Dara Khosrowshahi
Showing 1–8 of 8 transcripts.
Dara Khosrowshahi’s Full Circle Launch: Expedia x Uber
Dara Khosrowshahi, Molly O'Shea, Barry Diller
Uber CEO Dara Khosrowshahi detailed a strategic pivot from deep losses to $10 billion in annual free cash flow, driven by a multi-service ecosystem that integrates Rides, Eats, and an expanded Travel suite. The platform recently launched new features including an Expedia hotel booking partnership, a "Shop For Me" procurement service, and AI-driven development tools designed to accelerate innovation while preparing for a future fleet of autonomous and air taxis. By aggregating third-party mobility providers and emphasizing cross-platform membership loyalty, Uber aims to outperform single-line competitors through increased user retention and global service accessibility.
- The Diary Of A CEO1h 43m
Uber CEO: I Have To Be Honest, AI Will Replace 9.4 Million Jobs At Uber! - Dara Khosrowshahi
Uber CEO Dara Khosrowshahi details his transformation of the company from a $3 billion annual loser into a $8.5 billion free cash flow generator while outlining a management philosophy rooted in relentless work ethic, extreme transparency, and the engineering mindset developed during his previous tenure leading Expedia. He addresses the imminent disruption of AI across 70–80% of jobs over the next two decades, arguing that while automation will handle repetitive tasks, human adaptability and the ability to learn in real-time will remain irreplaceable for high-stakes decision-making and preserving the intrinsic meaning of work.
- Goldman Sachs25 min
Uber's Dara Khosrowshahi: Unlocking a Trillion-Dollar Opportunity
Dara Khosrowshahi, Eric Sheridan
Uber leverages its unique dual-platform structure in mobility and delivery to generate three times higher spending among cross-platform users while expanding its Uber One membership base to over 36 million. Under CEO Andrew McDonald, the company executes a barbell strategy that subsidizes affordable growth options with high-margin premium services, resulting in recent quarterly bottom-line growth of 35% alongside an 18% increase in top-line revenue. Simultaneously, Uber advances its autonomous vehicle ecosystem through over 20 global partnerships and new deployments in cities like Austin and Atlanta, aiming to capitalize on a trillion-dollar market while maintaining robust margins.
- All-In Podcast26 min
Uber CEO Dara Khosrowshahi on self-driving's future, changing business model, job displacement
Dara Khosrowshahi, Elon, Chamath, Jason, Friedberg
Uber CEO Dara Khosrowshahi outlines a strategy to remove safety drivers from its fleet by the end of the current year while maintaining a hybrid human-AV model to maximize asset utilization across partners like Waymo and Chinese robotics firms. Concurrently, the company plans to deploy its substantial free cash flow into a $20 billion stock buyback and direct AV investments, positioning its network as an essential demand layer for future fleet operators. This approach aims to expand autonomous adoption to 20% of global rides within a decade, creating a transition period where drivers are retained through platform growth and pivoted into new roles like AI data labeling.
Wayne Ting, CEO @Lime: From Losing $3 on Every $1 to $90M in EBITDA | E1252
Wayne Ting, Dara Khosrowshahi, Harry Stebbings
Under CEO Wayne Hu, Lime reversed a near-insolvent position through proprietary hardware design and rigorous operational efficiency, growing from a 30-day scooter lifespan to a 30% top-line CAGR with $90 million in EBITDA. The company distinguishes itself by securing over 90% of government contracts via data-driven reliability and achieving positive unit economics without relying on external capital. With a five-year hardware lifespan and recent free cash flow positivity, Lime has established a durable market moat while positioning itself for a future IPO amidst its broader goal of displacing short-distance private car travel.
Bastian Lehmann: How the Uber Deal Went Down and How a $2.65BN Deal Turned into $5BN | E1137
Bastian Lehmann, Marc Andreesen, Dara Khosrowshahi, Harry Stebbings
Following the nearly $5 billion acquisition of Postmates by Uber, founder Basti Sundaram navigated a high-stakes capital battle to transform a loss-making startup into a profitable entity within three quarters. Drawing on a background of early entrepreneurial grit and a rejection of conventional venture capital herd mentality, Sundaram now leads TipTop as a second-time founder with a distinct vision for localized AI inference and a future beyond the smartphone. The exit strategy prioritized structural security over headline valuation, allowing Sundaram to pivot immediately toward solving existential risks like climate change through rapid, unencumbered technological iteration.
Dara Khosrowshahi: How I Became CEO of Uber; Uber Eats vs DoorDash; The Postmates Acquisition | E994
Dara Khosrowshahi, Harry Stebbings
Dara Khosrowshahi applies a philosophy of sustained excellence and calculated risk to guide Uber through its transformation from a crisis-ridden startup into a globally dominant logistics platform. By prioritizing marketplace technology over failed hardware ventures and correcting strategic missteps in delivery, he has successfully orchestrated complex supply-and-demand matching while shifting the board's focus from control to organizational success. His leadership approach emphasizes hiring for clarity of thought, maintaining a "plastic mind" to embrace mistakes, and allocating capital with a long-term perspective that balances Wall Street expectations with aggressive growth.
- Goldman Sachs18 min
Talks at GS – Dara Khosrowshahi: Uber’s Roadmap to the Future
Dara Khosrowshahi joined Uber to stabilize a crisis-ridden company and transform it into the world's largest transportation provider by leveraging a marketplace strategy across rides, food delivery, and micromobility. Strategic moves including the SoftBank investment, a pivotal settlement with Waymo, and leadership hires like Tony West have secured capital, resolved governance conflicts, and restored operational focus. The company now aims to integrate multimodal transport and cover 80% of the global population by combining direct operations with equity stakes in key regional markets.