Speakers in the public record
Claim mix
belief 28evaluation 10uncertainty 7commitment 3preference 3observation 2
Evidence policy
Every row below preserves an exact excerpt. Identified speakers are linked; unresolved voices are labeled and excluded from people counts.
Claim ledger
The useful parts, with receipts.
53 published records
“I think that's a wolf in sheep's clothing or fox in the henhouse or whatever you want to say, especially now that they have the market cap that they do and they're publicly traded and they have the shareholders that they do.”
- Publisher
- Acquired
“As we will talk about later, this company underwent a tremendous amount of dilution in order to scale the way that they did.”
- Publisher
- Acquired
“How is the value created for the world compared to the value destroyed for the world? I think there's a strong case to be made around exploitation of gig workers.”
- Publisher
- Acquired
“You're going back to the original macaroon shop, Chloe at Chantal Macarons. That's not a full meal, but I suspect what happened was just that the meal delivery became so big and clearly had a product/market fit that just became all-consuming.”
- Publisher
- Acquired
“The way to read into this is the company is going gangbusters and has a lot of leverage at this point.”
- Publisher
- Acquired
“I think then the question for value creation, value capture here for DoorDash, questions that can happen anyway.”
- Publisher
- Acquired
“If you're new to the show, carve outs are basically where we throw in things we're watching, things we're paying attention to, things we're reading that have nothing to do with the show but we think are interesting to put on your radar.”
- Publisher
- Acquired
“As we’ve seen, it's even become a question of, do they need to roll up anymore, or are they just going to take so much share? It doesn't matter.”
- Publisher
- Acquired
“I think the biggest number we might have mentioned was $13 billion. They did raise around a valuation of $16 billion.”
- Publisher
- Acquired
“We won't go into all the ins and outs here, but the TLDR is California has a crazy legislative and legal system where citizens actually vote directly on propositions that in fact, the laws instead of a Republican representative-type system, and Uber and DoorDash, as well as the other gig economy companies had put forward this Prop 22 to permanently create space and classify their labor as contractors and gig economy workers.”
- Publisher
- Acquired
“Oh boy. I don't know the answer to that. I'm going to guess the answer is DoorDash was desperate for cash.”
- Publisher
- Acquired
“I think by the time we actually did our first order, they were in YC and they had changed the name to DoorDash, but everybody knew that this was happening.”
- Publisher
- Acquired
“I would say on a knife point in this case, it turns on a singular man and his vision one might say.”
- Publisher
- Acquired
“The first version of Eats was big at lunch. I don't know if they did dinner as well.”
- Publisher
- Acquired
“I don't think there's more recent ones, but in terms of analysis, certainly, the market had decided when they IPOed that it was not a good stock. For years afterwards, I think people had a lot of hate toward this company.”
- Publisher
- Acquired
“Now we got this new system, not going to leave money on the table. I don't know about this new system.”
- Publisher
- Acquired
“I don't know what Domino's and FedEx was doing in these days if they were W-2ing their employees or if they were 1099s, but Uber clearly already started to pave the way.”
- Publisher
- Acquired
“I think if I was running a local restaurant right now, what I would try and do is I should caveat all this with oh my gosh, I can only imagine how hard it must be to be a small business entrepreneur running a restaurant right now.”
- Publisher
- Acquired
“I think I've related the corollary playbook theme to that for me that we've seen across this season at Acquired and some of the other episodes we've done recently, focusing on more bootstrap businesses and just businesses with different histories.”
- Publisher
- Acquired
“The way to think about that and in this sense is there's a lot of different ways in which they can optimize.”
- Publisher
- Acquired
“The food can stay warm-ish under a heat lamp for a while, but I think everybody knows when they've gotten food that's been sitting under a heat lamp for too long.”
- Publisher
- Acquired
“With DoorDash, if you're opening it multiple times a week and interacting with it, I don't know, it still stretched, it's not what they're doing today but I think there's a good chance that they can add more just in the same way that Amazon was the book company when they started.”
- Publisher
- Acquired
“The biggest bear case I think you can make is that they're not going to be able to make the leap out of this restaurant category and this is going to continue to be a razor thin, highly competitive business, and they're just never going to be able to take all the investment that they've made and actually get to benefit from an immensely cash flow positive output on the other side.”
- Publisher
- Acquired
“Actually one of them is pandemic related, which is the most simple way to look at the pandemic related bear cases. This is the best it's ever going to be for this business and after this, there's going to be way less demand than there previously was The other, I think a little bit more nuanced way to look at it is, the data that they're getting right now may not inform consumer behavior in the future, and so it will be hard to trust the guardrails for this cohort.”
- Publisher
- Acquired
“I think the biggest reason for that I think is structural—we're talking about a minute ago in terms of vehicle types—the depreciation on ridesharing, on the vehicles is a huge in cost that the laborers bear and of course depending on what vehicle you're driving with for DoorDash, you're probably also incurring depreciation but potentially way less.”
- Publisher
- Acquired
“David, this is the best illustration yet of the whole point we've been trying to make on this episode, which is in order to try and be profitable and grow without massive investor influxes of cash.”
- Publisher
- Acquired
“I think I would maybe push back on that a little bit in the now in the short term in that yes, there's a lot of sentiment among restaurateurs and often justifiably so that DoorDash and other platforms take way too much of the order, is eating their cost, their restaurant's cost structures are not sustainable, profit margins have went sailing on these platforms, they can't make things work.”
- Publisher
- Acquired
“" I think as Tony tells the story, that was also part of what helped them raise coming out of YC, pitching this bigger version of, hey, this isn't just meal delivery, you've already heard of this, Grubhub exists, but this is actually a logistics network and this is something different.”
- Publisher
- Acquired
“Absolutely, and I think about it as you think about the far future of how the world of restaurants reorganize, given you now have this participant in the system or the set of participants in the system that are gobbling up all the consumer attention and the default way to order food.”
- Publisher
- Acquired
“I think the number of shares, because John Doerr is still on the board, so the number of shares...”
- Publisher
- Acquired
“When they filed the S-1, like all companies, I think the range was blank. Then the first range that they filed was $75-$80 a share.”
- Publisher
- Acquired
“John Doerr basically comes out of retirement, he's ready to move along—I think he's Chairman of the firm at this point—he joins the Board.”
- Publisher
- Acquired
“DoorDash came along and said, this is why I think bicycles were so brilliant in the early days and in Boston, and then that grew into ebikes, then that grew into scooters of all different types but the powered motorcycle like scooters and so birdlike scooters.”
- Publisher
- Acquired
“I don't know. DoorDash is probably going to win if you're trying to operate just in one city and then they come in and compete against you in that city.”
- Publisher
- Acquired
“The Vision Fund owns about 22%, Sequoia 18%, I think that's very evident by the story told of how we sort of got there.”
- Publisher
- Acquired
“I think that's true although I think coronavirus was a huge accelerant to them, vastly improved their chances, and also stepped on the gas and continued to run this playbook while their competitors pulled back, vastly improved their chances.”
- Publisher
- Acquired
“I don't know. It's a good question. It's hard to tell. Certainly, we don't have that time frame in the S-1.”
- Publisher
- Acquired
“I think Uber would like to continue the narrative that it's largely the sharing economy, but I think the professionalization of supply is pretty clear at this point.”
- Publisher
- Acquired
“The bull narrative, I think we've told a lot of it along the way here, and I at least mostly subscribe to it is they have just like Meituan seems to have done in China, they have accomplished the dream or in the process of accomplishing the dream and taking a market like this, a highly competitive local network effect market, and tipped it in their favor such that there's no viable competition.”
- Publisher
- Acquired
“In the last quarter Q3 ended September 30th, contribution profit improved to $215 million which a year ago, they had lost $52 million in Q3, and I believe the total contribution profit for the nine months of 2020 so far is $433 million.”
- Publisher
- Acquired
“I think that's fair but I think your upside is capped. You're never going to build an Epic Games type-sized company if you don't take the go big approach in a capital intensive market like this.”
- Publisher
- Acquired
“To contextualize this, in the small-ish order values of food delivery as a category compared to, say, travel, which we will cover tomorrow on the Airbnb episode, it's hard to stack all those purchases on top of each other to get to a truly huge gross business.”
- Publisher
- Acquired
“I think that gave in the ride sharing market, Lyft, a new breath where they were basically dead until Uber imploded and are now quite a formidable competitor.”
- Publisher
- Acquired
“Because it's great that it's built out but you don't want your customers coming from there and you don't want that traffic at the whim of someone who's trying to commoditize you.”
- Publisher
- Acquired
“I think once you make a behavior shift and I just know this from myself, DoorDash has sort of won me over as a customer and I don't think I will sort of change behavior after this.”
- Publisher
- Acquired
“To me, for a brand to be a power, it has to be like Tiffany's. That's the canonical thing where I'm willing to pay more for these exact same commodities simply because of the brand name on it and there's no way that applies to DoorDash, no way.”
- Publisher
- Acquired
“I will say it feels nicer as a DashPass member, that the prices do somehow feel more reasonable at the end of the day.”
- Publisher
- Acquired
“An excellent analysis that basically shows it costs about $6 for DoorDash to acquire a customer, and assuming that they stick around for five years and frankly, we don't know how long they're going to stick around, but that seems like a reasonable enough estimate just because the company is so young that DoorDash can earn about $60 in pure profit from them over those five years.”
- Publisher
- Acquired
“As long as deliveries were sub 42-minute, customers didn't really care how long they took. It's just this amazing lightbulb that by diving into it, this flies in the face to what I said a moment ago because this is an average number and not a per customer, per location, per type of food tail number, but the idea that they can learn that 42 minutes is their food delivery equivalent of that magic five-minute mark for Uber where I don't care if an Uber's two minutes away or five minutes away, it's the same thing.”
- Publisher
- Acquired
“The degree of diminishing returns is much, much higher for food delivery because I want it fast but it also needs to be high quality and still good.”
- Publisher
- Acquired
“I don't know, but I do think—as we'll get into this as we go along in the story—similar to Bezos and Amazon in their early days, one thing about DoorDash is they've been willing to fly very low to the ground, so to speak on this.”
- Publisher
- Acquired
“Number two, drivers were much easier to come by in the suburbs because everyone has a car, whereas in cities, 10%–15% of people have a car so there's much more available Dasher supply.”
- Publisher
- Acquired
“One of DoorDash's core values—usually, core values are a bunch of baloney, but in this case, I think actually makes sense—is operating at the lowest level of detail.”
- Publisher
- Acquired