico Eurecat, ha debatido en Barcelona sobre la sostenibilidad y las tendencias futuras del turismo. Entre otras cosas, los expertos abogaron por promover vacaciones más largas y cercanas, con la tecnología como aliada, para reducir el impacto turístico. Kiwi.com ha lanzado una ofensiva en el mercado español para competir con Edreams en la venta de billetes de avión. La compañía ofrece una garantía de precio más bajo, incluso si no es el suyo, y una línea de crédito en caso de cancelaciones o pérdidas de conexión. Cantabria y Asturias han anunciado que mantendrán la gratuidad de los abonos de Cercanías, mientras que Castilla y León seguirá con la bonificación en Media Distancia, a pesar de que el Gobierno central, a través del ministro de Transportes Óscar Puente, ha señalado el posible fin de la gratuidad de estos abonos. El presidente de Marinas de España, Tomás Azcárate, subrayó la "crucial importancia" de que el sector náutico y turístico esté expresamente contemplado en los planes de ordenación marítima y que las zonas de uso de la náutica y el turismo en el mar estén claramente identificadas. Así lo ha expresado en el taller sobre los Planes de Ordenación del Espacio Marítimo, que se celebró en Valsaín (Segovia). Uber ha comenzado a operar en Murcia desde el 3 de octubre, permitiendo a usuarios locales y visitantes solicitar servicios de UberX y Taxi a través de su aplicación. Con este lanzamiento, Murcia se convierte en la duodécima ciudad española en contar con los servicios de la plataforma, que se expande así por el país. Destinia ha incorporado a Tur4All Travel a su lista de colaboradores para trabajar en que los viajeros con discapacidad puedan disfrutar de servicios turísticos adaptados y sin barreras. Ibiza se suma a las ya numerosas ciudades que ponen límites al turismo, en este caso, al de cruceros. Así, al menos, lo han acordado el Ayuntamiento y la Autoridad Portuaria de Baleares, que han decidido establecer un máximo de dos cruceros atracados simultáneamente en el puerto de Vila. No obstante, esta limitación no podrá entrar en vigor antes de 2026. La Costa de Almería, la Costa Dorada y los archipiélagos de Baleares y Canarias se consolidan como los destinos favoritos de los viajeros digitales españoles este otoño, con un 2% de la población eligiendo este mes para vacacionar. Las razones incluyen menores precios, una menor carga turística y un clima más templado. En el ámbito internacional, los paquetes vacacionales más demandados son los de Punta Cana, Riviera Maya y Egipto. Las patronales turísticas han conseguido establecer una futura vía de colaboración con el Ministerio del Interior para abordar el nuevo parte de registro de viajeros y trabajar en su adecuación a la operativa de los diferentes sectores, estableciendo como máxima la protección de los datos de los viajeros. Desde la fecha de entrada en vigor, no se solicitará a los sujetos obligados la recopilación de datos adicionales más allá de los que ya se recaban en los procedimientos habituales de sus actividades.

https://youtu.be/kpZMVdbBZ7U Bo Abrams, Co-Founder of Kommu, is passionate about creating solutions that empower people to develop a startup and share their homes with trusted friends and communities. We discuss his Marketplace Blueprint framework, which includes recognizing a personal problem, evaluating its impact on others, researching competitors, identifying gaps, and developing a viable business plan. Bo highlights how his own frustrations with the affordability of short-term rentals inspired Kommu's development. By building a platform centered around trust and personal networks, Kommu offers an alternative to traditional short-term rental platforms like Airbnb, making travel more accessible for Millennials and Gen Z renters. --- Develop a Startup With Bo Abrams Good day, dear listeners, Steve Preda here with the Management Blueprint podcast and my guest today is Bo Abrams, the co-founder of kommu, a connected home sharing and travel platform that links users with their personal network and empowers them to host trusted friends, interest groups and communities in their home on their own terms. Bo, welcome to the show. Steve, thanks so much for having me. Well, that's a really interesting business you have there. So what is your personal “Why” and how do you manifest it in this business or through this business? Yeah, I mean, I would say my personal “Why,” and it really starts with me as an individual, was to say that if I saw an opportunity where I thought there was something that needed to be built that I believed had the potential to go impact the world in that way, that I would go forward and build it and try my best at trying, so to speak. So for me, moving back to what happened, I basically took the GMAT seven times to try to get into business school. I paid for the business school consultants because I didn't get into the great undergrad schools even with great scores and everything else because I didn't run that process. I didn't know how to play the game to get into great colleges. So for business school, I spent all the money I had trying to get in. And I finally got in, ended up going to UCLA. It's where me and my co-founder are from. We're both from LA. We both were supposed to go to other business schools, ironically. Covid hit, we didn't want to leave our families. And right in that moment, I decided to take a trip because I worked so hard to try to get into school and I go to Montana to clear my head, Whitefish, Montana. It was beautiful. And I could only afford four nights in a pretty crappy Airbnb in Montana. And that was half my rent for the month in Los Angeles. And as a renter in LA, I'm not able to list my home on a platform like Airbnb, a short-term rental platform for good reason. And beyond that, at that moment in time, and still today, travel had fundamentally changed. People could now live and work anywhere and the demand for travel in the post-Covid era was surging. And so what did that do? It caused the pricings of these short-term rental platforms to skyrocket. And so, I remember trying to get a car, couldn't find one, we used Turo. I'm thinking, man, if people are able to list their cars in a peer-to-peer marketplace, why can't I do that with my home? And everybody would say, well, that's Airbnb. And I thought, well, that's unacceptable that there's this huge group of users, people like me, that cannot afford Airbnbs now, they're more expensive. They're not the economical version they used to be, and cannot list to recover any value while they're gone. And it's really as if, I say this all the time, it's as if UberX moved to just being Uber Black now, that professionalization problem. So in my case, I go and I meet my co-founder, Gus, in business school, and we were just talking as friends. We were literally talking about how we were remote capable workers at our previous jobs before business school, but that we didn't travel a lot, because, secret's out,

Bienvenue dans cet épisode spécial qui aborde le sujet de la publicité digitale et du trade marketing. Ce marché draine une part toujours plus importante des investissements publicitaires globaux. Cette part  est estimée à 9 milliards d'euros en 2023 en France, en hausse de près de 8% sur un an. Cette évolution s'explique en partie par l'augmentation de l'utilisation des plateformes numériques et la transformation des habitudes de consommation des médias.Cependant, ce secteur dynamique doit faire face à de nombreux défis. Les coûts d'acquisition augmentent, les réglementations, telles que le RGPD, imposent des contraintes strictes sur l'utilisation des données personnelles, obligeant les entreprises à repenser leurs stratégies de ciblage et de diffusion. Par ailleurs, les attentes des consommateurs en matière de publicité ont également évolué. Ils recherchent des expériences personnalisées et pertinentes, tout en étant de plus en plus sensibles à la protection de leur vie privée.Pour explorer ces enjeux et comprendre comment les entreprises peuvent naviguer dans cet environnement complexe, j'ai le plaisir d'accueillir Grégory Blay-Desforges, Directeur d'Uber Advertising France. Uber Advertising, régie publicitaire d'Uber Eats et Uber VTC, commercialise l'espace publicitaire sur les 2 applications. Grégory nous présentera l'état du marché de la publicité digitale, ses évolutions récentes, les réglementations en vigueur et les perspectives futures.J'ai également le privilège d'accueillir Pascal Vegh, Directeur Trade Marketing de Coca-Cola Euro Pacific France. Pascal partage avec nous les objectifs de Coca-Cola en matière de trade marketing et notamment de e-commerce et explique comment la solution d'Uber Advertising aide la célèbre marque de soda à développer ses objectifs de vente.Bonne écoute, toujours sans coupure !Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Lanzan alerta en el sistema eléctrico nacional y reportan apagones en estados. Usuarios en redes sociales reportaron que conductores de Uber X quiere hacer un cobro extra por el uso de aire acondicionado. Te contamos qué hacer si esto ocurre. Learn more about your ad choices. Visit megaphone.fm/adchoices

A failed Australian taxi industry disruptor told a court that Uber began illegally operating its ride-sharing service in Australia a decade ago to gain an unfair advantage over competitors. Taxi Apps, an Australian startup that developed taxi-hailing app GoCatch, lodged a 196-page statement of claim in the Victoria state Supreme Court in which it alleges Uber knowingly launched UberX illegally in Australia in 2014. The San Francisco-based rideshare giant was also accused of serious misconduct including corporate espionage and hacking of competitors' systems. The trial is scheduled to last for 10 weeks and comes two weeks after Uber agreed to pay 272 million Australian dollars ($178 million) to settle a class-action lawsuit brought by 8,000 Australian taxi and rental car drivers. The drivers have demanded compensation for losses since Uber landed in Australia in 2012, first with the limousine service Uber Black, followed by the taxi service Uber Taxi, and then the rideshare service UberX without professional drivers.  Taxi Apps lawyer Michael Hodge told the court that Uber lawyers agreed to a statement of facts similar to that behind the class-action settlement. Neither statement of facts has yet to be released by the court. Hodge said Uber got a head start of at least 20 months over its competitors in Australia's emerging transport app market by launching UberX when ride-sharing was illegal in some Australian states.  “Uber is a company that quite deliberately set out to break the law in the hope that they could do it at such mass scale that they would ultimately be able to pressure people to allow them to then operate lawfully, and they did so intending to gain a competitive advantage,” Hodge told the court in opening his case. “They appear to remain completely unrepentant about that and it ought, to pick up the language of exemplary damages, be something that shocks the conscience,” Hodge added. Hodge said if Uber had complied with Australian law, GoCatch would have continued its growth trajectory, accumulated drivers and eventually launched a ride-sharing product when the law allowed. But UberX now dominates the Australian rideshare market and GoCatch, launched in 2014, departed the transport industry in 2021. This article was provided by The Associated Press.

In this episode of Tribe Talkin': GoCatch v Uber First day in court  GoCatch faces questions  GoCatch had actually lost 90% of users by the time UberX came. Canva money hits bank accounts.  SaaS growth continues to slow.  The "Tech Winter" is persisting. Quantum of capital is different at different stages   What VC's really mean when they talk about companies die?  Charts hello@tribeglobal.vc

Harry Campbell aka The Rideshare Guy joined Grayson Brulte on The Road to Autonomy podcast to discuss the rideshare industry, the role that power drivers play in the ecosystem and his thoughts on Uber's growing hybrid network.The conversation begins with Grayson and Harry discussing Uber's outperformance compared to the S&P 500. Over the last 12 months, Uber has outperformed the S&P 500 by 102%. While Uber is outperforming the market, their competitor Lyft is struggling to figure out the future of their business. Drivers are the backbone of both Uber and Lyft. According to J.P. Morgan, the average Uber driver earns $33 an hour. The estimated average hourly earnings are only for Period 3, commonly referred to as active time. Period 1 is when a driver is on the Uber app waiting for a ride. Period 2 is when a driver has accepted a ride and are driving to pick up the passenger. Period 3, that's when you make the most amount of money as a driver. You want your wheels moving, you want to be going fast, you want to be going far. That's kind of how you make the most amount of money. $33 an hour is basically saying drivers make $33 an hour when they are driving to a customer or they have a customer in the car, but we are not going to count any of the downtime. – Harry Campbell While drivers are the backbone of the platforms, there are divergences in how Uber and Lyft attract and retain drivers. Both companies use incentives to retain drivers, Lyft is starting to increase the amount incentives to attract power drivers away from Uber. Power drivers are drivers who drive more than 40+ hours a week or roughly 6,000 miles per month. Accounting for 20% of the driver inventory at any moment.As Uber continues to grow and shed non-core assets, the company is laying the foundation to transform Uber into a hybrid platform with both drivers and autonomous vehicles. Today, you can hail a Waymo in Phoenix on the Uber app and have Uber Eats delivered in a Motional autonomous vehicle in Santa Monica. When it comes to Uber's strategy with AV, I think it's kind of a no-brainer. – Harry Campbell This is the right strategy for Uber. Dara Khosrowshahi made the strategic decision to sell Uber ATG to Aurora and focus on becoming a platform again. Uber was able to shed the billions in development costs, while fully embracing the power of Uber — the platform. This decision has allowed Uber to focus on growing their free cash flow while becoming profitable. The Uber 2.0 strategy will enable Uber to collect a fee very similar to the way Mastercard and Visa collect swipe fees every time a consumer makes a purchase with their credit card. The more consumers choose to ride in Waymo vehicles on the Uber platform, the more revenue Uber will generate. Uber's new autonomous vehicle strategy will pay dividends as Waymo scales up. If the price of a Waymo is on par with Uber X, consumers in our opinion will overwhelmingly choose Waymo because of the consistent experience. Either way, Uber benefits as the company will collect a platform usage fee. Wrapping up the conversation, Harry shares his opinion on the future of Uber. Episode Chapters0:00 The Road to Autonomy Index Introduction0:55 Uber vs S&P 5002:05 Does Lyft Survive?3:32 Rideshare Drivers: Driving for Uber and Lyft17:41 Uber and Lyft Driver Incentives 21:40 Most Popular Rideshare Vehicles 25:33 Dara Khosrowshahi29:36 Do Uber Drivers Buy UBER Stock?35:20 Changes Drivers Would Like to See on the Uber and Lyft Platforms41:50 Autonomous Vehicles as Rideshare Vehicles (Robotaxis)44:50 Uber's Autonomous Vehicle Strategy49:10 Lyft's Earnings Blunder50:38 Uber's Product Compared to Waymo53:44 Expanding the Uber Platform1:07:56 Uber Freight1:10:20 The Future of UberRecorded on Thursday, February 22, 2024Uber is a The Road to Autonomy Index component company--------About The Road to AutonomyThe Road to Autonomy® is a leading source of data, insight and analysis on autonomous vehicles/trucks and the emerging autonomy economy™. The company has two businesses: The Road to Autonomy Indices, with Standard and Poor's Dow Jones Indices as the custom calculation agent; Media, which includes The Road to Autonomy podcast and This Week in The Autonomy Economy newsletter.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, we talk to Billy Nolen, Chief Safety Officer at Archer Aviation, a leading electric vertical takeoff and landing (eVTOL) aircraft company. Nolen recently joined Archer after a distinguished career at the Federal Aviation Administration (FAA), bringing with him a wealth of experience in aviation safety and regulation.Nolen provides an in-depth look at Archer's progress in certifying their eVTOL aircraft, Midnight, for commercial passenger service. He outlines the rigorous FAA certification process, and expresses confidence in Archer's timeline, which expects to enter service in 2025.Central to the conversation is Archer's approach to ensuring the safety and reliability of their eVTOL aircraft. Nolen emphasises the multiple redundancies built into Midnight's design, and asserts that once certified, Midnight will be as safe as any commercial airliner flying today. He also explains Midnight's design optimisation for urban air mobility (UAM) missions and the rapid charging capabilities that enable quick turnarounds between flights.Nolen also discusses the importance of public acceptance and the role of education in normalising eVTOL travel. He shares Archer's vision of making urban air mobility accessible and affordable, with prices eventually reaching levels comparable to Uber X. If you LOVED this episode you'll also enjoy the conversation we had with Archer's Founder & CEO Adam Goldstein, who shares how the startup aims to make air travel greener through incremental and innovative technologies. Check it out here.Learn more about the innovators who are navigating the industry's challenges to make sustainable aviation a reality, in our new book ‘Sustainability in the Air'. Click here to learn more.Feel free to reach out via email to podcast@simpliflying.com. For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:Archer Aviation Electric Air Taxis Have Landed Vertically - Archer Aviation Archer Begins Building Electric Air Taxis for FAA Certification - FLYING Magazine Archer Aviation and NASA to study AAM battery tech - Airport Technology Archer Aviation aims to launch all-electric air taxi service in India in 2026 - TechCrunch Why eVTOLS will change the way we live, travel and spend time - SimpliFlying 

As we enter an emotionally charged election filled with uncertainty, Emory University's Goizueta Business School professor Suhas Sridharan joins to discuss corporate political strategy. Learn from the transformative and tumultuous journeys of global giants like Uber and Facebook – and find out how navigating policy making and the regulatory landscape just may make or break your business.   Business and politics. Two huge institutions that are inseparably intertwined. As we enter an emotionally charged election year, businesses and individuals are speculating how political outcomes will impact their lives and the success of their organizations.  Suhas Sridharan joins to discuss how you can navigate political systems to achieve the mission of your organization, actions you can take to influence policy making and political outcomes, and how the regulatory landscape can make or break your business. We'll also delve into the role that activists, interest groups and corporate social responsibility play in shaping your success. Suhas is an associate professor in Accounting at Emory University's Goizueta Business School. Prior to this, she earned her PhD in business administration from Stanford University's Graduate School of Business. Her expertise has been featured in leading publications including the Wall Street Journal, Bloomberg, and Financial Times. Identifying Pivotal Politicians Suhas discusses strategies for identifying politicians pivotal to a company's mission, highlighting the use of data-driven tools to measure political ideologies. She offers the resource voteview.com as a starting point for exploration. When it comes to influencing these politicians, she discusses the merits of differing strategies, including reaching out to politicians that run counter to your strategies and convincing them to become allies versus connecting with politicians already aligned with your cause and encouraging them to use their networks and influence to support your objectives, the latter of which is known as sequential lobbying. Melanie and Suhas also delve into additional actions businesses can take to influence politicians and political outcomes. They discuss campaign finance, the role of PACs, and the misconception surrounding corporate contributions to political campaigns, where owners, employees, and families may contribute to these funds, but not corporations themselves.   The Revolving Door Strategy As Suhas elaborates on the value of board appointments, she emphasizes the benefits to corporations of hiring individuals with political experience to navigate regulatory environments, also known as the revolving door strategy. She touches on the power of industry-level cooperation and coalitions, such as trade associations, in influencing policy.  Expansion and Challenges of Uber Melanie and Suhas reflect on Uber's approach to navigating regulatory challenges and the timing of business actions in relation to political landscapes. Suhas begins by examining Uber's journey from a luxury black car service to the more ubiquitous UberX. She highlights the challenges Uber faced, particularly from entrenched taxi industries, and the importance of navigating regulatory landscapes in different markets.  Corporate Political Strategy The conversation shifts towards corporate political strategy, emphasizing the need for businesses to assess issues comprehensively, identify pivotal policymakers, and build coalitions effectively. Suhas stresses the adaptability of such strategies across local and global markets, underscoring the significance of understanding local cultures and contexts.  Facebook's Experience in India Using Facebook's experience in India as a case study, Suhas explores the complexities of expanding into emerging markets. She discusses Facebook's initiative, internet.org, aimed at providing internet access to one of the world's largest markets, but facing backlash due to concerns over net neutrality and a lack of cultural awareness and understanding.  Activists and Interest Groups Suhas underscores the pivotal role of activists and interest groups in shaping policy agendas and influencing corporate decisions. She illustrates this with historical examples, such as Ralph Nader's impact on automobile safety regulations, and contemporary instances, such as boycotts affecting companies like Kyte Baby.  Corporate Social Responsibility (CSR) The conversation extends to CSR as a strategic imperative for businesses. Suhas explains how CSR initiatives, often driven by market demands, serve as a form of self-regulation, enabling companies to mitigate regulatory risks and enhance reputation. Suhas provides actionable insights for business leaders seeking to develop effective political strategies. She emphasizes the importance of issue identification, leveraging resources like media, lobbyists, and trade associations, and actively engaging with stakeholders to navigate complex political landscapes.  For more insights and success stories that equip you with the tools and perspectives to excel in your career, subscribe to the Goizueta Effect podcast. 

Uber empezó a ofrecer viajes en vehículos autónomos Waymo en la ciudad de Phoenix, Arizona. Los clientes de Uber X, Uber Comfort, Uber Comfort Electric y Uber Green podrán realizar su viaje en uno de estos vehículos y el costo del viaje será el mismo al de un vehículo conducido por humanos. Los clientes a los que se les ofrezca la opción del uso de uno de estos vehículos podrán aceptar o rechazarlo.Para esta y más noticias, escucha el podcast de Noticias de Tecnología ExpressDisponible en Spotifyhttps://open.spotify.com/show/2BHTUlynDLqEE2UhdIYfMaen Apple Podcastshttps://podcasts.apple.com/us/podcast/noticias-de-tecnolog%C3%ADa-express/id1553334024

España recibió un total de 73,2 millones de pasajeros internacionales en los nueve primeros meses del año de este año, lo que supone un 19,1% más que en el mismo periodo de 2022, según los datos difundidos por Turespaña que se muestran superiores al 10% en casi todos los mercados de origen. Mundiplan ha lanzado su oferta de turismo sénior como alternativa al Imserso, disponible en un total de 14 destinos de España, según su página web. En concreto, Canarias y Baleares reúnen más de la mitad de esos destinos, con ocho: Gran Canaria, Lanzarote, Tenerife, Fuerteventura, La Palma, Mallorca, Menorca e Ibiza. Uber continúa su expansión en España con su lanzamiento en Zaragoza. Los habitantes y visitantes de Zaragoza podrán solicitar ya a través de la aplicación servicios de taxi y UberX, el servicio VTC más popular de Uber. Las aerolíneas con actividad en España, representadas por la Asociación de Líneas Aéreas (ALA), apuestan por un invierno récord en oferta con con 127 millones de asientos, y llaman a moderar la subida tarifaria de Aena. Ryanair ha comprado 500 toneladas de combustible de aviación sostenible (SAF) a OMV, compañía de producción y refino de petróleo con la que firmó un memorando de entendimiento el pasado año, un pacto que da acceso único a Ryanair para comprar un total de 160.000 toneladas de SAF hasta 2030. Renfe ha transportado más de 386,4 millones de viajeros en los nueve primeros meses de 2023, lo que supone un incremento del 25,5% respecto al mismo periodo del ejercicio anterior, según ha informado en un comunicado. Air France ha presentado un proyecto para adaptar sus operaciones nacionales desde y hacia París que incluye el abandono del aeropuerto de París-Orly a partir del verano de 2026. La aerolínea ha explicado que el auge de las reuniones telemáticas, la caída de los viajes nacionales de negocios y la creciente demanda de viajes en tren han provocado una caída de la demanda en la red nacional de Air France.

Welcome to Show Me The Money Club live show with Sergio and Chris Tuesdays 6pm est/3pm pst.For more information on Mymo check out: https://therideshareguy.com/mymo-yt/Sergio and Chris recommend the DisplayRide dash camera. Use code RSG20 for 20% OFF and let them know Sergio and Chris sent you https://display-ride.firebaseapp.com/portal/usrmp

The popular charity event where you can donate your clothes from your footstep returnsSee omnystudio.com/listener for privacy information.

Connor and Krystal first matched almost two months ago and after texting each other they have gone out for two dates. The first time they went out for drinks and Connor made sure to Uber Krystal home so he thought things were going great. Connor tells us for their second date they went to a steakhouse for dinner and that they kissed at the end of the night, but ever since then he hasn't heard back from Krystal. Connor tells us he isn't sure why Krystal hasn't responded back, but he's been waiting for her to set up their next date for over a week.We call Krystal trying to figure out if there is anything else between her and Connor that happened that may have caused things to go wrong and she tells us that she wasn't a fan of the Uber Connor got for her and his car! Find out what's really going on in this Second Date Update!

Wenn wir von Newcomer*innen sprechen, die uns hierzulande aktuell am meisten begeistern, dann ist am Namen Levin Liam kein Vorbeikommen. Egal ob als schimmernder "Teil vom Ganzen" auf den Alben von Miksu / Macloud und Trettmann, großen eigenen Singles oder auch mal paar SoundCloud-Bangern mit Friends ganz nebenbei. Die Mischung aus alledem ist das, was Levins Musik und seine Herangehensweise an Releases so erfrischend macht. Umso gehypter waren wir auf ein neues zusammenhängendes Projekt von ihm. Denn auch wenn die Titelwahl seiner "Leaks"-Reihe eher den Eindruck vermittelt, einen lose zusammengewürfelten Ordner an Demos vorgeworfen zu bekommen - ganz so ist es dann doch nicht. Es erwarten uns Themen-Stränge rund um Selbstfindung, Unentschlossenheit und allerhand zwischenmenschliche Dramen. Immer so locker formuliert und zusammengewoben, dass genug Raum für Interpretation bleibt, aber stringent genug, um eine klare Bestandsaufnahme von der Person und dem Artist Levin Liam im Jahr 2023 zu sein. Garniert mit vielen großartigen (Eigen-)Produktionen, Ohrwurm-Melodien auch abseits von Hooks und einem herrlichen Skit, das Industrie- und Post-Pandemie-Abfucks gleichermaßen auf die Schippe nimmt. Hört uns in gewohnter Manier über all das schwadronieren und habt viel Spaß mit unserer Review zu den »Levin Liam Leaks 2023«!

놀랍게도 생각보다 빨리 흑자를 낸 Uber 이야기. 조단위를 움직이는 개인들.. (Lionel Messi의 Miami 행 & Taylor Swift의 Swiftnomics 콘서트) --- Support this podcast: https://podcasters.spotify.com/pod/show/kwangwook-gang/support

Season 4 / Episode 9: With Tira Denny's race season in full swing (and an energetic toddler at home), I was so appreciative that she shared a bit of her valuable down time to chat bike stories on the mic. We start with an early memory, where a long bike ride and a bit of bribery turned into a brand new bike thanks to her dad. Then we travel across the Atlantic to a time when an ambitious London adventure turned into a less-than-exciting UberX ride. And I particularly enjoyed hearing how endurance racing began with a rather simple goal of self-fulfillment through competition, and how her partner Mike and their daughter Zoey have now honed her focus and determination to the level of a champion. -- Included in the "Best 40 Cycling Podcasts" on Feedspot: ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://blog.feedspot.com/cycling_podcasts/⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow on INSTAGRAM⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow on FACEBOOK⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Visit iRIDEaBIKE.com⁠⁠⁠⁠⁠⁠⁠⁠⁠ -- A Production of I RIDE, LLC Theme Song by Spencer Albee. Want to hear more? Visit @SpencerAlbee on social media and streaming platforms. PLEASE NOTE: Generally speaking, episodes of I RIDE A BIKE are NOT "explicit"... but due to the passionate nature of our guests, there may be language and stories that aren't appropriate for all listeners. Therefore, sometimes we are required to label as explicit. This episode of I RIDE A BIKE is supported in part by Allspeed, the Official Bike Shop of the Podcast. With convenient locations in Portland, Bethel and Carrabassett Valley Maine, Allspeed is THE local shop for everything bike. For more information, and to check out their latest hot deals, please visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠Allspeed.com --- Support this podcast: https://podcasters.spotify.com/pod/show/irideabike/support

UK special

The Host of the syndicated entertainment show "EXTRA"Billy Bush aka The Bushy joins the show-In an Uber X?  That looks like Vinny your assistant -Middle seat on an airplane?-Humility is a beautiful thing-Chris Rock Special - he made $20 million for the "Slap" 1 hour special -Billy's new fasting routine Sun night to Mon night -The Bushy's prep for the Academy Awards Red Carpet -Billy's picks to win the Academy Awards  

Show Notes: Google Fiber Revs Up Its Multi-Gig Speeds to 20Gbps in Newest Field Test |  CNET (01:29)  Google Fiber CEO Dinni Jain announced Tuesday via blog post that 20 gigs is coming, The company achieved a 20.2Gbps download speed in a field test in Kansas City Google Fiber currently offers two plan options: 1-gigabit download speeds for $70 per month and a 2-gig plan for $100 monthly.  cheapest 2Gbps plan among major internet providers CNET reached out to a Google Fiber spokesperson, and was told that more information will be on the way in the coming weeks. No word yet on pricing or when to expect the plan to be available to customers. A 25Gbps speed tier from EPB costs around $1,500 per month According to Google Fiber's CEO this is just the beginning: “In the coming months, we'll have announcements to dramatically expand our multi-gigabit tiers. These will be critical milestones on our journey to 100 Gig symmetrical internet." NASA crashes DART spacecraft into asteroid in world's 1st planetary defense test | Space.com (06:45) For the first time in history, a spacecraft from Earth has crashed into an asteroid to test a way to save our planet from extinction.  Spacecraft: NASA's Double Asteroid Rendezvous Test (DART) probe Asteroid: Dimorphos, 7 million miles (11 million kilometers) from Earth The goal of the mission was to change the orbit of the space rock around its larger asteroid parent Didymos . Trying to test if humanity could deflect a dangerous asteroid if one was headed for Earth. Elena Adams, DART's mission systems engineer, said that “our first planetary defense test was a success”   The golf cart-sized DART (1,320 pounds) spacecraft slammed into the asteroid at 14,000 mph. Would be enough to move the 534-foot-wide (163 meters) Dimorphos a bit faster (10 minutes faster) in its orbit around its parent.  Poses no risk of changing the binary system's orbit to come anywhere near Earth.  The DART mission is the first demonstration of what NASA calls a "kinetic impactor" for planetary defense: crashing a spacecraft into an asteroid to change its orbit. Basic method to protect the Earth if a potentially dangerous asteroid were spotted five or 10 years before a prospective impact.  Angela Stickle, the leader of DART's impact working group, said the team's simulations and models suggest the spacecraft would likely create a crater up to 65 feet (20 m) wide.  Images Show Huge Plume of Debris as NASA Probe Smashes Asteroid  A vast network of ground-based telescopes were trained on the event and will be following the binary Didymos-Dimorphos system over time to see how much faster Dimorphos is now moving in its orbit.  The Era of Fast, Cheap Genome Sequencing Is Here | WIRED (13:35) At an industry event in San Diego today, genomics behemoth Illumina unveiled what it calls its fastest, most cost-efficient sequencing machines yet, the NovaSeq X series. Illumina controls around 80 percent of the DNA sequencing market globally The company believes its new technology will slash the cost to just $200 per human genome while providing a readout at twice the speed. Currently costs $600 for scientists to perform sequencing Sequence 20,000 genomes per year; its current machines can do about 7,500 Francis deSouza, Illumina's CEO, states:  “As we look to the next decade, we believe we're entering the era of genomic medicine going mainstream. To do that requires the next generation of sequencers … We need price points to keep coming down to make genomic medicine and genomic tests available much more broadly.” Stacey Gabriel, chief genomics officer at the Broad Institute of MIT and Harvard, states they have been “waiting for this for a long time.” She continues to talk about the benefits of the new tech: “With greatly reduced costs and greatly increased speed of sequencing, we can sequence way more samples.” A major benefit of cheaper and more efficiency sequencing is increasing the diversity of genomic datasets. Different populations might have different disease-causing genetic variations that are more or less prevalent.  Additionally, by sequencing more genes you can compare and contrast the genetic sequences of a healthy individual and a disordered individual. Allows researchers to see the nuances in their genetic makeup.  Illumina's new system will cost around $1 million, about the same as its existing machines.  The high price tag is a key reason they're not yet common in smaller labs and hospitals, or in rural regions. Startup Says It Can Store 100TB in Nintendo-Like Cartridges | Futurism (20:24) A startup called Folio Photonics is attempting to take over the archival storage market, one Nintendo-ish cartridge at a time. Storage types like tapes, and hard disks are favored by enterprise-scale archiving purposes. Folio claims to offer a cost-effective, incredibly high-performing optical alternative to tapes, hard disks, and DNA storage Just one of their oddly-shaped, multi-layered cartridges can allegedly fit 100 terabytes of data.  100,000 gigabytes, which is nearly three times the storage of the densest Blu-Ray disk CEO Steven Santamaria explains how their tech can hold this much data: “Traditional Blu-ray discs are three or four layers and have been for 20 years (the Archival disc achieves 6 layers by having 3-layers on both sides) ... Our first product will be 8 layers per side, meaning we will have a 16 layer double sided disc." Additionally, the company claims their storage device, unlike hard drive and tape storage,  is "impervious" to electromagnetic disruption, damage from radiation or saltwater, and extreme temperatures  We will end off with more of the CEO talking about the tech: “Our talented engineering team has pioneered a fresh approach to optical storage that overcomes historical constraints and puts unheard of cost, cybersecurity and sustainability benefits within reach … With these advantages, Folio Photonics is poised to reshape the trajectory of archive storage." Why United Airlines is betting $1 billion on flying cars | Emerging Tech Brew (25:12) Investors, startups, and aviation bigwigs have all put billions of dollars toward making that vision a reality with electric vertical takeoff and landing (eVTOL) ventures. United Airlines being one of them The company has been an investor in California-based Archer Aviation since the startup was preparing to go public via SPAC in 2021 and also reached a $1 billion deal to buy Archer's eVTOLs last February. An option to purchase an additional $500 million of aircraft.  Archer is building a four-passenger electric aircraft and aims to get it certified by the FAA for use in the US by the end of 2024. This past September, United agreed to buy 200 eVTOL aircraft from Eve Air Mobility. Why are they doing this? Mike Leskinen, president of United Airlines Ventures, told Emerging Tech Brew: “It's about making our airline the airline that customers choose to fly  … A) We want to innovate. And we want to provide that to our customers first B) We have the footprint—the geographic footprint—that makes us the right player C) It decarbonizes that trip to the airport. This is not taking regional aircraft out of the skies, but it is taking cars off the road, many of which will be burning gasoline” eVTOLs could change the way we travel in the long term, with the nearer-term use case of replacing helicopters and serving as a way to get from an urban center to an airport faster. CEO Leskinen talks on the pricing of these eVTOL rides: “They're going to be expensive at first … As you build this product, as you certify this product, there are going to be massive economies of scale. And the cost is going to come down rapidly, to the point where I see a world where—because you get so much more utility out of the aircraft—the cost is no more than using an Uber X. But initially it's going to look like an Uber Black.” The challenging part will be building the infrastructure for air taxis, the “vertiports, ” which could  resemble helipads with charging stations.

En México se lanza la opción de Uber Reserve. Esta función permite al usuario reservar un viaje dentro de la aplicación hasta con 30 días de anticipación o dos horas antes del viaje. Al usarlo, se muestra la tarifa estimada del viaje. El uso de esta función tiene un costo adicional de entre 65 y 80 pesos para Uber X y entre 87 y 100 pesos para Uber Confort, dependiendo de la hora programada del viaje. Los viajes programados con Uber Reserve podrán cancelarse hasta una hora antes del mismo, sin que haya cargo para el pasajero.Para esta y más noticias, busca el podcast de Noticias de Tecnología Express en Spotify, Apple Podcast, Acast y YouTube. Disponible en Spotifyhttps://open.spotify.com/show/2BHTUlynDLqEE2UhdIYfMaen Apple Podcastshttps://podcasts.apple.com/us/podcast/noticias-de-tecnolog%C3%ADa-express/id1553334024

RJ is BACK on the Autumn Windbags. After two weeks away, he gives Rory a week off to fill in. So now that Rory is back in rotation, the question of the day is which Windbag do you hate the most: RJ, Soto or Rory? Give us a reason to hate on each other. Davante Adams posted a HILARIOUS Instagram story today. Hunter Renfrow ordered a cheap UberX for Adams, Renfrow, Derek Carr and Mack Hollins. That's roughly $300 million in contracts riding in a tiny car on the way to Top Golf. The Las Vegas Raiders released their depth chart this week. Alex Leatherwood is the starting right tackle over Brandon Parker, Hunter Renfrow is the punt returner and the defense is in a 4-3. Who will Josh McDaniels play in the Hall of Fame game and NFL preseason, who won't make the cut at running back and what is the optimum offensive line up? With RJ out for two weeks, he had to listen to Soto and Rory trash Derek Carr in his absence. RJ makes the case that Soto is like most Carr haters in that Carr gets all the blame for the Raiders losing. While Soto says that Carr improved this season and showed what he is capable off. Ndamukong Suh has been rumored to join the Las Vegas Raiders for weeks now. With injuries at defensive tackle to Johnathan Hankins and Bilal Nichols, a position the Raiders were pretty thin at to begin with, does Ndamukong Suh have new leverage negotiating with the Raiders? In What Up Windbags, the guys discuss Christian Darrisaw vs Alex Leatherwood, will Davante Adams miss Aaron Rodgers and what are the Raiders missing without Rich Bissacia? 0:00 Intro 4:30 Question of the Day 5:10 Hunter Renfrow's UberX 11:48 Raider Depth Chart Truths and Lies 34:13 Derek Carr Haters EXPOSED 45:58 Ndamukong Suh Has New Leverage 53:18 What Up, Windbags?   You know you want more: https://linktr.ee/TheAutumnWindbags  

新恢复的拼车UberX服务，比大流行病之前有更多的限制。如乘车共享只限两人，送达乘客的时间只能比非共享乘车晚8分钟到达等。新服务将首先在美国9个城市实行，包括纽约、洛杉矶、旧金山、凤凰城、圣地亚哥、波特兰、印第安纳波利斯和匹兹堡。

Uber จ่ายเงินให้ กับนักวิชาการที่มีชื่อเสียงในยุโรปและอเมริกาหลายแสนเหรียญสหรัฐฯ เพื่อสร้างรายงานที่สามารถนำมาใช้เป็นส่วนหนึ่งของแคมเปญวิ่งเต้นของบริษัทให้กับรัฐบาลและหน่วยงานกำกับดูแลต่าง ๆ ได้ เอกสารหลุดที่ถูกปล่อยออกมาหลายพันฉบับที่รั่วไหลไปยัง Guardian เปิดเผยข้อตกลงจำนวนเงินมหาศาลกับนักวิชาการชั้นนำหลายคนที่ได้รับค่าจ้างเพื่อเผยแพร่งานวิจัยเกี่ยวกับประโยชน์ของแบบจำลองทางเศรษฐกิจ และข้อดีต่างๆ ของแพลตฟอร์ม Uber เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ ========================= ร่วมสนับสนุน ด.ดล Blog และ Geek Forever Podcast เพื่อให้เรามีกำลังในการผลิต 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

Picture this: On-demand ridesharing services that take you above the traffic. Archer Aviation is making this vision a reality by unlocking a whole new dimension in transportation. . Archer Aviation designs and develops electric vertical takeoff and landing (eVTOL) aircrafts for use in Urban Air Mobility (UAM) networks. Their goal is to move people throughout congested cities in a quick, safe, sustainable, and cost-effective manner. . The eVTOL aircraft can take off vertically like a helicopter and fly forward like an airplane, no runway required. A ride in their fully electric, battery-powered aircraft is approximately the same price per passenger mile as an UberX. .  Hear from Andrew Cummins, Director of Business Development at Archer, on the future of UAM, the company's plan for commercial operations, and their early-launch partnerships with the cities of Los Angeles and Miami. .  Debuting August 1: SAE Connexion+, a new platform for members and volunteers designed with you in mind. Not a member or volunteer? Join us and put SAE's tools and resources to work for you! . We'd love to hear from you. Share your comments, questions and ideas for future topics and guests to podcast@sae.org. Don't forget to take a moment to follow SAE Tomorrow Today (and give us a review) on your preferred podcasting platform. . Follow SAE on LinkedIn, Instagram, Facebook, Twitter, and YouTube. Follow host Grayson Brulte on LinkedIn, Twitter, and Instagram.

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.*

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You know the feeling. You're stuck in bumper-to-bumper traffic. It's going to be hours before you get home. As we know all too well, congestion is one of the downsides of modern city living. Don't you wish you could just take to the skies and soar above it all in a helicopter? 你知道那种感觉。你被困在一个接一个的交通中。在你回家之前还有几个小时。众所周知，拥堵是现代城市生活的弊端之一。你不希望你可以乘坐直升机飞上天空并翱翔于一切之上吗？Well, wish no more. Right now, the race is on to release the first commercially viable sky taxi. No longer will personal air travel be the preserve of the super wealthy, say optimistic tech entrepreneurs. There's just one catch: how do you feel about having no pilot? 好吧，不要再希望了。目前，推出第一款商业上可行的空中出租车的竞赛正在进行中。乐观的科技企业家说，私人航空旅行不再是超级富豪的专利。只有一个问题：你觉得没有飞行员怎么样？For brave passengers, the city of Dubai plans to roll out rides on their pilotless drone taxi project by the end of this year. You can buckle up and share the ride with one other passenger in their 18-rotor craft, developed by German start-up Volocopter, with a top speed of 100km/h and a flight time of around 30 minutes. 对于勇敢的乘客，迪拜市计划在今年年底前推出无人驾驶出租车项目。您可以系好安全带并与另一位乘客一起乘坐由德国初创公司 Volocopter 开发的 18 旋翼飞行器，最高时速为 100 公里/小时，飞行时间约为 30 分钟。If you have more friends, French aviation company Airbus are working on a drone which can carry four to six customers. Or if you prefer your own company, Chinese firm Ehang are pioneering a single-seater drone, which stays airborne for 23 minutes.如果你有更多的朋友，法国航空公司空中客车公司正在研制一种可以搭载四到六个客户的无人机。或者，如果你更喜欢自己的公司，中国公司亿航正在开创一种单座无人机，它可以在空中停留 23 分钟。Ride-hailing company Uber also want a piece of the action. They say drones like this are the “future of on-demand urban air transportation”. They recently poached NASA chief technologist Mark Moore to help them develop a drone taxi. And he claims it won't cost the earth. Moore told the BBC that with three or four passengers sharing, it would be “very similar to what an UberX [car] costs today”.叫车公司优步也想分一杯羹。他们说像这样的无人机是“按需城市航空运输的未来”。他们最近挖走了美国宇航局首席技术专家马克摩尔，帮助他们开发无人驾驶出租车。他声称这不会花费地球。摩尔告诉英国广播公司，三到四名乘客共享，这将“与今天 UberX [汽车] 的成本非常相似”。So far so good. But naturally, a number of questions remain. On the technical side, there's the problem of batteries. A 23-minute flight could get you across town, but how and where does the battery recharge?到目前为止，一切都很好。但自然地，仍然存在许多问题。在技术方面，存在电池问题。23 分钟的飞行可以让您穿越城镇，但电池如何以及在哪里充电？And regulations are a challenge too. US authorities require aircraft to carry at least 20 minutes of spare fuel. If you only have 23 or even 30 in total, that leaves very little leeway. Control of access to flight paths will also need to be worked out.监管也是一个挑战。美国当局要求飞机携带至少 20 分钟的备用燃料。如果你总共只有 23 个甚至 30 个，那么余地很小。还需要制定对飞行路径的控制。Even if these issues are tackled successfully, there's still the biggie: safety. Will passengers really be willing to put their lives in the hands of a flying robot? Winning the trust of the regulators and the public may take time. But when they do, well, the sky's the limit.即使成功解决了这些问题，仍然有一个大问题：安全。乘客真的愿意将自己的生命交给飞行机器人吗？赢得监管机构和公众的信任可能需要时间。但是当他们这样做时，好吧，天空就是极限。bumper-to-bumper （交通）非常拥堵的congestion 堵车，交通堵塞to take to the skies 冲上云霄the race is on 竞争已经开始viable 可行的，有望成功的preserve （某类人群的）专利catch 暗藏的问题drone 无人驾驶的飞机to buckle up 系好安全带craft 飞行器aviation 航空airborne 在空中的ride-hailing （提供）叫车（服务）的a piece of the action （口语）分一杯羹on-demand 按需的to cost the earth （英式口语）漫天要价leeway 富余的时间flight path 飞行的路线，航线biggie （口语）重要的事情the sky's the limit “天空是极限”，没有做不到的事情

Uber Moto ya está disponible en México. Para pedirlo, abre tu aplicación de Uber y te aparecerá la opción al momento de solicitar un viaje. De acuerdo con la empresa, en promedio su costo es 30% menor a un viaje en Uber X. El servicio está disponible en Cuernavaca, Culiacán, Mazatlán, Morelia, Naucalpan, Nezahualcóyotl, Tlalnepantla y Toluca. Para esta y más noticias, busca el podcast de Noticias de Tecnología Express en Spotify, Apple Podcast, Acast y YouTube. Disponible en Spotifyhttps://open.spotify.com/show/2BHTUlynDLqEE2UhdIYfMaen Apple Podcastshttps://podcasts.apple.com/us/podcast/noticias-de-tecnolog%C3%ADa-express/id1553334024

So imagine you pull your smartphone out, open the Uber app, request the closer car and you look up and see a taxi. Sounds like a dream right? Or maybe a nightmare for some. Well, after a couple recent partnerships and big announcements, that's exactly what you'll be able to do in the future on Uber. But how will it work and who will benefit?  Hansu Kim joins Harry to discuss.

Show #1402 Good morning, good afternoon and good evening wherever you are in the world, welcome to EV News Daily, you trusted source of information. It's Saturday 12th March, it's Martyn Lee here and I go through every EV story so you don't have to. TAVARES CONFIDENT THAT STELLANTIS CAN CATCH UP WITH TESLA - Stellantis (STLA.MI) should be able to catch up with electric vehicle pioneer Tesla (TSLA.O) in the coming years, its chief executive Carlos Tavares said on Friday, adding that competition would benefit consumers. - Tavares also called for greater investment in charging networks in Europe and the United States to encourage drivers to switch to electric vehicles. Original Source : https://www.reuters.com/business/autos-transportation/tavares-confident-that-stellantis-can-catch-up-with-tesla-2022-03-11/ CCS RETROFIT KIT FOR MODEL 3/Y APPEARS IN TESLA PARTS CATALOG - Tesla launched a new CCS1 adapter in South Korea last year, announcing shortly thereafter that it would eventually be coming to North America. - Tesla added new information to the in-car display to know if you had the hardware required for your car to work with the CCS charging standard. - Generally cars built in late 2019 or early 2020 or later had the message “CCS enabled,” while cars built prior to that date had the message “Not Installed.” - While we still wait for the CCS adapter to appear in the North American Tesla Shop, a retrofit kit has been added to the Tesla Parts Catalog. The part number (1652004-00-A) is listed for both the Model 3 and Model Y, while there is a second part number (1652005-00-A) listed just for the Model 3. - When Tesla released the retrofit in Europe, it was initially offered at €500 ($965 CAD), which included the adapter itself. The price was later dropped to €299 ($416 CAD). Original Source : https://driveteslacanada.ca/news/ccs-retrofit-kit-appears-in-tesla-parts-catalog/ VAN HOOL DOUBLE-DECKER ELECTRIC BUS WITH PROTERRA BATTERY DRIVES 2,500 MILES from Florida to California on public chargers - North American motor coach seller ABC Companies has announced another successful trip across the US, this time using a Van Hool TDX25E all-electric bus. The double-decker motor coach was “Proterra Powered” and traveled 2,524 miles from Winter Garden, Florida, to Costa Mesa, California, using only public charging stations. - the TDX25E – a 100% electric, 69-passenger double-decker bus. It's the first of its kind to become available in the US, and the largest electric passenger vehicle on the road today, according to ABC Companies. - ABC Companies shared details of its latest (and longest) demonstration drive in a recent press release. The double-decker Van Hool electric bus was provided by ABC Companies and is powered by a Proterra battery system, delivering a storage capacity of 676 kWh. - Empire Coach Line provided the driver for the cross country drive that began at ABC's HQ in Winter Garden, Florida. Over the course of six days, the TDX25E bus traversed 2,524 miles of US roads, reaching elevations over 5,000 feet and averaging 260 miles per charge before reaching the finish line at ABC's Costa Mesa facility in California. Original Source : https://electrek.co/2022/03/11/van-hool-double-decker-electric-bus-with-proterra-battery-drives-2500-miles-from-florida-to-california-on-public-chargers/ NASCAR 'EXPLORING' LAUNCH OF ELECTRIC RACING SERIES - During a press conference announcing his promotion to NASCAR Chief Operating Officer, Steve O'Donnell said the sanctioning body is looking into launching an exhibition series featuring all-electric cars. - "I think there's a lot of interest from our current partners to be part of that. But we look at NASCAR as a place where, in an ideal world, it would be all things to all people. If you went to a NASCAR event weekend, you could see whatever types of technologies you wanted throughout a race weekend." - While there aren't any plans for the top NASCAR Cup Series to go all-electric, the Next Gen cars that were launched this year were future-proofed to accommodate hybrid powertrain that O'Donnell had previously said could be used as soon as 2024. They'd likely first be featured on short ovals and road courses where their regenerative braking systems could recover energy as the cars slow down for corners which would then be used by the electric motor for a burst of acceleration. Original Source : https://www.foxnews.com/auto/nascar-exploring-electric-racing-series MEET 14 OF THE BEST-FUNDED STARTUPS IN THE ELECTRIC CAR BATTERY BUSINESS - Electric car battery startups brought in a whopping $3.6 billion in 2021 — several times the $174.7 million raised the year before — a nod to the massive amounts of investment needed to make good on a future of electric vehicles. - Northvolt - Headquarters: Stockholm, Sweden - Total funding: $6.5 billion - SVOLT - Headquarters: Changzhou, China - Total funding: $3.29 billion - Redwood Materials - Headquarters: Carson City, Nevada - Total funding: $815 million - SES - Headquarters: Woburn, Massachusetts - Total funding: $600.1 million - Romeo Power - Headquarters: Los Angeles, California - Total funding: $516.6 million - Solid Power - Headquarters: Louisville, Colorado - Total funding: $717 million - Phylion Battery - Headquarters: Suzhou, China - Total funding: $200.2 million Original Source : https://www.businessinsider.com/meet-14-of-the-best-funded-startups-in-the-electric-car-battery-business-2022-3 FLEETCHARGE PROGRAM COULD EARN UK HOMEOWNERS £1,000 A YEAR - JustPark, the UK's leading driveway sharing platform, has launched FleetCharge to unlock and electrify private driveways to enable businesses to switch their fleets to electric vehicles years earlier. - For the 75 per cent of fleet drivers that don't have off-street parking at home, using an EV can be a challenge. Business drivers can't afford time or associated risks of finding and using a public charging point, with many of these also not being suitable for larger vehicles or e-vans to use. - With FleetCharge, JustPark will find a local homeowner with a driveway within a five-minute walk of the EV driver, install a home charger and give said fleet driver exclusive access to that charging point. - Through FleetCharge, all the upfront EV charging installation costs are covered, but it could potentially earn the hosts a guaranteed additional income of £1,000 a year – all tax-free. Original Source : https://electriccarsreport.com/2022/03/justparks-innovative-fleetcharge-program-could-earn-uk-homeowners-1000-a-year-and-unlock-new-method-of-ev-fleet-charging/ MERCEDES-BENZ ESTABLISHES SUSTAINABLE BATTERY RECYCLING - Mercedes-Benz rolls out its global strategy for recycling automotive battery systems - The project is intended to set standards in terms of battery recycling from an ecological point of view: the process design of the patented hydrometallurgy with recovery rates of more than 96 percent is expected to allow a holistic circular economy of battery materials. - Construction of the plant is in two stages. Initially, a plant for mechanical dismantling will be constructed by 2023. As a second step - subject to promising discussions with the public sector - the facilities for hydrometallurgical processing of the battery materials are to go into operation. This means that in the future, Kuppenheim could cover all the stages from dismantling to module level, shredding and drying and subsequent processing of battery-grade material flows. Original Source : https://group-media.mercedes-benz.com/marsMediaSite/en/instance/ko.xhtml UBER INVESTS £5 MILLION INSTALLING 700 CHARGERS IN LONDON - In London, the boroughs of Brent, Newham and Redbridge are cooperating with Uber to install 700 chargers for electric cars on London streets. Uber is investing £5 million in the chargers, which will be branded by Uber but available for all drivers to use. - The aim is for the new on-street charging points to improve access for those without driveways or home chargers. Uber says it will be working with the boroughs to determine where the chargers should best be installed. An Uber spokesperson told electrive that the chargers will be in the ground in 2023. - This time last year, Uber launched its ‘Uber Green' EV-only option, initially in London's Zone One. Now, Uber says it will expand this option to the whole of the city – meaning that riders will be able to request an electric vehicle from anywhere in the city for the same price as a normal UberX. To incentivise the drivers, Uber ensures that they earn 13% more when taking trips on Uber Green. Original Source : https://www.electrive.com/2022/03/11/uber-invests-5-million-installing-700-chargers-in-london/ PETROL PRICES: RECORD HIGH FUEL COSTS RESULT IN 37% SURGE IN INTEREST FOR ELECTRIC CARS IN THE UK   Original Source : https://inews.co.uk/inews-lifestyle/money/petrol-prices-record-high-fuel-costs-electric-cars-interest-uk-surge-1511362 THE EQUINOX EV AND BLAZER EV SS ARE THE ELECTRIC VEHICLES THAT GM NEEDS RIGHT NOW | EDMUNDS Original Source : https://www.edmunds.com/car-news/equinox-ev-and-blazer-ev-ss-are-the-evs-that-gm-needs.html QUESTION OF THE WEEK WITH EMOBILITYNORWAY.COM Do you think rising fuel prices at the pumps will have a direct impact on EV sales? Email me any feedback to: hello@evnewsdaily.com It would mean a lot if you could take 2mins to leave a quick review on whichever platform you download the podcast. And  if you have an Amazon Echo, download our Alexa Skill, search for EV News Daily and add it as a flash briefing. Come and say hi on Facebook, LinkedIn or Twitter just search EV News Daily, have a wonderful day, I'll catch you tomorrow and remember…there's no such thing as a self-charging hybrid. PREMIUM PARTNERS PHIL ROBERTS / ELECTRIC FUTURE BRAD CROSBY PORSCHE OF THE VILLAGE CINCINNATI AUDI CINCINNATI EAST VOLVO CARS CINCINNATI EAST NATIONAL CAR CHARGING ON THE US MAINLAND AND ALOHA CHARGE IN HAWAII DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL RICHARD AT RSEV.CO.UK – FOR BUYING AND SELLING EVS IN THE UK EMOBILITYNORWAY.COM/ 

A Multinacional Uber, sediada em Osasco, lançou no dia 7 de março a modalidade viagens com o Uber Moto nas cidades de Barueri e Carapicuíba. Com a chegada nesses municípios, a empresa garante aos usuários do aplicativo o deslocamento por motocicleta por um preço menor do que o do UberX, e com mais agilidade.

Cost, inventory, and access to charging stations are major barriers when making the jump to an electric vehicle. In fact, 71% of Uber drivers across Canada said they're interested in making the switch, but these factors are holding them back. Uber's Matthew Price joins Dan Séguin and Rebecca Schwartz for an in-depth look at what the company is doing to help make electric vehicles more accessible to their drivers—and Canadians. Related Content and Links Matthew Price's Linkedin profile: https://www.linkedin.com/in/matthewprice3/ --- Transcript: Dan Seguin  00:06 This is thinkenergy. The podcast that helps you better understand the fast changing world of energy through conversations with game changers, industry leaders, and influencers. So join me, Dan Seguin, and my co host Rebecca Schwartz, as we explore both traditional and unconventional facets of the energy industry. In this episode, we'll do a deep dive with Uber and discover how they plan to reduce their carbon footprint. I'm Dan Seguin.   Rebecca Schwartz  00:39 And I'm Rebecca Schwartz. Hey, Dan, have you ever noticed how quickly language changes seemingly overnight? In 2021 words, like Doom-scrolling and adulting were added to the dictionary? While, words like salty were updated with new definitions.   Dan Seguin  00:55 Wait, what salty? What the blank does salty mean now?   Rebecca Schwartz  01:00 Well, it's a term for being bitter, angry or resentful. Like, Dan, don't be salty!   Dan Seguin  01:07 I don't think so. I'm in a great mood. Cool. Anyways, what about popular phrases? The perfect example: It wasn't that long ago, we used to say, let's call a cab. Now it's, let's order an Uber. Between 2017 and 2019, nearly 4 billion rides were taken using Uber in the US and Canada alone. In fact, Uber is the largest mobility platform in the world.   Rebecca Schwartz  01:41 Well, as an avid user myself, there is no question that ride sharing companies like Uber have disrupted the transportation space, providing convenience, accessibility and affordability to riders in nearly every major city around the world. Collectively, ride sharing companies have transformed how we move and commute in our cities, to the point that some critics believe people are foregoing lower carbon forms of transportation, like public transit, biking and walking, resulting in 69% more climate pollution. And that's according to the Union of Concerned Scientists.   Dan Seguin  02:18 With the Canadian government's promise to be zero carbon by 2050. And transportation currently accounted for 28% of Canada's greenhouse gas emissions, there's another disruption and culture shift coming. Recently, Uber released its climate assessment and performance report to address how it plans to aggressively tackle climate change and the missions its business produces,   Rebecca Schwartz  02:44 adopting the mantra that with great power comes great responsibility. Uber is aiming to be an environmental leader and game changer in the mobility and ride sharing space. So here's today's big question: stating that it will be a zero emissions platform by 2040, what are some of the innovative strategies and incentives Uber is introducing to address its carbon footprint?   Dan Seguin  03:07 I'm really interested to talk about what those are in today's show with our very special guest, Matthew Price. Matthew is the general manager of Uber Canada. During Matthew's time at Uber, he helped lead its transformation in Europe, across 15 countries for some of Uber's most strategic cross functional programs. Bonjour Matthew, welcome to the show, perhaps you could start us off by telling us a bit more about yourself and your role at Uber,   Matthew Price  03:38 well, Bonjour and thank you for having me on today. So I'm Matthew price, proud Canadian sustainability enthusiast, and also the general manager of Uber Canada. I joined Uber back in 2015, based in Europe, so a front row seat to how this topic has evolved across that continent helping to implement many of Ubers early policies in terms of driving the green resolution there. And then the privilege then to come back to Canada in 2019. To take on this role, and you know, help Uber start its journey to Mission Zero in Canada. So in my role, I'm responsible for our vision and strategy, the overall performance of our business health of our team and you know, importantly, the customer experience both both riders and drivers.   Rebecca Schwartz  04:22 Thanks, Matthew. Now, can you tell us more about Uber green, and the uptake thus far by customers?   Matthew Price  04:28 Absolutely. So Uber green is our low emissions, right option, electric or hybrid. It is in 16 cities across Canada today. And as an Uber user, you can effectively select Uber green in your app. To request that hybrid or electric ride. It's $1 more than than your Uber X ride, but you're getting to experience something very different. We made a commitment at Uber to be fully emissions zero by 2030. And cities that have supportive policies and 2040 everywhere, globally. In this uber Green was one of our first actions to actually make the commitment a reality. And I will say, I do think, you know, we in ride sharing are really at the next frontier, and can have a real impact here in catalyzing this change. And let me just quickly tell you why. You know, as you might know, gas powered vehicles account for about three quarters of greenhouse gas emissions to transportation and cities today. But not all of those cars are created equal ride sharing drivers use their vehicles much more than your average car owner. And in fact, if, if a driver makes a switch to electric vehicle, you see three to four times greater emission savings compared to your average car. So if you think of the millions of drivers that we as Uber have on the streets across the world, if even a small portion of those drivers make the switch to Go Electric, that's a huge push to getting zero emission transportation off the ground. And importantly, contributing to the scale, that's going to be required to bring down the cost of vehicles and increase the availability of charging, which will we'll talk a lot more about here today.   Rebecca Schwartz  06:01 Alright, so has this resulted in an uptake for drivers to transition to electric vehicles?   Matthew Price  06:07 so drivers that come to our platform with electric vehicle, they have an opportunity to earn $1 more on any trip they take. And if it's an Uber green trip $1.50 More, which at scale is a significant increase in earnings, which, as we know, is really important when it comes to electric vehicles. Because these cars, these vehicles are still, you know, more expensive today than your your internal combustion vehicle. But at the same time, as I mentioned, there are real barriers here in terms of the cost and access to the vehicle and the availability of charging, which is why it's going to take partnership across the ecosystem to drive the uptake that we all want to see. And and I'll give you example of one of the things that we're doing there to make that happen. And I'm really proud to say we just announced yesterday, the following, which is we did a survey of drivers in Canada, 71% of them are interested in switching to electric vehicle, which is big, but you also hear from them that charging is a significant barrier. So we announced a partnership yesterday with Green Lots, which is a member of the shell group to actually create three new charging stations in Vancouver. That's one of the leading EV markets in North America for Uber. And effectively this is Ubers first exclusive partnership across North America to give drivers and delivery people access to fast charging, and access to fast charging at a discounted rate that will make it cheaper than charging at their home. So it's a pilot. It's a blueprint, but it is the type of thing that we need to replicate across Canada and globally to drive that uptake in terms of drivers transitioning to electric vehicles.   Dan Seguin  07:38 That's really interesting, Matthew. Now, Uber recently published its climate assessment and performance report. What were the biggest takeaways from the report? And was there anything that surprised you from the data?   Matthew Price  07:53 Yeah, let me let me talk you through a couple of the key insights in that report. So the first one is that the efficiency of trips with Uber actually improve as ridership grows, let me let me explain what that means, which is from 2017 to the end of 2019. Our average active much monthly ridership, it grew by 36%. But carbon intensity declined by 6%. If you look at that, that three year period, the efficiency improvement results in about a half million metric tons of avoided CO2 and 56 million gallons of gasoline conserved. Interestingly, though, the performance is even more efficient in cities. So you know, again, if you look at the 2019, the carbon intensity of rides in our top 10 metros across North America was about five and a half percent lower than Uber average. And even lower if you look at the the largest cities. But the last thing I'll say there is that we found and reported there that Uber drivers, on average, use hybrid vehicles about five and a half times more than your average car. And that speaks to what I mentioned before in terms of, you know, transitioning one Uber driver into an electric or in this case, a hybrid vehicle has an outsized impact in terms of taking, taking dirty miles and putting clean miles on our streets. I will say the other thing in there is we've referenced a number of policies that we think are going to be important to to kind of accelerate the, the revolution here towards green. Things like increasing the quality and availability of local transit, micro mobility infrastructure, we should talk a bit about that road pricing that includes all vehicles, increasing drivers access to cleaner and electric vehicles, as well as charging availability. And that all really helped inform the actions that we've taken as an organization to work towards the 2030/2040 goal.   Rebecca Schwartz  09:54 Okay, so as a global company with a global impact. I've read that you're developing some innovative strategies to be a zero emission platform by 2040. Can you tell us what are some of those strategies and how you guys plan to get there?   Matthew Price  10:10 Would love to and I touched on a few but but let me let me elaborate. So the way we think about it is, you know, commitments, one thing has to be coupled with action. And there's four key actions that that we're taking. So, you know, the first I've already spoken about, which is expanding ubergreen, you know, and that's gonna give consumers those of us that don't own electric vehicle today an opportunity to experience what it's like, which I think is going to be really important to letting people experience the magic that is an electric vehicle and kind of have that motivate their own choices moving forward. The second one is helping drivers then transition to electric vehicles, we definitely don't have as many on the streets as we need today to service the demand that's there for green. I mentioned green lights already as one way we're doing this. Another instance here, for example, is we have a partnership with General Motors to offer all eligible Uber drivers, effectively the employee discount on a Chevy bolt, which is important to bring down the upfront cost, which which we know is high. And you know, this is important, in addition to federal funding that is that is currently available. We are also investing in our multimodal network. So I mentioned this a moment ago, what that means is, it's going to take more than just offering electric vehicles to fully get to our sustainability goals, we also need to drive mode shifting, which means we need to integrate lime into our app, we've actually done this in Ottawa, where you can now get E bikes and scooters through the Uber app. And we need more partnerships with local transit authorities to give you information and help you figure out how to combine Uber with transit to get to where you need to go. And the last thing I'll say here is we need to be accountable. The Climate report we just talked about is one step in that direction. But it's really just the start, we want to bring our data to the public to the table to discuss how we do this because this is a team sport, we cannot do this alone, it is going to take private and public industry coming together and working towards what I think we all think is a common goal.   Dan Seguin  12:11 Now, Matthew, what are some of the biggest barriers and challenges you've identified in your roadmap to zero emissions?   Matthew Price  12:19 So I've touched on a couple, let me quickly reiterate those and I'll add a couple more. So I mean, when when we talk to drivers, again, 70% of what you're interested, it is the cost and the access to the vehicle, keeping in mind that the inventory is not there today for people who want the vehicles. And then it's the the access to charging. In fact, there's a study that came out of California not long ago, that shows unfortunately, one in four electric vehicle drivers switch back to a gas car because of how painful it is to charge which is a problem. So So you know, against those I mentioned earlier that, you know, part of evergreen is about people getting to experience what an electric vehicle is, today electric vehicle is is often, you know, a luxury for more wealthy households, often people kind of buying their second or third vehicle and having it be electric. But the data shows that, you know, every electric vehicle on our platform, on average touches 100 different riders. So you know, that gives a lot of people the opportunity to experience an electric ride. And the reason that's important is that scale is going to help kind of catalyze the shift, which means the scale will lead to more demand for vehicles and over time lower battery costs that bring down the cost. The scale off also offers the demand, that's going to be required to get the charging infrastructure to be installed and have the utilization required to make the economics work for those for those asset owners. So think that's really important. I mentioned earlier that it's going to take more than just private cars. So we need multimodal, we need the regulatory framework in place to roll out multimodal. And the one of the things I'll add to this, it's also about education. There's a lot of people, you know, who don't fully understand what an electric vehicle is what it's like to drive, one of the things we recently did was was rolled out an EV calculator, which means you can now go on and compare as an Uber driver, the cost of a current internal combustion versus electric vehicle through the lens of a driver, including all the subsidies and local benefits available to get a sense for what your total cost of ownership is and what it takes to get it on par. So as I've as I said here a couple times, early days on this journey, I think we know what the barriers are. We don't know how to address all of them, but we also know we're not gonna be able to do this alone.   Rebecca Schwartz  14:40 So Matthew, the integration of multimodal network is innovative, including the incorporation of public transit tickets, lime scooters, and bike rentals and even carpooling to help commuters get from point A to point B. So can you touch on these and tell us why this was the right step in Ubers evolution?   Matthew Price  15:00 Absolutely. And let me let me first talk a little bit more about transit. And I think about it like this today. Most people when they leave their house, they grab their keys, and I hop into their car. And we need to give Canadians something that for the first time is sufficiently convenient that they might consider doing something different, which needs to be more than just offering Uber X and Uber green. But it also needs to be offering new transit options, electric bike and scooter options to effectively help create, you know, a suite of solutions, that makes it more likely you're going to forego the car. And that's important because that car sits idle 95% of the time. And the other 5% is often in meeting carbon emissions with only one person in the vehicle. So the new thing we've done, just in the last few weeks, is rolled out for now just in the GTA, a product called Uber plus transit. And it's a combination of two of our existing products. Uber X and journey planning and how it works is when it convenient routes available, we will actually now help you find an Uber X to the closest transit stop, and then give you the information about how to get to your final destination using public transit. So it's you know, we find that unique ways to combine the two to get you where you want to go, sometimes faster, oftentimes cheaper. And we've integrated this with public transit across the GTA, we're watching the data very closely to see see how it performs. And definitely something we want to roll out across this country to continue to deepen the integration with with public transit, I think it's really, really important as part of the solution. And I think every everyone's you know, everyone, when going from point A to point B, you know, they're they're solving for a slightly different set of things. For some people, it's about what's the green assumption for some people, that's what's the fastest option for some people, it's what's the cheapest option. And you know, I want to I want to offer Canadians ways to solve for all of that, and ways to do it in the most environmentally conscious way.   Dan Seguin  17:00 Okay, Matthew, wondering if you could expand on key takeaways from your operations and the overall impact from this past year during shelter in place, and the golden age of food delivery?   Matthew Price  17:14 Yeah, I mean, we often get this question in terms of, you know, look, you made this, this this commitment to be zero emissions in late 2020. You know, why then? you know, when and, you know, for us COVID-19 was not a barrier, a challenge, it was actually the catalyst to do this. And the reason and we all saw this was for a period of time there, when we looked at our window, we saw our cities breathing again, for the first time, and if you look at the data, carbon emissions, were actually down for a period of time, as we were all sheltering in place. You know, as the industry leader in Canada, we knew we had an obligation, we have responsibility to take advantage of a moment like that, and figuring out how we can build back better, very much aligned to, you know, the leadership, our Canadian government, shown, very much aligned to the Paris Climate Agreement. And that really spawned the commitment around sustainability. And, and the beginning of that, of course, very focused throughout the pandemic, on helping Canadians in need move safely. In terms of helping, you know, drivers find a flexible earning opportunity that for many people was was necessary during, you know, a really big economic crisis. But, you know, we kept the sustainability aspirations front and center. And I'm really pleased, this is one of the ways that we are building back better. And, you know, in some sense of silver lining for what's been a really, really difficult time for all of us over the last 18 months.   Rebecca Schwartz  18:44 Okay, let's talk about government and industry partnerships, including Ubers advocacy for key policy reform, what are some of the changes you'd like to see in these new collaborations for the transportation sector?   Matthew Price  18:57 There's no silver bullet here. And, you know, it's going to take all parties coming together, you know, solving for our common goal as, as Canadians and what is the biggest challenge of our generation, in terms of how to make this this kind of low carbon future a reality. There's a long list of things here at the federal level, at the provincial level, at the municipal level. I'll say to that, I think are particularly important to, you know, how we catalyze a lot of what we've talked about here from using ride sharing as a way to share this. You know, one, we've talked about it, we think Uber green is really important in terms of, you know, helping people experience electric, which will help people upgrade to their own electric vehicle will help create some of the the demand required to bring down the cost to make this happen. There's ways that cities can incentivize the use of Uber green. You know, what we've seen in a number of cities, Vancouver's done it. In fact, Pearson airports done it, is they've actually reduced the per trip fee on zero emission vehicles, which makes it for you as a rider cheaper to take to take a green truck. And I do think, you know, there's there's an opportunity to do more of that, to help to to, to, you know, enable that part of what's going to be a key part of the the transition. I think the other thing is, you know, there's real opportunities for us to work as a, you know, ride sharing and taxi industry to think about how to do this in the right way. And you know, very much encouraging cities across the country to create a vehicle for higher working group, bring the right stakeholders to the table, that's going to be all levels of government, it's going to be the private transport companies, taxi companies, utilities, others, and let's talk about things like what are the barriers? And really specific barriers in that specific city? what are best practices we can bring from other jurisdictions? What's the roadmap to get there? There's no silver bullet, as I said, off the top. But, you know, it's these types of things, often with government leading, supported by organizations like ours that will get us to where we need to be.   Dan Seguin  21:10 And Matthew, does Canada's commitment to zero carbon by 2050 make collaboration easier compared to other countries?   Matthew Price  21:18 I think the answer to that is absolutely. We need that constructive relationship we talked about with local government, there's no other way to do it. And very much seen that and I'm just really pleased and proud as a Canadian to see our government leading in the space. You know, partnerships, like what I've talked about here with Greenlaw are going to be key. The way we kind of take that blueprint and expanded across the country is in part with government helping to pave the way.   Dan Seguin  21:45 Now in Canada, more than 3 million people use Uber regularly across 18 cities. I'm curious about Ottawa, what is your data telling you about our mobility habits?   Matthew Price  21:58 happy to share some data on on Ottawa, one of our early Canadian cities that we that we brought Uber to, I'll tell you the following. So most most trips in Ottawa happened during commuting times. 8am 4pm To be specific, and of course, on weekends. I can tell you that the people of Ottawa had a lot of fun on Halloween, a really big spike over Halloween weekend. And some of the top destinations in Ottawa are the Rideau center ByWard Market area, Elgin street downtown, via rail station and TD place stadium. Ottawa is a really, really important city for us. And one, you know, in particular, where we are excited to partner with all levels of government and, you know, organizations such as hydro Ottawa, to to make this green future reality.   Rebecca Schwartz  22:51 Okay, Matthew, we're coming to the end. So how about we close off with some rapid fire questions? Are you ready? What is your favorite word?   Matthew Price  23:01 Oh, hello. Maybe that's my most frequent word. If nothing else,   Rebecca Schwartz  23:08 tell us one thing you absolutely cannot live without?   Matthew Price  23:11 music.   Rebecca Schwartz  23:13 What is something that challenges you?   Matthew Price  23:15 I would say how to integrate work and life. I love both sides of that equation so much. There's only so much time in a day and how you balance the two continues to be a real challenge for me.   Rebecca Schwartz  23:26 If you could have one superpower, what would it be?   Matthew Price  23:29 I would love the ability to pause time and lengthen those kinds of special moments are busy workdays to get a bit more.   Rebecca Schwartz  23:39 Now let's say you were talking to your 18 year old self, what would you tell him?   Matthew Price  23:44 Life is short. And there's no substitute for passion and doing things that you love.   Rebecca Schwartz  23:49 And lastly, what do you find most interesting in your sector right now.   Matthew Price  23:54 This one probably won't be a surprise given the conversation we just had. But I think ride sharing it's fundamentally changed how people move around our cities. I think the next frontier is for ride sharing to fundamentally catalyze this electric revolution.   Dan Seguin  24:07 Well, Matthew, we've reached the end of another episode of The think energy podcast. Thank you so much for joining us today. I hope you had a lot of fun.   Matthew Price  24:17 I did indeed. It was great to meet you both. Thank you for having me on and all the good work you're doing to to help make Ottawa a green city.   Dan Seguin  24:28 Thanks for tuning in for another episode of The thinkenergy podcast. Don't forget to subscribe and leave us a review whereever you're listening. And to find out more about today's guest or previous episodes, visit thinkenergypodcast.com I hope you will join us again next time as we spark even more conversations about the energy of tomorrow.

Crônicas do cotidiano apresentadas pelo comunicólogo Raul Canal.

Brooke Steger is the founder and CEO of Vivian & Co. But more importantly, Formerly she was Uber's General Manager of the Pacific Northwest region, where she took it from 1 to 100 in a rapid speed. Seattle was the 3rd market for Uber, where Brooke took it from an unknown brand to a 10-figure business. Before Uber, she was the Director @ Lockerz, and is currently on the board of several other startups that are trying to make a splash. Back to Uber: over the course of 5 years Brooke took the PNW region from a 1 million to 1 billion dollar P&L, spoke @ State Congress to get ride-share bills passed, and built the team from the ground up. This conversation was incredible. Brooke HUSTLES and pursues what she's passionate about which is a constant thread through her life.  We dive deep into…inception days of Uber Seattle, fixing "supply" & growing an UberX solution, sacrifices of scaling, marketing to drivers & borrowing from different cultures, pop-ups & other experiments during early Uber, and life-after-Uber. This episode is particularly valuable for a startup founder or marketer who's curious of what the behind-the-scenes of an extremely successful marketplace looked like. Learn from a leader who is confident in who they are, but didn't know what she was getting into (really) when it was getting started. Have a hoot with this one! You can like & subscribe if you like to, but ultimately we'd prefer to hear your thoughts: so tell us what you think of the episode & leave a review. You can also find show notes @ https://jakubkubicka.com/brooke-part-2

Brooke Steger is the founder and CEO of Vivian & Co. But more importantly, Formerly she was Uber's General Manager of the Pacific Northwest region, where she took it from 1 to 100 in a rapid speed. Seattle was the 3rd market for Uber, where Brooke took it from an unknown brand to a 10-figure business. Before Uber, she was the Director @ Lockerz, and is currently on the board of several other startups that are trying to make a splash. Back to Uber: over the course of 5 years Brooke took the PNW region from a 1 million to 1 billion dollar P&L, spoke @ State Congress to get ride-share bills passed, and built the team from the ground up. This conversation was incredible. Brooke HUSTLES and pursues what she's passionate about which is a constant thread through her life.  We dive deep into…inception days of Uber Seattle, fixing "supply" & growing an UberX solution, sacrifices of scaling, marketing to drivers & borrowing from different cultures, pop-ups & other experiments during early Uber, and life-after-Uber. This episode is particularly valuable for a startup founder or marketer who's curious of what the behind-the-scenes of an extremely successful marketplace looked like. Learn from a leader who is confident in who they are, but didn't know what she was getting into (really) when it was getting started. Have a hoot with this one! You can like & subscribe if you like to, but ultimately we'd prefer to hear your thoughts: so tell us what you think of the episode & leave a review. You can also find show notes @ https://jakubkubicka.com/brooke 

Uber lança opção de pagar para ‘furar fila' e embarcar mais rápido; veja como vai funcionar https://link.estadao.com.br/noticias/empresas,uber-lanca-opcao-de-pagar-para-furar-fila-e-embarcar-mais-rapido,70003868010 Climate change in India: The young inventor's solar-powered ironing cart https://www.bbc.co.uk/news/science-environment-58889532 O LIVRO DA ASTROLOGIA: Um guia para céticos, curiosos e indecisos por CARLO… https://www.amazon.com.br/dp/B017BTZ6VA/ref=cm_sw_r_tw_dp_71HJ0TH5X66J7FTF3ATG This Online Exhibition Presents 63 Klimt Masterpieces, Including Paintings Lost in 1945 Fire ... Read more

Theres a lot going on with WHITE SLAVERY and

Before becoming VP of Growth at Knox Financial, Matt was employee #33 at Uber. There, he was the first Operations and Logistics Manager for Boston, where he launched and scaled Uber Black, TAXI, SUV, and uberX before leading the Operations & Logistics Analytics and Process sub-teams from 2011 through 2013. When it comes to building capacity as you grow, Matt...knows some things. Special thanks to our Producer, Rebecca Lawrence.

On today's show we ask the question whether a $300 toaster with a touchscreen is worth buying.  We take a look at Klipsch's Soundbar killer the Fives and we give you a rundown of the Alexa Live 2020 conference. All that plus your emails and news! The Revolution R180 Toaster has a touchscreen. It's ridiculous and I love it Refrigerators, countertop ovens, microwaves and even multicookers all adopted touchscreen displays in the wake of the birth of the smart home. Now there's a toaster with a touchscreen. This won't be the first time I question the idea of putting a touchscreen on an appliance, and it likely won't be the last.  Full article here... LIKE Fast toasting Sleek design East to customize cooking DON'T LIKE No Wi-Fi or connected smarts Expensive Bill S - I see no reason to have a screen on a toaster at all

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.  

Dexter describes self-actualizing himself in the shower and then offers a learning experience in the back of an UberX after a pitch meeting disaster. Finally, Dr. Nathan Langedyk helps Dexter unlock his deepest desires through hypnosis. Hosted on Acast. See acast.com/privacy for more information.

If the whole map is red and it's a short ride, maybe you'd prefer taking an Uber JUMP Bike instead of an UberX. Or at least if you do end up stuck bumper-to-bumper, the warning could make you less likely to get mad mid-ride and take it out on the driver's rating. This week TechCrunch spotted Uberoverlaying blue, yellow, and red traffic condition bars on your route map before you hail.

Here's where it's cheaper to take an Uber than to own a car Ride-sharing companies have long touted the cost benefits of their platforms. Well, depending on the city, it can be cheaper on a weekly basis to take an UberX or UberPOOL than it is to own a personal car, according to Kleiner Perkins Caufield Byers partner Mary Meeker's 2018 annual internet trends report. In four of the five largest cities in the U.S., it is indeed cheaper to rely on Uber than it is to own a car.

El nuevo servicio "Lite" de Cabify está en el mismo nivel de ilegalidad que Uber X. Se suma a los problemas y también a las soluciones de transporte urbano del siglo 21.

The Toronto Sun's Sue-Ann Levy rips into Jian Ghomeshi's narcissism, Kathleen Wynne's secrecy surrounding sexual harassment, Glen Murray likening climate change to storming the beaches of Normandy, and Mississauga voting against UberX.