Hyderabad driver suicide

Mike Isaac’s Super Pumped (p. 187) reports the suicide of a driver in Hyderabad, India after he wasn’t able to make his car loan payment on time:

An angry mob of drivers—some who drove for Uber, others employed by taxi organizations all too happy to stoke anger—showed up outside of Uber’s offices in early 2017 with the dead body of the thirty-four-year-old driver, M Kondaiah, dumping the corpse on the company’s front doorstep. If Uber’s wages for drivers in India weren’t so low, the group claimed, Kondaiah would still be alive today.

Millions of dollars wasted on fraud in China

Mike Isaac’s Super Pumped (p. 183) describes scams in China seeking to steal sign-up incentives:

[I]n China, drivers and riders colluded to scam Uber out of billions in incentives, divvying the rewards. Most scammers found each other over text-based Chinese internet forums, a simple, anonymous way to match people who wanted to make a quick buck. They developed their own codified language; drivers seeking a fake ride would ask for “an injection,” a reference to the small, red digital pin that signaled a user’s location inside the Uber app. A “nurse,” or scammer, could respond in kind to give a “shot” to the original poster by creating a new fake account and going on a fake ride with the driver. The two parties would then split the bonus incentive payment from Uber. Repeated over and over across dozens of cities, small driver bonuses mushroomed into millions in squandered cash.

The obvious solution was to better verify drivers and passengers, to prevent repeat signups.  But this was off the table:

To juice growth, Kalanick had made the new user sign-up process as simple as possible. Joining Uber only required a name, email address, phone number, and credit card number, all of which were easily replicable. Fraudsters simply entered fake names and emails. Then they used apps like “Burner” or “TextNow” to create thousands of fake telephone numbers to be matched with stolen credit card numbers. But requiring Chinese users to add other, more precise, forms of identification would add more friction to the process. And, as Kalanick’s data scientists found in their research, adding friction slowed growth. For Kalanick, putting a dent in growth was not an option.

Isaac then explains the additional methods scammers implemented to create fake riders, including cheap cell phones and disposable SIM cards to simulate additional personas.

Drug traffickers and prostitutes used Uber with stolen credit card numbers

Mike Isaac’s Super Pumped (p. 182) reports drug traffickers and prostitutes using Uber for local transportation — and not even paying for it.

In Brooklyn, … credit card thieves used stolen card numbers to run drug trafficking and prostitution rings using Uber vehicles. The ruse was simple: the dealers would buy stolen credit card numbers from the Dark Web, then plug those numbers into the app to charge Uber trips to the stolen accounts. Over hundreds of trips per week they delivered drugs and call girls throughout New York City–all paid by Uber incentives or through chargebacks from credit card companies after the original card owners reported the fraud.

Manager attacked and berated employees

Mike Isaac’s Super Pumped (p. 171) reports physical and verbal abuse by Uber managers:

One manager in Rio would scream or throw coffee mugs at subordinates when he was upset. Workers were threatened by managers with baseball bats if they didn’t meet targets. Once, this manager berated an employee about his performance so intensely, he made the man cry in front of the entire office. … Yet because Rio de Janeiro was one of Uber’s top performing markets, the numerous HR complaints about that manager went unresolved.

Intense work demands

Mike Isaac’s Super Pumped (p. 171) describes “intense pressure” including “work[ing] late into the evenings.”  He continues:

Some [employees] never took weekends off to enjoy time with their families. It wasn’t uncommon for bosses to call employees in the middle of the night, or for staff to be asked to join a conference call at two o’clock in the morning from New York if you were trying to talk to offices in Southeast Asia or Australia.

Hostile culture from New York City General Manager Josh Mohrer

Josh Mohrer, Uber’s General Manager for New York City, created a hostile culture. Mike Isaac’s Super Pumped (p. 169) explains:

Mohrer leaned hard on his people–browbeating them when he needed to–never accepting excuses. … Mohrer would pit his employees against each other to see who could impress him or deliver better–a tactic espoused by Kalanick himself.  Subtle intimidation of his underlings sometimes meant flicking at their flaws, like inspecting the receding hairline of an employee as they tried to discuss a project with their boss.  He described the shortcoming of an individual employee in front of the entire office, praising winners and shaming losers. … [A]round the office, according to two employees, he seemed like a shorter version of Biff Tannen, the high school bully antagonist from Back to the Future.

But Isaac reports that Uber ignored any concerns about culture:

Mohrer always hit his numbers, no matter what.  And that was what mattered at Uber. His business success kept Mohrer’s position secure at the company for years.

Isaac reports (p. 323) that Mohrer was ultimately fired as part of the Holder report.

“Kill or be killed” motto

Mike Isaac’s Super Pumped (p. 169) reports Uber’s “champion’s mindset” of “Kill or be killed.”  Isaac explains:

[I]f you weren’t watching your back you might be betrayed by a colleague looking to get ahead.  Success, many believed, only came at the expense of others.

Isaac continues (p. 267) that an employee “recalled a director boasting about withholding information from one executive to curry favor with another (and it worked.”  His conclusion: “Backstabbing was not only endorsed, but encouraged.”