Keith Yandell: evaluation

Transcript context

…You don't strike me as someone that is trying to build empires and take over all these teams. I imagine this kind of came at you because you've been doing a great job at other things. Is that how it worked? And, I guess, is there anything, any lessons there that you can take away? Yeah, hundred percent. I run a 12-person org today. So I've gone from running 1,500 people in the company to 12. And for me, people talk a lot about hiring people better than you are. People don't talk a lot about what you do when you hire those people. And if you really care about the company and your long-term brand as an individual, as a manager, you realize what you want to do when you find the person that's better than you is you want to slowly get out of the way. And it's really good for the company. It's my favorite part of my job, is seeing people that either I've hired or managed be successful on their own. And I think it's a big part of our success, is this desire to be successful, regardless of who's in charge. And that comes from the fact when I joined DoorDash, we were getting our tails kicked. We were in fourth place in the space. Uber had just launched food and rocket to market share leadership. And I think that was really good for us as a company because we realized unless we all worked together, and it wasn't about who was doing what or things like that, we weren't going to have a shot at being successful. And I think that ethos has really pervaded and persisted since then. Yeah. I think most people don't realize DoorDash actually has the biggest market share in food delivery. Imagine that's still true. I've always seen these line charts of market share, and DoorDash is always the top. And I think people kind of think Uber Eats is winning, but it's not true.…

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