During my seven years at Uber, we expanded to 70 countries, completed 5 billion rider trips, and achieved a $70 billion valuation.

I have completed around 700 to 800 driving and delivery trips since joining Uber, which helps me empathize with drivers.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

My role evolved from being hands-on in the early days to focusing on hiring and maintaining company direction as we scaled.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

I'm Travis Kalanick, co-founder and CEO of Uber, and I do a lot of speaking because we're a technology company actively engaged in cities, with more than half of our employees located outside of San Francisco.

I transitioned from being an individual contributor to a manager because I wanted to utilize my full skill set and help others grow, inspired by a great manager I had at Yelp.

I learned to give autonomy to my leaders, believing that I should hire executives who are more like peers than subordinates.

Transitioning Uber's culture to focus on profitability involved removing inefficiencies and reinvesting savings back into the business.