Food delivery is not a solved problem, especially in areas like Menlo Park and Palo Alto where most restaurants do not deliver.

We realized that the demand for delivery services was stronger outside city centers, leading us to focus on suburban areas rather than competing in densely populated urban markets.

In New York, customers are often willing to pay more for delivery due to the lack of personal transportation options.

Courier services that send people to pick up takeout orders are slower and more expensive because they do not partner with restaurants.

Companies like Instacart and DoorDash found success in markets that larger tech firms like Google were not interested in pursuing.

Listening to customer needs was crucial in shaping our strategy, as we found that suburban areas had higher demand and better unit economics for delivery services.

88% of Americans are metabolically unhealthy, and half of prescribed medications are never taken, indicating a significant need for behavioral change in healthcare.

Our initial idea for DoorDash came from observing a macaroon store owner who had turned down numerous delivery orders, which highlighted a significant market opportunity.

Investors were hesitant to back DoorDash because, although we had strong numbers, it wasn't clear that we would emerge as the largest player in the market.