SURVIVAL

I could be wrong. I need to make sure I can survive being wrong.

We were 90 days from bankruptcy. We cut 4,000 jobs. We renegotiated $3.5 billion in debt. And then we posted our first profitable quarter. Survival is not a strategy — but sometimes it's all you've got.

When your underlying technology becomes free and commoditized, you have two choices: die, or move up the stack. We moved up the stack.

Bird went bankrupt. Spin shut down. Jump was sold. We survived because we obsessed over unit economics when everyone else obsessed over growth.

The scooter graveyard narrative is over. We are profitable, growing, and the last company standing. That is how you win a category.

Surviving is not the same as winning. But you have to survive first.

If you don't innovate, you die. It's that simple in the entertainment business.

Profitability wasn't optional — it was survival. We had to prove food delivery economics work.

COVID was existential for us. Nobody rented dresses when nobody went anywhere. But we survived.

Every neobank offers the same features. The ones that survive will be the ones with a real identity.

I was kidnapped and held for two days. I talked my way out. That's the one negotiation I'll never forget.

The Indian edtech crash killed BYJU'S. We survived by focusing on what works: live exam preparation.

Three indoor farming competitors went bankrupt. We're still standing. But the math hasn't been solved.

We nearly ran out of money in 2015. If we had raised one month later, DoorDash wouldn't exist.

In 2008, we had seven billion pounds of debt and the world stopped. I thought I'd lost everything. We negotiated with 230 banks and survived.

In Russia in the 1990s, there were no rules. You either figured it out or you disappeared.

The only way to survive is to invest in technology. There is no shortcut.

A company that gets comfortable is a company that is about to die.

I didn't fight to get out of that fire to give up. I never give up.