# Dara Khosrowshahi - Uber's Bet on AVs, AI, and Building a Super-App - [Invest Like the Best, EP.476]

Podcast: Invest Like the Best with Patrick O'Shaughnessy
Published: Jun 17, 2026
Reading time: 22 min
Canonical: https://podbrew.app/briefs/invest-like-the-best-with-patrick-o-shaughnessy-dara-khosrowshahi-uber-s-bet-on-

Patrick O'Shaughnessy speaks with Dara Khosrowshahi, the CEO of Uber. Their conversation provides a deep dive into Uber's ambitious strategic pivots, focusing on the company's significant investments in autonomous vehicles (AVs), artificial intelligence (AI), and its vision to evolve into a multifaceted super-app.

Khosrowshahi shares his journey leading Uber through transformation since 2017, outlining the company's supply-led approach and its crucial role as a demand aggregator in the emerging world of physical AI. He discusses Uber's perspective on the AV market, its robust free cash flow, and key lessons from influential figures like Barry Diller and Reed Hastings.

This discussion offers valuable insights into the complexities of scaling a global technology enterprise and pioneering future-defining innovations. It highlights how Uber navigates technological shifts and market dynamics to shape the future of urban mobility and on-demand services, impacting how millions of people move and connect daily.

## Key takeaways

- Daniel Ek persuaded Dara Khosrowshahi to consider the Uber CEO role by framing it as an opportunity for global impact, challenging his prior focus on personal happiness.

- To manage chaotic business environments, leaders should simplify complex problems by breaking them down into distinct, surmountable component parts, akin to vector mathematics.

- Stabilizing a company in crisis requires unifying the board's focus, restoring stakeholder trust through active listening and transparent communication, and building a strong, adaptable management team.

- Always seek unfiltered 'ground truth' directly from the source to gain an edge in decision-making, as filtered information often removes critical details.

- Actively seeking out "troublemakers" and fostering random interactions are crucial for driving company evolution, as these individuals and interactions introduce necessary "mutations" to prevent stagnation.

- Uber's strategy is to leverage AI for a fundamental rebuilding of systems and processes, aiming for ground-up transformation rather than just optimization, to boost efficiency and productivity across the entire company.

- The company balances aggressive AI adoption and experimentation with cost efficiency by using expensive frontier models for initial exploration and then shifting to more efficient or open-source models for large-scale implementation.

- AI is significantly increasing developer productivity, with some teams achieving 10x code commits, and enhancing core platform features like universal search through the deployment of much larger predictive models.

- The future of digital interaction will feature a move away from rigid app interfaces towards unstructured, AI-powered agent conversations for initial user requests.

- For autonomous vehicles, Uber focuses on being the go-to-market partner for AV developers rather than building the driving technology itself.

- Uber is constructing a comprehensive ecosystem for AVs, encompassing infrastructure, financing, insurance, data collection, and providing immediate consumer demand.

- The initial 'magic' and wonder of new technologies, such as ride-sharing or autonomous vehicles, rapidly normalizes as consumers quickly adapt to the new standard of convenience.

- Uber plans to simultaneously partner with and compete against AV developers, a strategy refined from its experiences in the travel and food delivery industries.

- Public acceptance and regulatory alignment are critical for the successful deployment of autonomous vehicles, and moving too quickly without societal preparedness risks backlash.

- Early partnerships suggest autonomous vehicles can add incremental demand to platforms, potentially increasing earnings for human drivers rather than solely causing job displacement.

- The autonomous vehicle market is projected to become a multi-trillion dollar industry, driven by decreasing costs of AV software and hardware, which will lower transportation expenses and increase demand.

- Uber operates with a supply-led strategy, prioritizing the recruitment of drivers and merchants to generate demand across all its services.

- The Uber One membership program has grown to 50 million members by offering a wide array of benefits across mobility, food delivery, groceries, and hotels, providing extensive value for a single price.

- Successful variable-cost membership programs, like Uber One, prioritize long-term unit economics and customer retention over immediate profitability, drawing lessons from pioneering models like Amazon Prime.

- Platform builders must actively engage with and understand the daily experiences of their suppliers (drivers, couriers, merchants) to improve service quality and build better tools.

## 03:52 - 06:00 Dara Khosrowshahi Takes Uber CEO Job Amidst Chaos

Dara Khosrowshahi initially dismissed the idea of becoming Uber's CEO, seeing the company's situation as too chaotic. However, a chance encounter with Spotify CEO Daniel Ek at the Sun Valley conference proved pivotal. Ek, who had recommended Khosrowshahi for the role, challenged his focus on personal happiness, arguing that true purpose lies in making a significant impact.

Ek emphasized Uber's immense global reach and influence, highlighting its role in shaping transportation and supporting over ten million couriers and drivers worldwide. This argument resonated deeply with Khosrowshahi, who had long sought opportunities to make a tangible difference in the world. After further discussion with his wife, he reconsidered and contacted the headhunter the following morning.

Upon accepting the challenging leadership position, Khosrowshahi immediately encountered a tumultuous environment. His initial impression of Uber on day one was one of "complete chaos." This disarray was exacerbated by the fact that the previous CEO, Travis Kalanick, had not been actively leading the company for a period before Khosrowshahi's arrival.

> Dara, since when is life about happiness? It's about impact.

## 06:00 - 10:01 Bringing Order to Chaos by Simplifying Complex Problems

When Dara Khosrowshahi joined Uber, the company was in a state of significant internal and external chaos, dealing with public scrutiny, board instability, and a dynamic business environment. His core strategy to stabilize the situation was to simplify problems, breaking down what seemed like unassailable challenges into individual, manageable component parts. He likens this approach to vector mathematics, where complex three-dimensional interactions are solved by addressing each dimension separately.

This simplification strategy was applied across several critical areas. At the board level, where there was infighting for control, he brought in a new chairman, Ron Sugar, to re-focus the board on the company's future. To rebuild lost trust with stakeholders and regulators, Khosrowshahi initiated a listening tour to understand concerns, then acted on that feedback and improved communication internally and externally.

Regarding employees, he focused on building a cohesive team, retaining strong talent like Andrew MacDonald, bringing in new leaders such as Tony West, and allowing those resistant to change to depart. By systematically addressing each distinct problem, the overwhelming chaos transformed into a series of surmountable challenges, allowing the company to set initiatives and gradually improve over time.

Dara Khosrowshahi also attributes his ability to manage stress in such high-pressure situations to his personal background. Having lost everything when his family immigrated from Iran and subsequently rebuilt, he developed a resilient mindset. He describes himself as a 'robot' who doesn't get easily stressed, approaching problems with an engineering perspective to list and solve them rather than overthinking.

> The most important how is simplifying the situation and breaking down what seems like an unassailable problem into its component parts.

## 10:01 - 14:02 Dara Khosrowshahi discusses how his immigrant background shaped his drive and informs his parenting philosophy.

Dara Khosrowshahi reflects on his experience as an immigrant, observing his father's struggle to rebuild his life in the US after losing everything in Iran. This instilled a significant 'chip on the shoulder' in Khosrowshahi and his brothers, driving them to succeed. He learned to separate his personal identity from the chaos of work and fortune, striving to give everything he's got without letting external outcomes define him.

His philosophy extends to an 'all in' approach in all aspects of life, whether it's work, sports, or family time. He believes in immersing himself fully in the present moment, eliminating distractions to lead a happier and more effective life. This intense focus and drive stem from a deeply competitive nature common among many Iranian immigrants.

As a parent, Khosrowshahi applies these lessons by intentionally not making life too easy for his children. He believes that over-parenting and providing too much can be a disservice, as it's the challenges and the act of overcoming them that truly form a person and bring profound satisfaction. He and his co-parent encourage their kids to be responsible for their own homework and learn to navigate the world independently, preparing them for future difficulties.

> It's the challenges in life that form you, and it's the overcoming of these challenges that give, I think, humans a profound satisfaction.

## 14:02 - 22:03 Uber's Aggressive AI Adoption Strategy Across Digital and Physical Operations

Uber is embracing AI as a transformative force across both its digital platform and real-world service fulfillment. The company has a long history of using AI to manage probabilistic outcomes in the physical world, such as traffic or cancellations. The current wave of AI is enabling the creation of much larger models that can anticipate user needs more accurately and drive efficiency in digital interactions, while also advancing physical AI through autonomous vehicles and drones.

CEO Dara Khosrowshahi is fostering a bottom-up culture of innovation, encouraging teams to completely rebuild systems and processes with AI, rather than just making incremental improvements. This approach is yielding significant results, with some developers in India reportedly achieving a tenfold increase in code commits by utilizing autonomous AI agents. AI adoption is spreading across all departments, from engineering to legal and marketing.

The rapid expansion of AI usage has come with substantial costs, as Uber blew through its annual AI budget in a single quarter. To manage this, the company employs a two-pronged strategy: using more expensive, frontier models (like those from OpenAI or Claude) for initial exploration and experimenting with new interactions, then transitioning to more efficient or open-source models for scaling and widespread adoption to balance innovation with cost-effectiveness.

AI is also enhancing Uber's fundamental aggregation capabilities. Models are now 10,000 times larger, allowing for more comprehensive data processing and prediction. This improvement has enabled features like universal search, where users can find all available services—rides, eats, or grocery—from a single query, improving overall platform utility.

> We're using the more expensive models to explore, hey, let's try a new interaction here. ... Once we scale some of these experiences and interactions, we'll look to bring in more efficient models that are more efficient on a token basis or are open source, again, lower cost.

## 22:03 - 26:04 Uber adopts a supply-led strategy and extensive partnerships to win the autonomous vehicle market.

Uber's strategy is fundamentally supply-led, in contrast to a demand-first approach seen at companies like Expedia. For Uber, recruiting drivers and merchants first reliably generates demand. This principle is applied across their services, from big cities to smaller suburbs, by securing every potential supplier like cars, restaurants, and grocers, confident that demand will follow.

This supply-led approach extends to autonomous vehicles, which Uber views as being in the very early stages but moving rapidly. Uber is not building the AV drivers themselves but aims to be the go-to-market solution for companies that do. They currently have over 30 partnerships with AV developers like Waymo, Nuro, and Nvidia.

To support these AV partners, Uber is building an entire ecosystem. This includes securing depots and charging infrastructure, working with fleet partners, arranging financing lines like a billion-dollar deal with Santander for EV and AV fleets, and even developing autonomous insurance. They also collect real-world data to feed back to AV models and provide instant demand for AVs once they are ready for market.

> We are a supply led company. The more drivers we have in the marketplace, the more restaurants that we're wiring up for you, the more latent demand that we have.

## 26:04 - 28:04 The Rapid Normalization of New Consumer Technologies

Dara Khosrowshahi observes how quickly the initial 'magic' of a new technology transforms into a normalized, expected service for consumers. He recounts his own experience with Uber, where the initial awe of a car appearing with a button press quickly evolved into impatience if a ride took slightly longer than expected.

This same pattern is evident with autonomous vehicles. While the first few minutes in an AV might feel magical due to the novelty, privacy, and peace, consumers quickly adapt. Within minutes, the experience becomes normal, and the focus shifts to the core function of getting from point A to B.

The implication is that what seems revolutionary today will be commonplace within a decade. The ultimate success of AVs, therefore, hinges not on their initial 'magic' but on their ability to provide safe, efficient, and affordable transportation for everyone, not just a select few in major cities.

> how quickly magic turns to normal

## 28:04 - 30:06 Uber navigates partnership and competition with autonomous vehicle developers

Uber's strategy for autonomous vehicles (AVs) involves both partnering with and competing against AV developers. This approach draws parallels to the online travel industry, where platforms like online travel agencies (OTAs) compete with hotel chains such as Marriott and airlines like Delta for direct consumer engagement. Simultaneously, these hotels and airlines rely on OTAs to drive incremental bookings and improve their occupancy rates, as a jump from 70% to 90% room fill can be financially transformative.

A similar dynamic exists within Uber Eats, which collaborates with major food chains like McDonald's, Starbucks, and Chipotle. While these brands also cultivate their own direct channels, they leverage Uber Eats to increase order volume and restaurant utilization. Uber applies this same framework to AV companies such as Waymo, Zoox, and Nuro.

These AV developers, like hotels or restaurants, aim to build their own brands and direct channels. However, Uber's network can significantly boost the utilization of their autonomous fleets. Some AV players, like Waymo, might focus on developing an end-to-end model licensed to original equipment manufacturers, with Uber then responsible for generating demand for those vehicles.

This indicates that the future relationship will not be a simple choice between pure competition or sole cooperation. Instead, a diverse range of business models is expected to emerge, mirroring the complex ecosystems already present in the travel and food delivery sectors.

> I don't think it's gonna be black or white, which is, do we only compete or do we only work together? We think there's gonna be an amalgamation of business models, there already is in travel, there already is in food, same thing will happen in transportation.

## 30:06 - 32:06 Navigating Public Acceptance and Regulatory Pace for Autonomous Vehicles

Autonomous vehicles (AVs), despite their technological advancements and potential for increased safety, face significant challenges with public perception and regulatory integration. The public's skepticism towards powerful AI due to concerns about job displacement or increased costs mirrors potential backlash against AVs if their rollout is not handled thoughtfully. Key areas of public concern include how AVs interact with emergency services, ensuring access for all socioeconomic groups, and the impact on human drivers' livelihoods.

Successful AV deployment requires extensive dialogue with regulators, city residents, and existing drivers. Early data from partnerships, such as Uber's with Waymo in Austin and Atlanta, suggests that AVs can actually generate incremental demand on platforms, potentially increasing earnings for human drivers rather than displacing them. This positive early indication highlights the importance of effective communication and data sharing.

To avoid public backlash, it is crucial for companies to deploy AV technology at a pace society is prepared for. Failing to engage with these concerns and rushing deployment could lead to widespread resistance. Uber's strategy involves positioning itself as the largest aggregator of AV supply by partnering with various providers across mobility, delivery, and freight, investing time and capital to ensure broad access to this evolving technology.

> we've got to go at the pace that society is prepared for us to move, otherwise there will be a backlash

## 32:06 - 38:07 Autonomous Vehicle Market Growth, Drone Potential, and Regional Adoption Differences

The autonomous vehicle (AV) market is projected to grow into a multi-trillion dollar industry. This growth is anticipated as the cost of AV software and hardware decreases, typically by 30-40% per generation. For instance, a Lucid midsize vehicle built for Uber and Nuro could cost around $60,000 to $70,000. Reducing transportation costs for the population historically leads to a significant increase in demand, similar to how Uber grew far beyond the initial taxi market. AVs are expected to improve transportation costs, reliability, and safety.

For AVs to scale, a manufacturing model similar to Foxconn is needed, as current production is in the hundreds or thousands and needs to reach hundreds of thousands. Each AV can drive three to four times more than a human, making them highly efficient. Traditional automotive OEMs are now investing in L4-ready systems, recognizing the reality and popularity of these services. China currently possesses unrivaled capabilities in low-cost, high-quality manufacturing for AVs, and a similar low-cost player is needed in the Western hemisphere.

Widespread drone delivery faces significant challenges, primarily due to battery density affecting a drone's ability to lift itself and its payload, along with the required range and recharging infrastructure. Despite early hype, drone delivery has not yet become common. However, drones for food and grocery delivery are expected to reach real scale within the next two to five years, initially costing more than human delivery. Over five to ten years, as technology improves in payload capacity, weather operation, and delivery accuracy, drones are projected to become a more normal part of daily life.

Autonomous technology adoption varies significantly by region. The Middle East, particularly Abu Dhabi, Dubai, and Saudi Arabia, is rapidly embracing AVs due to entrepreneurial regulators. In the US, AV services are active in places like California and Texas, but regulatory discussions mean slower adoption in cities like New York and Boston. Europe is also starting to catch up, with commercial robo-taxis launching and pilots expected in London soon, as European OEMs recognize the importance of not being left behind in this evolving market.

> If delivery is done with a drone, and instead of a twenty-five minute to thirty minute delivery, you get habituated, the magic is a ten to fifteen minute Delivery, cheaper, faster, better, it will change how society operates.

## 38:06 - 40:07 Uber Eats Leverages Cross-Platform Advantage and Loyalty for Global Success

Uber Eats achieves international success by focusing on fundamental operations: ensuring a wide selection of restaurants and consistent reliability, including accurate orders delivered within 30 minutes. This focus on core service quality builds customer trust and encourages repeat usage.

A key structural advantage for Uber Eats comes from its cross-platform integration with Uber Mobility. The company effectively cross-sells delivery services to its existing ride-hailing users, with approximately 13% of Eats bookings originating from the mobility app. This synergy provides a significant source of customer acquisition without additional marketing costs.

The Uber One membership program further enhances customer loyalty, currently boasting 50 million members and growing 50% year over year. Uber compares its value proposition to Netflix, offering more content (benefits) for the same price, including discounts on mobility, surge protection, free delivery, no fees on groceries, and 10% back on hotel bookings. This comprehensive program is designed to be more valuable than competitor offerings.

This combined strategy of leveraging cross-platform synergies and a robust, high-value loyalty program aims to secure the number one market position and achieve higher margins, a goal Uber is proving out in numerous markets globally.

> We're kinda like Netflix. For the same price, you get more content than anyone else.

## 40:07 - 44:07 Uber CEO Dara Khosrowshahi Discusses Supplier Experience and Membership Program Economics

Dara Khosrowshahi shared his personal experience delivering food and driving for Uber in San Francisco, emphasizing the critical importance of understanding the supplier's perspective. He highlighted that while consumers have brief interactions, drivers and couriers use the app for many hours daily, making the quality of their platform experience paramount.

His hands-on work revealed the surprising complexity and difficulty involved in deliveries, including navigating restaurant pickups, managing batched orders, and dealing with real-world traffic. He noted that what seems simple for a consumer (pushing a button) involves significant processing and challenges for the person fulfilling the service.

Khosrowshahi also elaborated on the economics of membership programs, distinguishing between ideal fixed-cost models (like Netflix) and more challenging variable-cost models (like Amazon Prime). He explained that Amazon Prime's success, despite early losses due to variable costs increasing with usage, served as a major inspiration for Uber One.

The strategy for Uber One involves acquiring members and accepting lower initial profitability, banking on the long-term unit economics and increased engagement that membership fosters, drawing parallels to how Amazon navigated its early days with Prime.

> How hard it was! Going into the restaurant, figuring out where to pick up, making sure that you got your orders right.

## 44:07 - 50:08 Uber expands into hotels, leveraging travel data for an integrated "super-app" experience

Uber is moving into the hotel booking business, driven by extensive traveler data, including 1.5 billion trips completed outside users' home cities last year and 15% of all trips being to or from airports. This data revealed a clear use case for expanding services for travelers, building on the first thing people often do when they land at an airport, which is open their Uber app.

The strategy began with train bookings in the UK and Spain, demonstrating that increased interaction with more services leads to higher retention. For hotels, Uber partnered with Expedia, offering significant discounts, like 10-20% off 10,000 hotels, especially for Uber One members, aiming to integrate the service deeper into users' lives.

The ultimate vision is to create a seamless "super-app" travel experience, going beyond just booking. This includes pre-booking Ubers to and from airports and hotels based on flight information, notifying the front desk of arrival, and potentially allowing the Uber app to function as a hotel room key, aiming to add "in-market magic" to the travel journey.

A key challenge is shifting user perception from Uber's traditional on-demand model to planned services. The success of Uber Reserve, which now has a $5 billion run rate for highly reliable pre-booked rides, showed that users will pre-commit for tangible benefits. This success gave Uber the confidence to explore longer-term travel planning, though the question remains whether users will extend this behavior to booking vacations months in advance.

> I want to bring some in-market magic to you as part of your travel experience.

## 52:09 - 54:09 Uber's Marketing Evolution and the Future of AI Agents Versus Apps

Uber's CEO, Dara Khosrowshahi, discusses the company's marketing evolution from a purely product-led strategy to a storytelling approach. Initially, marketing's role was to simply direct users to the app. Now, the team builds human-centric narratives around services like Uber teens, Uber Reserve, and grocery delivery, illustrating how Uber provides users with more time across various local services.

Looking seven years ahead, Khosrowshahi predicts a shift in user interaction towards AI agents. While traditional apps will still be used for efficient visual feedback, like tracking a car, initial 'inbound interactions' will become increasingly unstructured and conversational, powered by AI.

Historically, user interfaces were built to optimize for overall average user experiences. However, AI will enable profound personalization. Services will adapt dynamically, for example, offering different experiences to a user landing in a new city compared to their daily commute, moving beyond static UIs and making interactions through AI agents incredibly powerful.

> I think the inbound interaction is going to move more and more away from apps. I think people are gonna use apps, but the inbound interaction is gonna be much more unstructured, and AI makes it possible.

## 54:09 - 58:10 Dara Khosrowshahi shares lessons from Barry Diller on truth and Herbert Allen on betting on people.

Dara Khosrowshahi learned from Barry Diller the critical importance of obtaining 'ground truth' directly from the source. Diller famously bypassed layers of management, insisting on speaking directly with the analyst who built a financial model, believing that filtered information often removes the crucial 'edge' needed for astute decision-making. This insistence on unfiltered data, though sometimes time-consuming or uncomfortable, consistently provided Diller with unique insights that allowed him to make contrarian choices.

Applying this lesson, Dara recognizes that in large organizations, senior leaders often receive a highly processed and thin layer of information. He actively works to cut through this processing by creating 'randomness' in his interactions and information flow, digging to uncover unfiltered facts. He also emphasizes that leaders must tell the truth to their teams, fostering an environment where team members feel comfortable reciprocate with their own 'ground truth,' even if it's unpleasant.

From Herbert Allen, Dara absorbed the philosophy of 'betting on people, not companies.' Allen believed that while company performance can fluctuate, great individuals consistently remain great. This principle encouraged loyalty and deep relationships. Dara recalls a pivotal career moment where he chose to bet on a person and an entrepreneurial venture over a secure, high-paying role, a decision he credits as one of his best.

> Companies can do well during periods, or companies can do poorly during periods, but great people always stay great. And I'm gonna make a bet on people.

## 58:10 - 1:00:10 Dara Khosrowshahi's leadership style emphasizes transparency, random interactions, and embracing 'troublemakers' to drive company evolution.

Dara Khosrowshahi's leadership centers on radical transparency, where he both expects and delivers the truth to everyone within the company. This open communication is fundamental to his approach, fostering an environment where information flows freely. He views this commitment to telling the truth as the most rewarding aspect of his role, ensuring clarity at all organizational levels.

Beyond transparency, Khosrowshahi actively seeks out "troublemakers" to drive company evolution. He explains that as companies grow, there's an incentive for a single culture to emerge, often pushing away individuals who challenge the status quo. However, he believes these "troublemakers" are crucial because companies, like organisms, evolve through mutation. Stagnant companies with rigid processes and information flows are at risk of failure.

To identify these vital "mutations," Khosrowshahi prioritizes random interactions over strictly structured meetings, avoiding a day solely focused on direct reports. While less efficient than formal processes, these informal engagements provide him with essential signals and insights. He continually looks for these disruptive elements to ensure the company remains adaptable, especially in a rapidly changing environment accelerated by technologies like AI.

> I wanna find those troublemakers and I wanna bring them in, because every company is like an organism. Organisms evolve by mutating, and companies that don't mutate, that just sit and with a single process, with a single information flow, those are the companies that die.

## 1:00:10 - 1:04:10 Uber's Capital Allocation Strategy Focuses on Growth and Autonomous Vehicle Investments

Uber, once known for losing money on rides, now generates over ten billion dollars in free cash flow, requiring a strategic approach to capital allocation. Unlike companies like Apple, which maintain relatively flat capital expenditures, Uber faces decisions on investing in growth opportunities versus traditional shareholder returns like buybacks.

CEO Dara Khosrowshahi's primary focus is organic investment and growth. He points to Uber Eats, which grew from under a billion dollars to over a hundred billion dollars in gross bookings, as a prime example of successful organic investment. The core principle involves ensuring costs grow slower than revenue to achieve long-term financial health.

For excess capital, Uber prioritizes further building existing services, investing in algorithms and engineers, and making significant commitments to autonomous vehicle (AV) technologies. This includes investments in partners and plans for tens of thousands of AV vehicles, with financing deals already in place, such as one with Santander for EVs and AVs.

Khosrowshahi emphasizes prioritizing growth and innovation over buybacks, believing that a well-built company can achieve both. The goal is to develop the market and expand services while still having sufficient cash flow available for shareholder returns.

> I prioritize growth, I prioritize innovation over buybacks. If you're building the company right, you'll do both.

## 1:04:10 - 1:06:11 Dara Khosrowshahi on Reed Hastings' Business Approach and Finding Authentic Self

Dara Khosrowshahi expresses strong admiration for Netflix CEO Reed Hastings, noting his unique ability to combine logical, structured thinking with a willingness to take significant gambles. He believes Hastings, an engineer, embodies a "superpower" by innovating deliberately while also being open to "wild ideas" and listening to "troublemakers" outside conventional wisdom.

Khosrowshahi shares a personal insight, crediting his wife, Sid, for helping him embrace his authentic self. He reveals that before meeting her, he felt he was living a life he thought he was expected to, always trying to be the person others wanted him to be. Her influence allowed him to shed those expectations and be true to himself.

> I find that there's a superpower in being structured in your thinking, but then not too structured in that you're always going with the flow to be able to, again, listen to the troublemakers and have those Wild ideas outside of the conventional wisdom.

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