There's no better way to become an expert than to do the work yourself.

We aim to build a company that empowers every physical business and grows the GDP of every city, which is a long-term mission that won't be achieved in just a few years.

In moments of crisis, like during COVID-19, it becomes clear why you're doing what you're doing, and that clarity helps in decision-making.

We had two important criteria for pursuing an idea: enjoying working together and liking the project enough to continue.

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.

We wanted to understand the lived experiences of business owners, so we asked if we could follow them around for a day instead of just conducting surveys.

As we studied the delivery needs of various merchants, we realized there was a broader demand beyond just one type of business.

During our time at Y Combinator, we focused on understanding whether consumers would pay for delivery services and if restaurants would be willing to partner with us.

We learned that our earliest customers were families with young children, and they kept returning without needing advertising, which indicated organic growth.

We ran a test comparing DoorDash drivers and Uber drivers, offering them the same pay, but found that the groups were very different and self-selected based on their preferences. Almost 60% of DoorDash drivers, known as Dashers, are women, and they come from diverse backgrounds, including retail and service jobs, often using scooters or bicycles for deliveries instead of cars.

During the early days, we ran experiments to confirm that consumers would pay for DoorDash's service, which gave us confidence in our business model despite initial doubts from investors.

The first demo day for DoorDash was not successful, and we struggled to raise funds, putting the company at risk of going out of business.

After a challenging incident where demand surged unexpectedly, we decided to refund all customers, which significantly impacted our finances but reinforced our commitment to customer satisfaction.

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.

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.

Despite facing a down round during our Series C funding, we continued to grow the business and raise additional capital, demonstrating resilience in a competitive market.

In 2016, 2017, and 2018, I struggled to raise capital despite positive internal metrics, which made it one of the most difficult periods for DoorDash.

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.

All you need is one investor to say yes; in 2018, when we raised our Series D, it became clear internally what was going to happen next for DoorDash.

In 2020, we focused on keeping everyone safe, ensuring liquidity for merchants and Dashers, and supporting the community by providing free delivery for hospital workers.

During the COVID-19 pandemic, we cut our commissions in half and ran a national TV campaign to support the entire industry, emphasizing that kitchens were open even if dining rooms were closed.

To become an expert in a new field, like AI, the best approach is to dive in and do the work, as I did with logistics and delivery, which helped me gain a strong understanding of the industry.

I believe that growing the GDP of cities is a worthwhile mission, as it leads to prosperity, abundance, and job creation, which are essential for any society.