the reason that he was kicked out is

because of this toxic culture some big

news that took place on Christmas Eve if

you missed it Travis kenck planning to

leave the board at Uber and when he

showed me what he was working on I

immediately said hey can I invest a

popular 70 billion doll ride sharing

company is searching for a new CEO to

take the wheel so you want to talk about

structure being completely screwy

competition is good I'll bet my entire

network that Uber will be here and

thriving in 10 years you're you're at

War prematurely with your customers

sorry about

[Music]

that all right

[Applause]

everybody my

guy

um uh I can't believe I can't believe I

get to sit down with one of the most

famous investors in Uber

I'm honored I'm honored to be

here

um we we wanted to have a surprise for

you every day uh I've been you know

Travis and I have been friends for 25

years um the first time I interviewed

Travis was 1999 I was doing a little

magazine out here digital Coast reporter

you were doing a little company called

scour um which was a peer-to-peer

Network to share

files um and you were 22 years old I was

28 I think if we put those two numbers

together just don't let people do the

math you know it's just like just keep

moving was a while ago 1999 um and um I

just

remember the enthusiasm drive and fire

that you had at that time and it always

struck me I said to myself I don't know

if he's going to win on this one I'm

pretty sure he's going to get his ass

handed to him in fact correct correct um

but I know this guy's going to win big

in the future and and sure enough uh we

got to go on a great journey together

with Uber and now again with Cloud

kitchens and I every year when we're

hanging out I

say since you left Uber I say you know

whenever you're ready let's have a

conversation and here we are and then

you call me every year I call you every

year if you're ready just and I'm just a

block away from

you you're Alma moer UCLA let's go come

on I'm like all right let's let's go and

this year you said okay so here we are

um let's chop it up let's talk about

Cloud kitchens you have since uh you

left Uber been working extremely hard

and quietly on cloud kitchens what is

the vision what is cloud kitchens for

people who don't

know well uh

so yeah I mean it it is kind of funny

when you go from being a tech guy to a

kitchen guy I mean that's interesting um

look food has I think we all know like

food is it's at the center of the Human

Experience the center of humanity and

just just how we live but it's got a lot

of

problems Health cost convenience like

all that stuff and it could be a hell of

a lot better and so um of course in my

last at my last gig we did Uber Eats it

was a starting point but the difference

with food versus rides is that the

infrastructure was already there you had

a bunch of cars that were 98% unutilized

and so you just had to light it up but

to do food right you needed to build the

infrastructure and so the mission for

our company is infrastructure for better

food and the idea is like can you get

the preparation and delivery of food so

high quality and most importantly so

cost efficient that it starts to

approach the cost of you going to the

grocery store if that happens you do to

the kitchen what Uber did to the car

and so the quiet part is like we go and

buy real estate we do

construction we then go talk to the

center point of what matters in food

which is the restaurant tour the

entrepreneur who's making it who does it

just because I mean it's a labor of love

you got to have a deep passion for food

and a deep passion for people because

otherwise you couldn't survive in that

world uh but these guys are like like

true blue entrepreneurs and they are our

customer and you do it from their

perspective and you help them get their

vision for what they're doing out there

and do it super super efficiently um and

so we like to say we serve those who

serve others we're not the restaurant

we're the guys

underneath and uh currently I think we

have real estate we we have facilities

in all the major cities in 30 countries

around the world um we also have a

software division so we have hundreds of

thousands of restaurants using our

software stack um and we have a robotics

division um that you know got going with

a lot of the original sort of uber atg

guys Advanced Technology Group the the

autonomy guys so we got that crew

together and um have really you know

robots that are going to that

already are out there but are going to

be out there in a really big way over

the coming you know quarters and years

so the premise of uber was hey press a

button we move you or anything from

point A to point B what a profound

simple but profound um insight as an

entrepreneur and the Insight here is

hey getting you food uh quickly

efficiently and then making it easier

for a restaurant tour to pop up a

restaurant tell us the economics of a

food brand um when Jade and I and the

family were out here here on vacation

over the summer at Manhattan Beach we

had a wonderful experience of ordering

gwenneth Pal's Cloud kitchen and these

new brands great um yeah great great new

brands popping up um talk about the

economics for that food entrepreneur I

mean It's just tough I think most of us

know a restaurant tour some of us may

have even tried to do a restaurant or be

a part of it in some fashion I like I

said it's a labor of love but like your

big costs are going to be labor let's

call it between you know let's call it

30% but it can range from like 25 to 40%

of your overall Revenue occupancy which

is the the physical space itself uh

let's call it between six and 12% of

Revenue uh supply chain is

30% uh marketing let's call it 10 um I

know I'm missing something somewhere but

those are the that's the big stuff and a

successful restaurant's going to have a

10 % profit margin and be really pumped

about that wow um and so yeah that's

just how it works um you know one thing

I wanted to say just sort of the high

level to like sort of how do you connect

the dots on like sort of where

Innovation is going is that um you know

my sweet spot is digitizing the physical

world and you know you could take that

to mean a lot of different things but

it's basically treating atoms like

bits and so we know the bits world is a

computer okay computers well CPU

manipulates the bits storage stores the

bits Network moves bits from point A to

point B but if you're treating atoms

like bits you go CPU manipulates the

bits what manipulates

atoms that's

manufacturing storage stores bits what

stores atoms that's Real Estate Network

moves bits from point A to point

B what uh yeah what moves atoms well

that's transport of logistics and so

these are the three sort of core

Computing resources in a atoms based

computer and you can say my last gig was

so much about the network for the

physical world but there's just a huge

amount of innovation left in compute and

storage for the physical world also

known as

digitized manufacturing and digitized

real estate and so our company is really

sort of

building atoms based computers and sort

of our first computer is really a food

computer so that's kind of how we think

about it yeah um let's take a look at

the video of um some of the robots uh

that are making food in Cloud kitchens

[Music]

and that's our lab we're doing that in

house all in house yeah all this stuff

is in house

[Music]

[Applause]

[Music]

so we call this part like look ma no

hands right so once the dispensers are

full of

food nobody touches it and what comes

out on a conveyor belt is bags of food

that get delivered amazing right so you

know LED

bag sealed you get the general idea so

now you have a a restaurant that can

asynchronously produce for consumers

from what labor is doing and the labor

is primarily on the on the prep side of

things so we see there's kind of vessels

there um I'm assuming they have

ingredients in them the bowl goes by

stuff gets dropped in organized covered

put in a bag label goes on the human has

no part in that except for maybe

preparing and and filling prep let's say

you have prep in the morning this

machine can run for hours without

anybody there um and so you know there's

interesting you know so so it just

becomes a more efficient thing so the if

you want to do to the kitchen what Uber

did to the car you have to make sure two

things happen one is that you need the

logistics the movement of food needs to

go to the cost of that needs to go to

zero this is a autonomous vehicles

things along these lines and then the

production of food must also get uh sort

of roboticized mechanized essentially

those two things happen and then we can

always cook but it can be out of choice

and um you know I like to say I like a I

I like horses but I don't ride a horse

to work and so um you can get higher

quality food to the people at a lower

cost and just give people the most

precious of commodities

back which is called time to do all the

things all the other things in life that

they love and you're strategically

placing these Cloud

kitchens um in I get I would assume very

lowcost real estate but that's at very

key uh locations that make it very

efficient to uh deliver the food yeah

yeah so on the software side we we have

a software stack that like I said

hundreds of of thousands of restaurants

use we're seeing 18% of all online

delivery in the US as an example our

software is touching so because we see

where all of the delivery is we know

where to put a delivery only restaurant

facility um and so we find distressed

real estate or sort of unique situations

where it's hard to develop and we've

built a competence in sort of turning

that into a 30 kitchen facility that we

then lease those kitchens to restaurant

tours let's talk about the Playbook this

is something you worked on really hard

at Uber hiring Josh in New York will in

La we had a podcast and you were set on

that podcast years and years ago hey I'm

looking for some people to run some

cities to run Uber and you found this

eclectic group of Samurai and you let

them go um and man they cooked yeah talk

to me about that management principle

and your management principles hey be

pumped you know and and bringing that

enthusiasm that fire and letting those

cities cook because most people have

this top down they do things

sequentially you've really and and in

those early days got more and more

emboldened and excited about doing

things in parallel and letting people

make mistakes in those regions and

learning they could I remember Josh

started doing messenger delivery you let

other people deliver kittens for a day

to an office to that was a funny thing

yeah JD Vance that's when he uninstalled

Uber um no kittens um but cookies

whatever it was ice cream trucks yeah

talk about that model of letting you

know a th flowers bloom letting these

Samurai go crazy so look we had a a

cultural value at Uber called let

Builders build and I'm sure it was there

are other companies that I think may

have said that before us uh but we we

certainly took a hold of that and look

as it related to our GM model and and

how to empower GMS to do well it starts

with who is the person and we I always

felt that the the magic making happens

when you

cross uh sort

of uh creative instincts with

analytical capabilities or prowess

really so we would just design tests

that sort of simulated what it would be

like working together that tested their

creative stuff their secret their secret

sauce and creativity but would create

problems where it was crossed with the

necessity to analytically solve problems

got it and so you put those two things

together with a hungry person that maybe

just got out their MBA or let's say

equivalent and they're fired up and

ready to go and you Empower them and

then you put

very simple controls to make sure that

they're check that like like like

waypoints that in order to go further

they have to pass that test once they're

in the job and just simple things like

we would have a pricing call in the

early days of uber where you cannot put

it up in the app until you pass the

pricing call the first 30 cities I was

on that pricing call and the thing about

price when it comes to Transportation

it's a amalgamation of all strategy

across everything across what does your

cars look like what's the supply the

supply uh what does uh what does Metro

or public uh public transport look like

what is cost of Labor in that City uh

what are their General alternatives for

getting around what are regulations like

ultimately becomes a service with a

price you pass that and then you run you

get to run a

city but that means the previous 30 days

or 90 days when they're just doing lots

of stuff I don't have to worry and then

they get to that point they pass the

test they know what the criteria for

passing the test is so it forces them

into the right mode right let's talk

about strategy you know one of the great

privileges of of getting to be involved

you know in your journey for a little

bit was we would talk sometimes late at

night weekends uh when there were really

dicey strategy moments and I'd ask you

what you're thinking and we would just

jam out and a couple of those

conversations I remember calling you in

a panic after having taken a lift a ride

chair and we were only Uber black yeah

and I said trais I just got out of this

[ __ ] thing it's $16 it would have

been 60 I'm pricing sensitive but man

this is going to change everything and

you're like jakow and I said don't you

don't understand J no this is disrup and

you said we're launching it next week we

got it you know it is disruptive and you

saw you know the the Lincoln Town Cars

were so brilliant you know because there

were such high margins but you saw the

disruptiveness of of the rering thing

and then surge pricing we had a big

debate about tipping let's talk about

some of those seminal moments in product

design yeah and

competition because this was not

happening in a vacuum people forget

there was sidecar there was lift yeah

and then there were Regulators this was

a war yeah so I mean kind of a funny

story I'm not sure if I've ever told you

this you were you were only six weeks

behind Zuck right which is I first heard

about Lyft from Zuck H and he's

like yo

yo I think you have a situation on your

hands and like Su would sort of do that

like with like a little [ __ ] with you

kind of sit yeah kind of like that yeah

he's he's a puck

yeah and I'm like thank

you and um but the thing was was look it

was at the beginning that was like they

called their rides donation it was a

donation thing it was non-commercial

because there was no insurance there was

no regulation there was basically just

citizen giving another citizen a ride

across town and we didn't do anything

about it for 9 months because we were

already getting our asses hand handed to

us and we were doing the legal thing and

so I'm like dude like we're we got like

I got threatened by the city of San

Francisco and the state of California 3

months after we launched Uber with 90

days in jail for every ride that had

occurred yeah so then this thing is like

it's a donation I swear and by the way

if you don't give the donation they

suggest then you get kicked off the

system yeah right so we're like H we're

not going to do that and we saw Lyft

eating our market share up from the

bottom up because they didn't have

insurance or regulation or any of these

other things and then nine months into

it uh the city of San Francisco the

state of California because it's was a

California pu said ah you know it's

totally

fine and then we're like oh [ __ ] so then

we hustled got our thing going which is

called would at the time was called

peer-to-peer ride sharing right um and

then just got working and um um the way

we did it was like the reason we didn't

do it in the first place is because it

was clearly not like legit and but then

California said yes and so I made a PCT

with myself that was like I'm never

going to let this happen again and so

each and every city we went to we would

send we would wait for Lift to launch

and then we would basically say to the

city we'd send them a letter saying

there's this really cool thing called

ride sharing this company called lft is

doing it

um we think it's great but our read of

your regs is like it's probably not

allowed because you're thoughtful you

want to be thoughtful but if you don't

enforce in the next 30 days we're going

to participate as well great so almost

every city in the US other than two we

can talk about those two by the way but

in all every city in the US other than

two Portland

Vegas we were number two in R

sharing um be for this

reason um and we did this actually

internationally we did it across Europe

we did it everywhere there were other

folks that were out there and we would

talk to the regulatory guys say if

you're going to enforce do it but if

you're not we're going to participate

yeah and that work that's kind of how we

rolled and surch pricing was an

interesting one you know um the

Brilliance of the of the Uber

Marketplace was in many ways tackling

demand

and figuring out a way to get uh

drivers to come out on New Year's Eve

the worst night of their

lives to drive and you came up with a

pretty novel approach which is hey we'll

pay you double we'll pay you triple yeah

and if you don't want to participate in

that as a customer that's fine but we

think availability is more important uh

than necessarily having standardized

pricing and man the world got very very

upset at this

and you and I talked about when you

explained it to me I said that makes

logical sense and I said you know what

we should do we should write a blog post

and that blog post is still up I think

where you just explained it to people I

thought Uber took down all my blog posts

they probably yeah that might be a

little but this blog post where you just

said hey here's how to handle New Year's

Eve leave at this time go back at this

time but we need to get these people on

the road and they deserve to be

compensated so surge pricing there's

another way to say it

now I called it surge pricing on purpose

because I didn't want any body to think

we were trying to deceive them right so

we said surge pricing like it's clear

what's going on um but the other way to

say surge pricing is called the lowest

cost reliable

ride because if surge pricing goes up

too much then you have drivers that

aren't making any money um and by the

way they'll go to the

competition but if surge pricing is

exactly at and by the way if surge

pricing is not enough you're not not

going to be able to get a ride because

too many people are going to want it and

there won't be enough cars sech price in

the right spot it draws enough Supply

in and fends off enough customers and

the market clears so it's the lowest

cost reliable ride and that's why we

knew it was a winner even when all of

the competition and the world generally

was like hating on this idea

anytime we were doing surge pricing and

our competitor wasn't we knew we were

gaining market share because somebody

could just come to us and get a ride

when in the other system they couldn't

so you're proving reliability you're

proving it's the lowest cost reliable

ride that's it yeah um take me to you

know real quick led to a

massive super interesting Logistics

cross with economics problem where at

the peak I mean and I don't know what it

is at Uber today but it was like I don't

know like 150 phds working on this

problem that we just described huh

inside the company yeah which is like

how do you find that lowest cost

reliable ride is a very very difficult

problem in a live Logistics system like

this let's talk about Regulators in

relation to people being independent

contractors this is when I realized the

Press was acting

without good faith data or logic and as

a former journalist you know it was kind

of eye openening to me to be on the

other side of the table and watching

this happened because we knew full well

based on driver data that they loved

their jobs at Uber because they had Free

Will and they could go and do any other

job they wanted and let's be clear the

average Uber driver during my you know

let's say at the end of my tenure was

eight hours a week so they clearly like

it clearly a side gig yeah side hustle

and they wanted the

flexibility over everything else work

when I want don't work when I want and

then these

Union politicians and everything said no

and the people who own the medallions

and this is a cobal of really bad actors

who were saying no they have to work a

shift and they have to go work for

somebody who owns a medallion who gets

50 60 70% of the economics and they

portrayed us or you as the bad guy in

all this and this was the exact opposite

of the

truth so um yeah I mean it was a union

problem which is it's very difficult to

organize people who in this classic area

which is very Union organized called

drivers it's very difficult to organize

them when they choose when they want to

work their office is their own it's

their own like nobody controls it like

there there's just no control and so

other than the control given to the

individual and so it was very

disruptive to the union and their own

business model and so they had to cut it

off at the knees and so that became a

mix of a sort of political discourse and

like a media push crossed with sort of

of

regulatory uh lobbying and like like

trying to make political apparatuses do

what's necessary to constrain it and you

took the approach we will fight there

are wartime CEOs there are peacetime

CEOs I put you in the category with Elon

of wartime CEOs who it does not matter

how many battles you must battle

concurrently we're going to fight

because it's we're on the right side

yeah of History yeah uh but this became

acute the number of battles yeah that

you had to fight the number of fronts

increase take us to the

darkest peak of it because every time I

talked to you I felt fine about it but

other investors other people felt like

hey this is too many battles to wage at

once talk to me about you personally

fighting all those battles I my

perception of you was the more battles

emerged Yeah the more you realized you

were doing the right thing it filled

your bucket it powered you it gave

energy to you to know we were on the

right

side so yeah I you know sort of in

justest I would I would say to folks I'd

be like

so you know I'm not sure how it became

so

controversial that one citizen giving

another citizen aide across town became

such a thing I I'm not sure how that

happened but it did

uh the darkest moment I me the thing is

is like you'd

keep it was almost like we were always

pushing into that

area so like if something became easy

then we'd push elsewhere until that

became hard so it was constant is like I

make the analogy to like

a to teams that we have in different

places then and now like a a world class

marathoner I've never seen a worldclass

marathoner a mile 19

look like he's just honky Dory yeah

right and if he was he's about to

lose so you push right to that edge of

what's possible and if that starts to

get easy you push further now it doesn't

necessar mean you push in exactly that

along that axis it could be in a totally

different area but um as long as the

problems you're

solving are greater than the problems

you're

creating then you're fine when the

problems you're creating are starts

to when the derivative of problems

you're creating is greater than the

derivative of the problems you're

solving then you have a real problem

right and that's when you have to start

pulling back get back to above water and

then go back into it but when I talk

about creating problems I think of it

like think of it as like a math

professor a math profess professor

without a really cool interesting

problem to solve is a sad math

professor and that's how we would think

about it right these we always pushing

to the point where we're sweating yeah

and it's

like not sure and there could be late

nights there could be all nighters it

could be that thing but because we were

doing the right thing because we had

great people in the field who believed

then we could push all the way to that

edge uh only they could be world class

marathoners too only two entrepreneurs I

know have had the audacity to not build

their products in China everybody does

that that's pretty easy but to actually

operate a business in China yeah you and

Elon uh decided we're going to try to

compete him with selling cars inside of

China pretty crazy uh and even crazier

self- driving cars in China wow yeah

okay let's go let's go byd like you're

up against some serious competition and

it's not

exactly um a fair game maybe or there

might be complications to that game um

we had a long conversation about China

and I said to you wow we're burning a

lot of money there what do you what's

the strategy here let me just hear it

from you and uh you said we're we're

going for gold yeah but I mean there's a

lot of fun there I mean look the thing

about doing business in China is it

forces you to rethink everything

everything like if you go into China

thinking you got it you're going to get

your ass handed to you you have to start

first principles Bottoms Up um let's see

where could I go with this um look we

tell me tell everybody the strategy hey

we're going for gold but they're silver

and and you how you looked at the world

in that regard yeah yeah so I'll get

there is that we so a lot of times when

you go in ENT China they're basically

somebody's going you got to have a

partner if you just go and you do your

first exploration trip they' be like you

got to get a partner they're like 50/50

blah blah blah and I'm like why nobody

could tell me why so then we just went

on our own and started building

something and we never saw on the ground

we never saw bias we were treated fairly

on the

ground um

but at some point what I'd say is the

China war went Global and what what I

mean by that is the Chinese government I

think it

was safe there was a there's some

there's some I think it were called safe

like a it was like The Sovereign wealth

of China cic there's like a few things

like that they started investing

hundreds of millions and billions of

dollars in all of our competitors

globally to drain us of money so that it

was harder to compete in

China

they made apple and I'd love to have a

discussion with Tim at some point we had

some interesting words for each other at

this point but they made

Apple uh invest a billion dollars in Dee

and apple doesn't invest anything in

anybody no that's not their like what

was he protecting there there's

something going on

so whole really amazing story there holy

cow anyways uh the Chinese War went

Global and so that's when we had to go

from going for the goal

to making sure we got the silver and

that's when we started negotiating with

de to basically say we had

20% of the of the overall entity of the

merged entity uh but in order to do that

in China that's when we actually had to

push our spend super hard because they

had to be

scared so I think at the

peak uh right be right as we were

negotiating the term sheet we pushed we

were burning

I think it

was $75 million a

week it's a big number yeah that was

that yeah

and but it but we knew we had the deal

but we only have the deal if they're

scared right this is a poker so our

market share was skyrocketing as we did

this

they're pissed and tripping and then ail

who's negot the deal is like just chain

smoking

yeah but that's how you get a deal done

in China right uh and that turned out to

be there it is um that's that's your

wartime CEO right there um that deal we

had invested millions in ch billions in

China at that point and I think we I

think we invested yeah we probably were

around a billion billion and a half and

the DD St at the time when deal got done

was we at 891 yeah something like that

so we turned a bill and a half into

eight or nine I can't remember the exact

math but it's something like that uh

let's talk about in like two years yeah

let's talk about when you got atin U

this was heartbreaking

crushing brutal um you fought hard to

remain in the seat I got out there and

did what I could on the Press front to

try to defend you and and try to keep

you in the seat but we failed yeah uh

and it was brutal and it was

particularly hard on you because you put

your soul into this

company yeah well look I think there's a

little bit more I mean uh you know like

if an

investor is

running a political Oppo campaign

against you for six months sort of

generating a crisis every week for six

months straight it's going to wear you

down and then you know my

this one's hard your mom

passed I

know I was there with you no no it's all

good with you but that's that's when

they went in for the kill uh that I just

couldn't hang yeah bottom line I just

couldn't hang

[Applause]

yeah

and yeah

it was um it was dark it was dark yeah

so but look I a lot of people go hey are

you pissed off or this thing and I

say um

first I loved it every

minute I loved every minute but when you

fall in love again you don't think about

the ex very much right Cloud kitchen the

X you moved on

and you put all that in there in

in the I I just want to say

like I am proud of everything you did

and and watching you do it and getting

to be there and witness it I learned so

much from you the community learned so

much from you and I think we all owe

like the Playbook I I can tell you the

impact you had on the Next Generation

because you know I never talk about Uber

I brought it up once or twice never talk

I never talk about it I try to keep it

lowkey but I brought it up once or twice

and it was good for my deal flow and I

got to

see I got to see I got I'm so honored to

be here I'm so honored to be here too uh

but I got to see that famous Uber

investor and I mean this sincerely the

number of entrepreneurs who came to me

who said I started this company because

I watch Travis I watched what he did I

want to be Travis you inspired that

generation along with Elon to say I want

to operate in the real world I want to

build something that has an impact and I

am willing to fight and have that

entrepreneurial Spirit which I'm going

to be honest there's a large amount of

entrepreneurs who don't have the fight

in they don't have the dog in them you

got the dog in you you got the fight in

you you know and and that's so rare and

that's why you're so successful it's

because you're willing to fight the

fight

yeah

um you know look we just saw the

Olympics and I know I made that

marathoner analogy before but like every

one of those gold medalists they got the

dog in them there's no way no other way

um we're just playing a different sport

and I think the you know some of the

interesting parts about this sport is

that it's it's not just an individual

thing it's a it's a massive team and

there's stakeholders in cities and

citizens and and all that um it's just

fun you know like a lot of folks go look

you did the Uber thing why are you doing

it again I mean you catched in a lot of

chips you could be just chilling I'm

like look Serena keeps getting on the

court she's totally badass why is she

doing it right you know or take your

favorite

star of anything yeah LeBron's in his 40

what he's 40 now and he he's looks great

out there so it's because they have a

love of the game and it's not just

Showtime that day yeah it's everything

behind the scenes it's working with

people especially in this sport like

again individual stuff is a little

different like you got to I like the

magic of working with magical people

doing it as a crew is where all the good

stuff happens and they and you know they

all keep coming back you know I've seen

a lot of the the the folks who who came

for a second Tour of Duty with you that

speaks volumes as we end here um Dar has

done I got to know him yeah um try to

support the team over there for the

Legacy um and he's he's he's done a

decent job solid job profitable what's

that let's go they went from my 75

million a week to profitable I like it

well I mean it is great the Legacy we

always knew it was easily to make it

profitable people were saying oh it

could never be profitable and you and I

would talk and be like we were raise the

price of dollar profitable like it's not

difficult just do you know look there's

there's an art to that too it's all good

yeah um but yeah like like I

think Uber's gotten to a great place the

profitability is there that's means it's

going to be around now we they've got to

figure out the autonomous thing that's I

think that's the next big challenge to

uh to go after well let me just put it

out

there he's he's going to do his tour

and uh his stour is going to end would

you consider doing what Steve Job did

and coming back and merging Cloud

kitchens with

Uber would you consider it if if if the

opportunity was there or can can you not

go you're saying there's a

chance can you go home I mean if he this

would be the Return of the King this

would be my dream if you came back I

know it's not your dream but it's

mine could you if Cloud kitchens became

part of uber it would be it would be a

trillion dollar company with you back in

that seat would you take the seat again

if if it was

offered would you consider

it well I definitely know who my head of

comms would

be on that note Travis

Kalen my man I love you great job