Public evidence record
Published podcast speaker
Claim ledger
16 transcript-backed records
01 / belief
“I think one thing that process taught me is after we raised the D, almost every round, or I think every round ended up being led by someone who had passed in a previous round.”
02 / belief
“A lot of these companies have these pulse surveys, or they talk about what the company can do better, and they put the results on the screen, and, "We're going to work on it," and that's the end of it. And that was something I learned early on at DoorDash that people didn't like, unless you were going to come back and say, "Hey, this was our lowest performing area in the pulse survey.”
03 / belief
“We try. I think when I was head of a marketing, we did a much worse job. I think we're doing much better now.”
04 / belief
“There's a finite number of things that you can learn. And just like all the other functions I've learned, I think you can engage them in a way, till you are proficient and actually really accretive to your business.”
05 / belief
“We can achieve this profitability measure later" or vice versa. And so generating empathy and having empathy for the other side, understanding how they're goaled and what they're bringing to the conversation, I think is the first step to having those really tough conversations.”
06 / belief
“I think that's the right framework. I can tell you're product guy. You're very good at distilling it down to the essence.”
07 / recommendation
“It's just about making people have empathy and get closer to the product. It's also, going back to the culture point you raise, it's a great way to weed out people that maybe we wouldn't want to work with, right, because not every software engineer wants to hop in their Tesla and go out and deliver McDonald's to some kids.”
08 / preference
“For example, I'm a litigator by training, and so I tend to argue about things, even if I agree with people to the test levels of conviction. And I got feedback from my team that was really confusing because I'd be arguing against something, and then we would execute that exact thing.”
09 / evaluation
“And to do impactful BD, the two really have to go hand-in-glove. So when I think through how to make that relationship work, the first challenge I've confronted, and maybe mistake I made, is trying to figure out what the right cadence is.”
10 / evaluation
“There's a lot of people who leave DoorDash and come back. And that's something I love seeing because it shows that people have gone out and seen what else is out there and realized this is the right place for them.”
11 / evaluation
“Ryan and I have become really good friends. And six months later, he told me that one of the reasons why he joined DoorDash was that we were going to blackball him potentially from joining just because of his attitude, because his perspective is life's too short to work with people you don't really enjoy, and a lot of people pay lip service.”
12 / evaluation
“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.”
13 / preference
“This is super tactical. It's something I think is really important, is I'm very clear, in the document we talked about earlier, about how I like to work, is I demand feedback for me.”
14 / evaluation
“The irony of it was, is our NPS was going up and that people were just so grateful to have the product, to be able to safely get the things they needed, for people to be able to earn money at times when they really needed it because maybe their job had been shut down, or they weren't allowed to go in.”
15 / evaluation
“I mean, this is super healthy for the start-ups out there right now. It's because, number one, you're going to find out who the mercenaries are on the team, that are people that are there for the mission, versus they're there because they think this is going to be a quick road to riches.”
16 / prediction
“If you want to achieve a 10x outcome, hiring someone that's an expert in the field, it's maybe unlikely you're going to achieve that 10x outcome, because they're likely to do things the way things have always been done.”