Along For The Ride

frederique dame: thank you jeremy, thank youeveryone for being here. i’m very honoured to be here and to speakto you and share knowledge with you about how to bring your customer along the ridein your product and company journey. so i’m going to share first a story aboutuber. so uber started in 2009 by travis and garrett,they were at leweb, the french conference, leweb, in paris in december 2009, and theycouldn’t find a ride home to go back to their hotel. and garrett said “there has to be a betterway. we cannot find a ride right now, we’re stuckin paris after midnight, and we have the same

problem in san francisco. why don’t we build an app?”. so the uber idea started with a user need. there was a customer of the product. and so next thing you know they create thisvery clunky app for themselves, and for family and friends, just leveraging the infrastructureof limo drivers. so this is uber in the early days, like youwould cry, it’s a design company, and i’m sorry to do that to you, but this is whatuber looked like in the beginning. and then this is what happened.

we went in my 10 years at uber from 2012 to2016, we went from 13 cities to 500 plus cities in more than 70 countries, and we went from30 employees at hq to 10,000 employees worldwide. so usage expansion, this is just up until2014, both in the us and internationally, we started on pretty much day one internationally. and these are the chairs in our current uberoffice back in 2014. we couldn’t hire fast enough, we couldn’texpand fast enough. and when you build a company, and when youscale a company so fast and so big, you’re going to have challenges trying to keep thecustomer as part of your experience. but we did it, and i have a lot of storiesto share with you, i hear stories are really

good, so i’m going to have a lot of stories. and we made some mistakes, we learned by tryingthings, by experimenting, and we also sometimes got things right. so i’m going to share with you a few principlesof what we did to build and scale the company with the customer at the centre of the experience. so first the building phase. so one of my first principle that i feel reallybig and really strong about is you need to listen to your customer. and when i was putting the slides together,i’m like this is so basic.

don’t we all listen, don’t we all solvea problem that we solve for ourselves? and we do. but i was glad that tim and nick were actuallysharing the fact that you need to listen to your customer, because sometimes it gets overlooked,because we feel so confident about what we know about the customer, that we’re like“oh, it’s a no brainer, we’re just going to go about it and build the product we knowwe know how to build”. but then when you build uber, we were allriders in the company, we all loved pushing the button on the app and ordering an uber. but we had another problem.

we had drivers that we couldn’t relate to. we had limo drivers, limo drivers that didn’thave an e-mail address, they didn’t have a laptop at home, and they had flip phones. back in 2011, 11/12, 2012, they had flip phones. and so when you ask them to apply to jointhe service, what do they do? they got to an internet cafã©. and what happens is that the page was broken,because we were testing our pages on the latest version of internet explorer and chrome, andinternet cafã© didn’t have that. so one day one of my driver operations colleaguesin the city is like “we’re having a problem,

and i’m unable to identify what the problemis”. it was not about sending drivers to the portal,it was actually building a product that worked for the infrastructure and what the driverswere using. so we’re like “okay, this is a problem”. same thing happened once they registered. we asked them to take pictures of their documentation,driver licence, insurance card, and upload them to our system. well, they had flip phones. they didn’t have an e-mail address.

so then the next thing you know, it’s like“okay, we need to do office hours, and have them come to the office so we can take a pictureourselves of all their documentation and then we can interview them, train them, and getthem the best practices about how to be an uber driver”. so listening to your customer is oftentimesvery overrated, and you feel like “we know things” over and over. but understanding where your customer is comingfrom, how do they use your product, and really understand the mechanics of it is very important. and i will never emphasise it enough, theuser experience, once you use the product

and you’re in the product day in, day out,you forget you have new users, and that they have this first experience, that you haven’teven touched sometimes for six to 12 months. so really pay attention to that. then you need to measure. again, very clichã©. and we all have access to a ton of data, butthis is what you do with the data. how many of the companies i know don’t havea set, like these are the five success metrics that we use, and this is the success metricsthat we use that we can access in real time. this is the uber god view back in 2011.

so the company was started in 2010, and in2011 this is what we had. this is a chunk of san francisco. and you can see in real time the cars thatare on the road, the riders that have ordered a car, and what is the trip looking like. and then you can see some very little eyeballs. these are the people that have opened theapp within the city. so you can see at any time. and then it was great insight, because ifyou look at this map in another city and you see a lot of eyeballs, you’re like “maybewe should launch this city here”.

so having data, and having data in real timeis very important. at every given time we have a dashboard forevery city about number of drivers onboarding that week, number of drivers active, numberof time we were surging to know if we have the right supply in the city, number of unfulfilledrides, et cetera. so you cannot just have data, you need tohave data in real time, so at any time you can say “this is what my product [unintelligible00:07:22] like, this is what i need to do”. and it really creates a culture of accountabilityand transparency, and every general manager in every city could say “this is what mydata looks like. it went really well this week, this is whati do, let’s all do this together”.

so really data, and data transparency, isvery important. and then you need to experiment. it’s really important to experiment, andnot just be complacent and be like “we have a product that works really well, and let’skeep doing what we are doing”. uber started with a lot of experiments justout of cities. we were usually the last people at hq to findout what was going on. i would have friends who were like “didyou just launch uber puppies? i want to order a puppy to pet, how do i getthat? it’s impossible to get”, and i’m like“what?

what are you talking about?”, and then nextthing you know you’re like “oh, seattle just launched uber puppies”, so that waslike “okay”. so the cities would be empowered to do theseexperiments that were just – “let’s create a new car app, you have uber black,uber x, and let’s do another car type, and just work with the shelter and just do it”. this was amazing marketing, but it was alsoa good way to test the logistic and the logistical platform that was uber. so testing and experimenting is very important. and then next thing you know, in la, you hadthese operation people, driver operation people,

they were like “you know we have a problemengaging our drivers. they start in the morning because it’s commutinghours and it’s busy, and then at lunch time they are not busy anymore, so they leave thesystem, and then we cannot get them back for commute hours at night. and then we have a problem in la where peopleneed to take their car to get lunch. so why don’t we do this experiment wherewe create a car type with one specific sandwich, just one, we get some coolers from amazon,and we’re going to test them and put them in the car and see if they work, and thendo uber fresh”. so they started with uber fresh.

and every day they would have a new sandwich,and people would order the sandwich. and it started to get viral, and next thingyou know they’re like “we should expand to different cities and try it”. and it cost no resources on our part, in hq’spart. it was just another car type with a differentdescription, and one sandwich that they would get out of a restaurant. and this is how uber eats started, and nextthing you know back in september they say uber eats is the most profitable part of thebusiness, and just last week they announced that they are expanding to another 100 cities.

and so this is magical. we talked yesterday about you need to be knownfor this one product, and travis was extremely adamant about saying “we are a transportationcompany, we need to focus on moving people from a to b, and we’re always going to bein the car business”. but it doesn’t mean that you cannot branchout and do other things that will capitalise on your platform, because it’s a very powerfulplatform. so this is a build part. then you have the scale part. you’ve seen the cities expand very quickly,and this was not a small fit, we had to go

fast, we were going faster and faster, andwhen you launch internationally on day one, you have a lot of things to take care of. i remember launching sydney and having towork with kpmg on vat, putting the vat breakdown on receipts. this is the last thing you want to do as aproduct person, but you have to do it. so if you talk to the gm of sydney, we stillhave inside jokes about vat. and so scaling was critical, because we hadto scale every part of the business, both externally and internally, and we had to doit right to be able to make sure that we would keep the customer at the centre of the experience.

so the first thing that i want to mentionis that you need to iterate. you cannot just launch a company and justsay “we launched it, it’s done”. and i have a lot of entrepreneurs i work withwho are like “okay, when am i going to be done with my product?”. and i’m like “well, when your productis done, you’re going to be done, do you want that?”. it’s like saying “do i need to brush myteeth every day?”, and my parents are dentists, so i’m like “yeah you do, if you don’t,then probably because you don’t need to, and then you’re not here anymore”.

so you need to constantly iterate, you needto both iterate not only on the product side, but on the process side. when you become that big, you need to alwaysstart thinking about how can i do things better? like we had meetings, weekly meetings, and[unintelligible 00:12:26] “we are too big”, and 20 people at the meeting, do we need tohave this meeting? can we do things differently? so it takes a lot of agility and thinkingthings a bit differently, and always moving with change to be able to stay agile and tostay responsive to your customer. so this is one of the biggest iterations wedid at uber that could have made or break

uber. it was moving from the black car businessto the uber x business to the unlicensed business. so we had data in the sense that we were surgingall the time. we didn’t have enough supply. and we had limited supplies of limo drivers. at some point you max out the limo drivermarket. they were also announcing that they wouldn’tmanufacture [unintelligible 00:13:15] anymore, so in the us market we’re like “okay,we’re having a supply issue, a very big supply issue, and the business is not goingto slow down, so we need supply”.

so lift was in the low end side of the business,and doing unlicensed cars, and we’re like “okay, let’s launch uber x, because thisis the only way to solve our supply issue”. and i remember having friends telling me “you’recompletely crazy, you’re going to kill your brand. why would you do that? this is insane. people want to get an uber so they can looklike [unintelligible 00:13:52]”. and you’re like “yeah, that’s true,but if we don’t do that we’re not going to survive”.

so on one side you’re pressured by peopleoutside, and on the other side you’re like if we don’t do it we’re going to die,but this is the only way we can really survive. so we launched uber x, and we just did itwith another car type on the slider of the app, and thank god we did it, because if wehadn’t done it, we would probably not be here today. so this was very scary, because it was a bigshift, but at the same time it matched our mission, because we were everyone’s privatedriver, and everyone’s private driver really means any cars that will take you from pointa to point b. so we were still in line with our values, not the same quality of service,but it was taking you where you needed to

go. and then you need to iterate on processes,and when you have that scale, and you keep going faster and faster, it’s because wewere iterating on processes. and we were also very disciplined. every launcher that was launched in a cityhad a playbook. we put together a playbook about what do youdo to launch a city. so we had assigner, and assign a task weekby week, and on week one you go and start looking at recruiting a city team, a gm, adriver operation, and a [unintelligible 00:15:23] manager.

you talk to venues, and you talk to pr agencies,and you look at the state of your supply, you look at the regulations. so you had everything documented to be ableto launch your city. and launchers would be very disciplined tobe like “you know, i tried that, and this worked better. and i tried that, and it worked better”. and so every launcher that were in a differentmarket would start iterating on this playbook, and share knowledge, and we would duplicate,iterate, duplicate, iterate, and do better. and we would measure things.

so the same way we would have success metricsfor the company, we would have success metrics about how fast we would launch cities. so the first year it was one city a month,two cities a month, then two cities at week, and then at some point we had one city a day,because we had translation figured out, we had vat figured out, we were entering countriesand cities that had less regulations, so we had a method and a process that would iterateover and over again. so iteration is key, because if you don’titerate you cannot test. if you cannot test you cannot say “let’sdouble down on that” or “let’s give up on that”, or “that’s successful,but that’s good enough on that”.

so iterating is a very important thing tostay close to your customer and see how the market reacts, and always keep moving in theright direction. we wouldn’t have been able to do that. this is in melbourne, so in december 2012a city team went to melbourne, and we decided to launch as a cross-functional team fromall around the world, melbourne. and this is the [unintelligible 00:17:13]launch, and the committee manager that are in the room just screening candidates to hirethe city team. and this was our first black drivers in melbournein january of 2013. then you need to obsess.

you cannot build a product and a company ifyou don’t obsess about your product, and you don’t obsess about making your customerhappy. and we did something really good at uber,which is that we had big teams, and at some point we’re like we need to break down theteams into meaningful chunks that have a very specific mission, that will help us reallyobsess about a very specific area of the business. so one of the big areas of the business wasdriver onboarding. if you don’t really nail down the onboardingyou cannot get drivers into the system, and that was our bread and butter, having driversin the system and quality drivers in the system was very important.

and when you look like it was september of2014 we were onboarding 50,000 drivers a month worldwide. so the business was just going faster andfaster, and when i joined i was in charge of the driver experience, working on onboardingand paying drivers, and communicating with drivers, and quality control, and all thesethings that would help drivers get on the system, and stay on the system. but at some point we’re like “you know,we have a big task here, this is very important and critical, let’s create a growth team,and let’s make sure that we are doing it really right”.

and the business was evolving too. we had limo drivers that were licensed, sothey were kind of screened up front, and then when we got into uber x we had to look at[unintelligible 00:19:08] checks, we had to look at vehicle inspections, we had to lookat all these things that would slow down the onboarding, and create a lot of drop off andquality issues. so we had to really look at success metricsfor onboarding and really obsess about what it is to bring our drivers on board. and one of the [unintelligible 00:19:30] bymeasuring things was it doesn’t matter that we get people on the system, that we get driverson the system, a key success metric is for

them to do their first ride. we keep our drivers when they start doingtheir first ride, because they can be on the system and we can send them an e-mail saying“congratulations”, but the intimidation factor is so high, like “where am i goingto wait for a ride? where do i go to the bathroom? am i going to be able to read driving directions? are people going to be rude to me?”. these things were so intimidating that whenwe looked at data, we’re like the minute they take their first ride, we get them, andthen we can look at data down the road about

how many we needed them to do in a week toretain them. but really the onboarding funnel was reallyup to that first ride. so obsessing was extremely critical for usto be able to meet the customer need, like eventually you guys, like being able to ordera ride reliably, and being able to go where you need to go. another obsession of ours was driver payments. so when we are just one big team, paymentswould take our time, monopolise our time from sunday night, because this is when [sydney]would start paying their drivers, we would pay our drivers weekly.

so from sunday night to tuesday night my engineerswould be all hands on deck to make sure that payments were processing reliably. this was people’s livelihood. we couldn’t say “oh, it doesn’t matterfor this week, people are going to pay next week”. drivers who are living pay cheque to pay cheque,and this is where you really need to look at empathising with your drivers, this wastheir livelihood, and when they were taxi drivers they would be paid daily. so now we pay them weekly, and we need topay them reliably.

so from sunday night to tuesday night ourteam was like “we’re not doing anything else, we need to make sure that we are doingthings the right way”. and if there is a back up somewhere, it’sjust a back up and that’s a bug and that we can identify it quickly. so this is my team at some point, we werecelebrating not having any crash for four weeks, and then five weeks, and i think thenwe went back to zero, so there was no six weeks. but as on point, we’re like “okay, thisis so critical that we need to spin off the payment team, and really looking scaling andredesigning infrastructure”, and obsess

about the actual payment experience, and thenprovide other bells and whistles, like better payment statements so drivers understand whythey are paid the way they are paid, what bonuses structure we gave them, what refundwe got, what fare adjustments. so being a bit more structured about not justpaying them, but telling them how do they find their taxis, how do they do things sothey can run their business. so obsessing was very important. and then i struggled a bit with this one,because there is a lot i could say about processes and culture at uber to help scale the business. but i think that something that came backover and over again was you need to communicate.

and sometimes this seems so simple, but ifyou don’t communicate with your people internally, and you don’t know how to communicate theinformation, and you don’t know how to communicate both sides, so product, communicating to thefield, because it was a very operational heavy company, so you had to communicate with citiesabout what product you were launching. but also getting the feedback back from theteams about what is breaking down and what they need. so the culture of communication was reallybig, and it started at the top. we would have weekly all hands at 10:00 amon tuesdays, and i think it’s still going on, but it would be a way to communicate fromthe top, from travis, saying “this is what

we are doing right now, and what are our strategyinitiatives and kpis”. but also for different city teams and regionteams to communicate, “this is what we did in this city, and this is how it worked, andthis is what you should do, this is the festival we had, and this is the number of twitterimpression we got, and this is what we did very right, or this is what we did very wrongand it was a big waste of money”. so it was a good way for people to reallycollaborate and understand from every side of the organisation what was going on. it was not the answer to all, but it was prettyimpactful, and i tell you, we were in 500 cities, so 500 offices, and everyone woulddial in at 10:00 am on tuesday, pst time.

no exceptions. and you had a city, it was 3:00 am for them,they would wake up every morning to attend that call, no exception. so this is us, we would work on new year’seve, every new year’s eve, because it was our biggest night of the year, so you cansee us in mexico just looking at the fireworks and working on systems, because we couldn’tmiss that night, that was a big marketing night for us, and also a big help for peopletrying to get home after new year’s eve. and this is us celebrating. but this is also us having a staff meetingon tuesday december 31st 2013 from mexico,

because there was no exception, like reallyno exception. and so having this discipline of communication,and really getting everyone on the same page, and then it means also having weekly meetingswith your team, it means having one on ones with some of your team, it doesn’t meanthat you need to clutter your schedule with a lot of meetings, but you need to iterateand see what works for you. but really keep everyone comfortable thatthis is a business and you need to be disciplined and you need to be accountable, and then thisis the only way you’re going to be able to communicate with your customer. if you don’t communicate internally andknow what’s going on internally, are you

going to even talk to your customer? so this starts internally. that said, this ends my talk. make sure you listen, listen the right way. measure, measure the right way. experiment, keep it simple, keep it reallyminimal and make sure you have your end in mind and understand what you’re trying toachieve. and then to scale you need to iterate, anditerate fast, both of the product and at the process side of the business.

obsess. i hope this story will stick with you andyou’re going to be able to go back to your team and be like “guys, we need to obsessabout this, this is important”. and then communicate. and that’s it. [applause] facilitator: i mean, it’s fantastic forus to be able to see behind the scenes on something which has become important to somany people. so let’s just start at a little bit of detail,and then we’ll go onto the bigger picture,

i’m interested in your views on the sharingeconomy towards the end. so iterate, that key stage. so how do you iterate so it’s effective? because sometimes iteration means changingstuff, and sometimes you can actually go backwards. or people go “yeah, yeah, that’s so cool”,and actually lose distance from what they’re trying to achieve, or what’s important. so what have you noticed as how you lead effectiveiteration? frederique dame: so i think having what successmeans in mind is very important, like what you’re trying to achieve and why you’retrying to achieve it.

for me, even leading meetings with my engineers,it’s like if you tell me the why and the impact, it’s going to really help me understandwhy we are doing things. and if you have the why and you understandthe impact, like we are trying to really save people two hours a day in their daily workto be able to do things faster, or we need to automate so we have less room for humanerror, so iterating with some kpis in mind is always very important to understand isit really going in the right direction or not. facilitator: okay, so linking it to the measurementso you’ve always got a guide. and some of the metrics that you’re measuring,there was a handwritten five.

so when you think about the metrics, is itimportant to publish them on a wall, or is it just on people’s phones, or how kindof public or private are the metrics, and is that an important asset for a team, doyou think? frederique dame: so i think in that case itwas on the wall because we were so excited and it was such a big deal. but even for metrics we have dashboards, thatwere not publicly available in the company as in they were not on screens, but any personin the company could go and see the state of a city, we had city dropdowns, and we couldsee what was going on at any point of time for any city.

so you could really see the state of supplyon every city, and it was very important to have access, like availability of this datafor everyone to be able to make decisions, or to even provide input, because everyonehas great ideas, we are all users of the product, we all come from different cities, so i amlike “hey, you’re in the south of france for the cannes festival, you need to do thatand you need to do this”, because i know the culture and i know what’s going on,so this is important. facilitator: so that five was more like pullingout a focus metric as opposed to the everyday dashboard? frederique dame: yes.

it was more like a celebratory, to be likewe are achieving something amazing, because it’s been a struggle for so long, that wecan know that we designed the system in a way that it’s not breaking every week, solet’s celebrate it, yes. facilitator: and when we reflect on a lotof great companies, it’s about unlocking latent demand, right? so presumably there was that, after leweb,there was no kind of need, so there was a latent need that got activated. but an observation with uber, when i’vespoken to the drivers, i remember speaking to a woman in london, she said “it’s socool, because i drop my kids off, i work for

three hours”, she has lunch with her husband,she works for two hours. is part of uber’s success unlocking latentsupply? frederique dame: i would say that our regulardrivers are [unintelligible 00:30:38] drivers that are making uber successful. but from data from a long time ago, so i wouldn’tbe, don’t quote me on that. but i think that the flexibility that it bringsto the drivers from every standpoint is very important, like work flexibility but alsoallowing them to loan a car and get a car that they can also use for another job, orto be able to manage their kids is very important. so i think uber was a way to unlock potentialin people that they wouldn’t have before.

facilitator: and with the company growingthat fast, with that much money behind it, loads of money pouring in, huge losses, butincredible growth, there’s been some criticisms and some admiration around the culture. what were your insights around what was goodand what some of the challenges were, being part of a team that was in that crazy world? frederique dame: so i would say that the cultureat the beginning was incredible, i think that’s why we were all very passionate about solvinga problem, and really like making a difference in the driver’s life, but also in our ownlife, like we could order a car in a minute, and just go wherever we wanted to go withouthaving to find parking on the other end.

so i think that working on a product thatfeels so meaningful is very important. i think that when you see the scale of howwe grew and both internationally and in terms of numbers, i always say you can scale softwarevery quickly and very fast, and you can fix [bucks] very quickly, but it’s very hardto scale a culture the same way. and uber did very well at the beginning, andwe managed to find a way to have a good culture initially. but then when you grow so fast, and you hireso fast, it’s very easy to lose control. and i think this may be what happened. and you hire a few people that are not a totalperfect fit to the culture.

and when geoff said yesterday the first fiveemployees are always interviewing the newcomers, because it’s very important to be the guardianof the culture, at this point we were moving so fast that it was impossible, logisticallyand timewise it was impossible to do, and i think this is when one thing gets out ofcontrol, and then you lose control. facilitator: and actually it was interesting,because your comment about culture being an indicator, a leading indicator of brand, brandwas tarnished, and it eventually cost travis’ job, pretty much, and now it’s on the rebuildphase. so it’s an interesting place to be. so i think we needed plenty of time to kindof incorporate all this scale and all these

changes, but the business was moving so fastthat it’s kind of like this in between do we just slow down for a bit, or do we justkeep moving, and i don’t know, i don’t think moving forward was the best thing todo, but at the same time when you cut into this, and you’re kind of the victim of yourown success, it’s very easy to get trapped into let’s keep moving and not look aroundand see what’s happening. so this is being a victim of our own success. and unfortunately at the expense of peopleand good people, and that’s the sad part. facilitator: and was the impact of competitionservices like lift, what impact did that have? was uber paranoid about that, or didn’tcare?

frederique dame: so the good thing about traviswas that he was really focused on his mission about becoming the best car sharing business. and so he was very focused on building thatbusiness. and i loved when carla said you cannot justspend your time just looking behind to see where the competition is, you need to justhave your mission, and when you have a [north star] and you know where you’re going youjust go for it, and you don’t look at the competition too much. however lift was very creative and was verygood, and so it was for us a very good way to not stay complacent, and to always keepinnovating.

so we would feel the fire of uber behind us,and be like we cannot just rest and see the business growing, because the business wasdoing really well, we had to stay creative, you had to be innovative, and launch new – andit was actually to the benefit of the end user, of the riders and the drivers, becausewe got creative, and we had to have a high quality of service et cetera, so don’t lookat the competition too much, you need to have your own vision and your own principles youneed to stick to, but a bit of competition is always healthy and good. facilitator: and when we reflect on [unintelligible00:35:43] at airbnb, and your experiences at uber, and we kind of reflect on the sharingeconomy, do you have any perspectives on what

that is saying about consumer behaviour, andwhere you personally think that might be going? frederique dame: in terms of what? facilitator: in terms of the future of thesharing economy. a small question. frederique dame: so that’s very interesting. no, no, that’s a very interesting question. facilitator: but you know, you’re rightin the heart of silicon valley, and everyone’s talking and creating that future, what doyou see is possible? frederique dame: i think what uber reallystarted is the sharing economy, but also how

do you live your life and your work life? a lot of people are using uber as a supplementalincome, to be able to pay for vacations. a lot of people are using it in between jobsto be able to make money in between jobs. so i think it really defines the way peoplewant to live their life and work every day, and right now it’s more the temp workersand low income population. but i can see uber being the trigger to thebiggest major shift in how people want to live and work their life, and not just bein the nine to five jobs, but having a different way of getting people rate their work, likewe rate our drivers, and if a driver is really good in hospitality, what prevents richardbranson to be like “i want to create a new

hospitality business, and i’m going to lookat driver ratings to be able to start a business with a great fleet of workers”. so i think that uber started this way of doingthings that is sticking in people’s mind, and it just took like eight years for peopleto get used to this, so imagine what the next eight years are going to be like. facilitator: and what was the effect on thedrivers of that feedback loop, that star system? frederique dame: they are scared. what do you mean? facilitator: well, you know, is it a carrotor a stick, are they inspired by it, or are

they scared by it? frederique dame: i think they are scared byit, but it’s a good way to stay accountable. and even riders are scared by it, and i havefriends who are like “can you look in the system what my star rating is?”, and nowflash news, it’s available in your app, so you can see your rider rating if you gointo your settings. but it was a great way to stay accountableand to keep people accountable on both sides, even though we were doing nothing on the riderside. and first it was a way to measure qualityand really understand do these drivers need more training on this aspect, or are we doingit to change the way we do things in the app

so they can be better drivers? facilitator: frederique, thank you so much,that’s awesome. frederique dame: thank you.

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