Speaker unverified: belief

Transcript context

…You issued a refund that was 40% of your funds' runway? Yeah, maybe a little over that. We baked everyone cookies and delivered them at 05:00 AM before everybody woke up. Look, this was maybe 100-ish customers or something like this. But I think it demonstrates that this was a real value. It's actually my test, really, which is, what are the actions that are naturally occurring? What are the behaviors that are actually occurring inside of an organization? Then how do you actually articulate it versus the inverse, which is you start with maybe some articulation, and maybe some of the times it matches and other times it doesn't. I've always believed that these cultural norms or behaviors are really 80% of what you've done. I think that's the best way to actually find what they are for your company. We're the only platform today to take care of Dashers when there is these increasing gas prices and making sure that we have their back and that we're actually trying to help them save $1.40 to $1.90 per gallon for Dashers. Or in COVID, we were the only company to cut commissions by 50% when we were not yet profitable as a company. That was an expense over $100 million. We then, on top of that, spend millions of dollars buying national TV campaigns to tell people to order, whether it's on us or our competitors, because restaurants have, on average, seventeen days of cash on hand. You need to order. This is do or die for them. I can give you many of those examples where I think at the end of the day, whether the actions first speak, and then you can articulate the actual words and norms and cultural behaviors that the company is trying to speak. That's ultimately, I think, how I think about customer obsession. If I try to draw what these values are, it seems to be a very clear-eyed focus on the best product experience and taking care of Dashers. I didn't realize you guys had a time when you had only two weeks of cash in the bank account.…

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