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

Efficiency is a core value for us; we embrace the challenge of not hiring excessively, which forces creativity and focus on what's important.

It's essential to track unit economics closely, especially in businesses with thin margins, to optimize costs and focus on advertising channels that attract high-revenue, low-cost customers.

We prioritize a scrappy approach to marketing, often shifting our budget based on where advertising costs are most effective, allowing us to operate efficiently across various markets.

We try to narrow down our focus to areas where we believe we have a greater competitive advantage, avoiding investments that involve product risk.

Our strategy includes ensuring the current core products are refined while also identifying easy ways to monetize our services at scale.

We're developing driverless trucks that operate autonomously on highways while being teleoperated for the first and last mile, addressing the shortage of truck drivers.

To attract clients from legacy providers, we demonstrate that we can offer more visibility and control over their international freight at the same price point.

We've achieved a significant reduction in rocket building costs, around 75%, through innovations in airframe, engines, and launch operations.