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

We launched Uber in June 2010, and we don't own cars or employ drivers; we have 120 employees, most of whom are not in San Francisco, and we're deployed in 17 cities.

Currently, 50% of all people who have ever ridden with Uber have done so in the last 30 days, and the average person pays about $105 a month for rides.

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.

Initially, many people thought Uber was a crazy idea, but it quickly gained traction and proved to be successful.

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.

In the beginning, Uber was a lifestyle service for a select group of friends, requiring a special code to access the app, which led to explosive viral growth as users shared it with others.

I regret passing on Lyft's Series C at a $90 million valuation, as they are now valued at around $9 billion, highlighting the importance of understanding market dynamics and not assuming a winner-take-all scenario.

50% of users who have ever used Uber continue to use the service, indicating strong user retention.