Jessica Lachs: evaluation

Transcript context

…[inaudible 00:35:47] Joey G. And he was gold on signing merchants on the platform. That was how he was gold. His compensation was tied to that. And yet in the morning when we would go out, he was with us handing out promo codes because he was part of the team because he wanted to win. We wanted to grow the business. And I think that that is just a great example of the culture that Tony and the early employees and Stanley and Andy, other co-founders really instilled in all of us early in those days. So I think that that ownership, that extreme ownership of the outcome is definitely one of the things. I think the other is just being very customer first. And I say customer, I mean consumers, dashers and merchants as all being our customers. And the first time I ever went to the office headquarters in Palo Alto, which at the time was in an animal hospital. The first time I went there, there was a huge site outage and the whole company, it was like 20 people at the time, the whole company jumped online to do customer support, to answer the phones, to make sure that folks were getting refunds for orders that weren't going through, make sure the orders that were out there were getting delivered, just dropped everything and hopped on to do support. And I was brand new, didn't really know how to use the tools, and so it was like, "How can I be useful?" And so back in those days, we used to order dinner to the office using DoorDash. And so in order to preserve about three dashers who would've had to deliver food to us, I was like, "I'm going to go out, go out dashing, go get everyone pizza so that we could feed the masses doing credits and refunds and do what we had to to make sure that we were serving our customers well. " And I think that night was one of the largest refunds as a percent of our bank account that we had ever given out. And I think Tony, there were two examples that he's talked about where we just gave a lot of money back to customers because it was the right thing to do because our service failed and we wanted to do right by them. So I think that those are two stories that stick out in my mind and really highlight culturally what makes DoorDash unique and what I think has been a really important part of our success. It reminds me of the story that Tony and all the early employees, and I imagine you did this just like, "We're dashers," it's like a rotation where you dash for a while. Is that part of the culture?…

Stored transcript either side of the excerpt. The highlighted words are the published quote; the surrounding text is unedited source, never generated.