The human interaction between drivers and passengers is often overlooked, but it significantly impacts the driver's experience.

I learned that I should hire people who are better than me in areas where I need help, rather than expecting them to figure things out for me.

I learned that having a chip on your shoulder can lead to trouble, especially when you're not in control of it.

Ride-sharing required a deep understanding of all parties involved; simply stating that cars are inefficient isn't enough to make the idea work.

It's important to recognize that two people can perceive the same situation differently, and that misinterpretation of motives can be particularly distressing.

I often see operators who explain things poorly and are shocked when people are confused or skeptical. Instead of blaming others, I ask myself how I might be contributing to that confusion and how I can explain things more clearly and compellingly.

As a driver, you develop a fierce rivalry with your teammate, which can turn into a psychological battle, especially when both are competing for race wins.

As a product manager, I learned that trying to do too much work myself can lead to frustration; it's important to give team members autonomy to excel in their roles.

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