Squawk Pod: Leaders Playbook — Inside Uber (1/21/26)

Host: CNBC Team
Guests: Dara Khosrowshahi (CEO, Uber), Andrew Macdonald (President, Uber)
Original Air Date: January 21, 2026

Episode Overview

This episode of the "Leaders Playbook" series dives deep into Uber’s incredible transformation under CEO Dara Khosrowshahi. From inheriting a crisis-ridden tech giant marred by toxic culture and financial losses, to leading it through the global pandemic and into its next era of growth, Khosrowshahi unpacks his leadership philosophy, the difficult decisions he made, and what the future holds for Uber in an increasingly autonomous world.

Key Discussion Points & Insights

1. Taking the Reins at Uber: A Leadership Challenge

• Dara’s Decision to Join Uber:
  • After 13 years at Expedia, Dara Khosrowshahi made the leap to Uber in 2017 as the company faced scandals and cultural turmoil.
  • Quote: “I remember talking to my dad and he said that when a company that's a verb asks you to run it, just say yes.” ([02:35])
• Inherited Turmoil:
  • Uber suffered from executive departures, bad press, and internal demoralization.
  • Andrew Macdonald: “We literally had no CEO. We were just trying to keep the trains on the tracks.” ([03:58])

2. Culture Transformation and Regaining Trust

• Redefining Values:
  • The previous "always be hustlin’" ethos was replaced by a new core value: “Do the right thing. Period. No exceptions.” ([06:34])
  • Employees initially wanted a formulaic interpretation, but Dara encouraged personal responsibility and thoughtful decision-making.
• Restoring Reputation:
  • Dara emphasized authentic change over PR fixes:
    Quote: “If we treat it as a PR problem, we're never going to solve it. The problem is us. The way to win trust back is act differently.” ([08:03])

3. Crisis Leadership During the Pandemic

• Wartime CEO Mode:
  • COVID-19 wiped out 85% of Uber's mobility business overnight.
  • Tough Decisions: Dara led severe layoffs (~25% of staff) and shifted focus to Uber Eats, which doubled overnight and became a lifeline for many.
  • Quote: “I never imagined I'd come to Uber to do a layoff that big. It was really, really hard, but it was necessary.” ([10:33])
• Understanding Drivers’ Fears:
  • Dara heard a driver say, “Because Dara, a Big Mac can't give me Covid.” ([12:21])
  • He personally delivered food and drove riders to experience pain points firsthand, catalyzing a shift towards being more driver-centric.

4. Leading by Example: Empathy and Action

• Getting in the Driver’s Seat:
  • Dara’s hands-on approach (literally driving and delivering as an Uber worker) inspired other executives and accelerated internal improvements.
  • Andrew Macdonald: “It sort of had this cascading effect... speeding up the cycle time at which we improve those experiences. Super important cultural moment.” ([13:11])

5. Strategic Investment and Long-Term Bets

• Reinvesting vs. Cost-Cutting:
  • Post-pandemic, Uber spent heavily to bring drivers back, at a time when others (like Lyft) did not, even if it meant short-term unpopularity.
  • Quote: “Leadership isn't going where the current takes you. Leadership sometimes is swimming against the current.” ([13:51])
• Safety as a Top Priority:
  • Dara outlined extensive new safety features, including 911 buttons, tracked rides, and audio/video recording.
  • Impact: These efforts made Uber’s platform “44% safer” since 2017, though Dara insists it’s an unending mission. ([16:44])

6. Global Growth, Market Strategy, and Collaboration

• Global Decision-Making:
  • Uber aims to be #1 or have a viable path to it, else they exit a market (e.g., Brazil food delivery).
  • Quote: “I never want to be [satisfied with] number two.” ([18:19])
• Embracing Former Rivals:
  • Built partnerships with taxi companies to mutual benefit, overcoming deep mistrust.
  • Quote: “Listening is a really underrated executive skill.” ([19:21])
  • Example: Taxi drivers in San Francisco using Uber make “20, 25% more.” ([19:21])
• Organic vs. Acquisitive Growth:
  • Dara: “The best deals are not having to do any deals.” ([20:31])
  • Focus on strong organic growth, using partnerships instead of costly acquisitions.

7. Preparing for the Future: Automation and Talent Development

• Autonomous Vehicles & AI:
  • Uber divested its own autonomous tech, now focuses on partnerships with the leading players.
  • Quote: “If you think you're planning five years into the future, you’re kidding yourself. What I'm certain about is that autonomous technology is going to be safer than humans.” ([21:55])
  • Andrew Macdonald: “Autonomous vehicles need to be highly utilized... our platform is the best place for them to be utilized.” ([22:17])
• Leadership and Talent:
  • Dara focuses 60-70% on short-term priorities, the rest on long-term strategy.
  • Prefers developing talent internally over hiring, believes in “throwing challenges” at people to encourage growth. ([23:08])
• Balancing Data & Instinct:
  • Dara’s decision-making rule: “The head’s gotta agree, but the heart’s gotta be there. When those two come together, I’m ready to move.” ([23:46])
  • Andrew Macdonald: “Dara's ability to combine his natural instinct to lead from his heart with... tough decisions... threads the perfect needle for a CEO.” ([24:24])

Notable Quotes & Memorable Moments

• “When a company that's a verb asks you to run it, just say yes.”
  — Dara Khosrowshahi ([02:35])
• “If we treat [trust issues] as a PR problem, we're never going to solve it. The problem is us.”
  — Dara Khosrowshahi ([08:03])
• “A Big Mac can't give me Covid.”
  — Uber driver, relayed by Dara Khosrowshahi ([12:21])
• “Leadership isn't going where the current takes you. Leadership sometimes is swimming against the current.”
  — Dara Khosrowshahi ([13:51])
• “The best deals are not having to do any deals.”
  — Dara Khosrowshahi ([20:31])
• “The head’s gotta agree, but the heart’s gotta be there. When those two come together, I’m ready to move.”
  — Dara Khosrowshahi ([23:46])

Important Timestamps

• [02:35] Dara on accepting Uber’s CEO role
• [06:34] Replacing “always be hustlin’” with “Do the right thing, period”
• [08:03] On trust: actions, not PR
• [10:33] Pandemic hits: layoffs and pivot to Uber Eats
• [12:21] Driver’s COVID fear and Dara’s direct approach
• [13:51] Investing to get drivers back versus peer companies
• [16:44] Safety strategy and measurable improvements
• [18:19] Why Uber enters or exits global markets
• [19:21] On partnerships and listening skills
• [20:31] Organic vs. acquisition growth
• [21:55] AI, autonomy, and planning for an uncertain future
• [23:08] Developing talent and decision-making balance

Summary

This episode provides a masterclass in crisis management, cultural change, and vision-driven leadership. Dara Khosrowshahi candidly shares his journey from inheriting a deeply troubled Uber to steering it through existential challenges, transforming its identity, and charting a pragmatic course for a future defined by partnership and technology. Listeners gain rare insight into not only Uber’s turnaround, but also the deeply curious, empathetic, and conviction-driven leadership style that has powered the company’s renewal.