There's been so much corruption and so much cronyism in the taxi industry and so much regulatory capture, that if you ask for permission upfront for something that's already legal, you'll never get it.
If you get stuck too much with the way you want the world to be, you will find that the world passes you by.
What I like to say when you get into something that feels like a bubble or, at least, feels irrational is that you still want to build a company that has a strong discipline, business-building culture.
Immigration and openness to refugees is an important part of our country's success and, quite honestly, to Uber's.
The ability for somebody to put their arm out and get a taxi is fundamentally different then having a 10-minute pickup time. It just is.
The way I try to simplify my job is that I have two lists - I have a list of all the crazy, interesting problems that I get to solve every day or that need to be solved, and I have a crazy list of things I'd like to invent. And I kind of just prioritize them and work my way down, and try to simplify what I do when managing a big company.
I think that's where the world is going. People will not own cars; they'll have a service that takes them where they want to go, when they want to go there. And that's what Uber is.
If Uber wants to catch up to Google and be the leader in autonomy, we have to have the best minds. We have to have all the great minds.
Even before you get to self-driving vehicles, there's just a huge amount of positive things that happen to cities when you do ridesharing.
I spent a disproportionate amount of my time in a car in L.A. I'm 35 years old. If you add up the hours spent in cars, it would be years.
I was the straight-A student but sort of a little bit of debating my parents all the time, trying to find when they weren't logically correct.
You have to find ways to find that center, to find that balance, to find sanity, because again, we are getting bigger, and people look at us that way. We have to find that new balance.