My leadership has evolved significantly since Uber, where I learned from running a small team to managing thousands of employees and millions of drivers.

To test the driver app, I drive and deliver in the Bay Area once or twice a month, dedicating half a day to this.

I take five to ten Uber rides every week and place three Uber Eats orders weekly, especially when traveling with family.

After each driving or delivery experience, I document my learnings, take screenshots, and share feedback with my team to improve our products.

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

In the early days of Instacart, I personally fulfilled orders myself, even without a car, leading to deliveries arriving in Uber black cars.

Riders are getting around town much more efficiently, benefiting from Uber's services.

As we succeed, not everyone is happy, especially when tackling older industries that are more protected. Uber is significantly improving drivers' lives by helping them earn more money and achieve their American dream.

For platforms like Uber, a suitable primary metric could be the number of weekly trips, as it accounts for both riders and drivers.