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Show Notes

[00:03:07] - [First question] - The catalytic moment that inspired Tony to build DoorDash

[00:06:33] - Network density and its role in scalability

[00:09:15] - Solving a math and sales problem simultaneously

[00:11:33] - Becoming aware of multiple problem sets for restaurant owners

[00:14:34] - Designing a team to quantify friction and turn it into useable data

[00:16:49] - How to approach difficult problems and compartmentalize them in a practical way

[00:18:38] - Accounting for high-level variance in long-term goals

[00:21:54] - Factoring in time horizons for variance and planning for the future

[00:23:08] - Slowing down an action process to minimize a high-consequence decision

[00:26:48] - Generating demand after completing their software infrastructure

[00:28:15] - Strategic choices between network health and unit economics

[00:30:32] - Why DoorDash struggled to raise financing in their seed-stage

[00:32:23] - Solving a small fraction of a larger logistics problem

[00:35:00] - Differences between local commerce and distribution centers

[00:36:44] - Creating the DashPass subscription service and how premium experiences influence user behavior

[00:38:34] - Advantages and potential diminishing returns in servant leadership

[00:40:41] - His broader philosophy on leadership and how it’s changed over the years

[00:44:55] - Creating an incentive-aligned culture of ownership at scale

[00:47:02] - The most surprising lessons learned about company building

[00:50:38] - Unexpected positive outcomes that may emerge in other areas due to DoorDash’s growth in the coming years

[00:53:44] - Will DoorDash’s presence change behavioral patterns in where people choose to live or start their business?

[00:55:36] - What has him most excited for the future

[00:56:55] - Kindest thing anyone has ever done for him