All

Posted on

Removed second staff person from autonomous cars

Historically, Uber’s autonomous cars had two staff members onboard: One to take over driving in case of problems, and another to monitor onboard systems to track performance and label data. But Uber later moved to a single operator. Reviewing 100 pages of internal company documents, the New York Times reported that some employees expressed safety concerns about the change. Among other concerns, they noted that solo work would make it harder to remain alert during monotonous driving.

Broadly, problems seemed to have unfolded as internal critics worried. One Uber autonomous car safety driver was fired after being seen asleep at the wheel. When an Uber vehicle struck and killed a pedestrian in Tempe, Arizona, early review of the onboard video shows the staff person looking down or sideways, perhaps at a phone or onboard systems, but not at the road.

Posted on

Self-driving cars fell short of expectations

Reviewing 100 pages of internal company documents, the New York Times reported that Uber vehicles were falling short of company objectives. For example, Google cars could drive an average of nearly 5,600 miles before a driver had to take control from the computer, whereas Uber vehicles struggled to meet the company’s target of one intervention every 13 miles.

Posted on

Self-driving vehicle struck and killed pedestrian

An Uber self-driving vehicle struck and killed a pedestrian in Tempe, Arizona.

Early reports indicated that the pedestrian was crossing a roadway after dark, outside a crosswalk, and that Uber would probably be deemed not at fault in this incident.

But reviewing the crash video, multiple concerns arose. For one, Uber’s onboard driver — responsible for taking over in case of system problems — was looking down or sideways, hence unable to see the pedestrian. If her hands were on the steering wheel, ready to take over driving from the computer, that is not apparent from the video. Two, the pedestrian was making steady progress across the roadway. Three, some experts said a standard automatic emergency braking system, even on ordinary commercial vehicles, would have been able to detect the pedestrian and at least apply the brakes.

Velodyne, which makes the LIDAR sensors used on Uber’s autonomous cars, expressed surprise that the Uber vehicle hit the pedestrian. A Velodyne spokesperson explained in an email: “We are as baffled as anyone else. … Certainly, our Lidar is capable of clearly imaging Elaine and her bicycle in this situation.” Velodyne suggested that Uber’s software might be at fault, explaining that “[o]ur Lidar doesn’t make the decision to put on the brakes or get out of her way” and that Uber’s systems would need to make those decisions.

Posted on

Holder report recommended firing SVP of Business Emil Michael

Business Insider reported that Eric Holder’s report recommended that Uber’s SVP of Business, Emil Michael, leave the company. BI noted that this recommendation was, for whatever reason, not included in the version of the Holder report available to the public. But, consistent with BI’s reporting, Michael left Uber in June 2017.

Uber CEO Travis Kalanick had been especially close to Michael. BI characterized Michael as Kalanick’s “wingman.”

Posted on

Encouraged Argentinian users to pay via Bitcoin-backed credit card issued from Gibraltar

After credit card processors were ordered not to process payments for Uber in Argentina, Uber found a workaround. In particular, Uber encouraged Argentinian users to get credit cards from Xapo, a startup that issues credit cards that draw funds from a customer’s Bitcoins. Xapo issued cards out of Gibraltar and thus escaped the Argentinian injunction that targeted local credit card issuers.

Posted on

Ignored multiple injunctions to cease operation in Argentina

Uber was found to be unlawful in Argentina, including for operating without a permit or tax-identification number.

A series of injunctions ordered the company to cease operations, and ordered telecommunications vendors and payment processors to cease supporting Uber. The Stanford Center for Internet & Society explained:

Shortly thereafter, a criminal prosecutor from the City of Buenos Aires issued an injunction ordering ENACOM (Argentina’s FCC) to block the UberApp. Apparently, ENACOM refused to comply with the injunction arguing that a local prosecutor was not a competent authority to order such a measure. On April 22, a criminal judge from the City of Buenos Aires ordered ENACOM to block Uber within the City of Buenos Aires jurisdictional limits. It is not clear whether ENACOM, a federal agency, will comply with a City of Buenos Aires order. Content circulation through communications networks is a federal matter in Argentina, which is supposedly beyond the reach of local government jurisdiction.

Finally, the Consumers Protection Agency of the City of Buenos Aires—an administrative agency—issued an injunction ordering telecoms to block the App and credit card companies to block any transaction related to the App. The injunction was issued against telecoms and credit cards as “contributors” to an allegedly harmful activity. A few days later, also a judge in Buenos Aires ordered credit card companies to cease their operations with Uber.

Nonetheless Uber continued operations, including encouraging Argentina users to pay via a Bitcoin-backed credit card.

Posted on

Tensions between Kalanick and mega-investor Bill Gurley

Benchmark Capital general partner Bill Gurley and Travis Kalanick started off thinking highly of each other and working closely, but their relationship deteriorated. Business Insider offers details:

Initially, Gurley saw Kalanick as young and inexperienced, needing guidance and not always listening to advice. Gurley pressed Kalanick to find a mentor and hire an experienced CFO. Later, Gurley wanted Kalanick to stop losing so much money, reduce growth plans, and increase profits.

BI describes Kalanick’s response:

Kalanick, meanwhile, began to see Gurley as a drama-filled drag, perpetually appearing on CNBC to whine about a possible tech bubble. He pushed communications with Gurley off to his wingman, Michael; it was a cold-shoulder strategy Kalanick had used with others, including Whetstone, when he felt he didn’t need them anymore.

Eventually, Gurley worried that his investment in Uber could be worthless. Worried about Uber’s culture and the many lawsuits and government investigations, he said he had trouble sleeping; he gained weight and took up yoga. His concerns reflected worries about both his own investment and funds from Benchmark’s other partners and investors.

See also Mike Isaac’s Super Pumped (p. 160-161), reporting Kalanick calling Gurley “chicken little” for his supposedly-unfounded concerns.

Posted on

Kalanick criticized SVP Whetstone for reporting escort bar visit to investigators

After Uber then-CEO Travis Kalanick and colleagues visited an escort bar and tried to cover it up when asked, one person who had been there contacted Rachel Whetstone, then Uber’s senior vice-president of communications and public policy, seeking guidance. Whetstone in turn reported the matter to Uber’s attorneys, who turned it over to Eric Holder, who was at the time investigating possible improprieties at Uber.

Business Insider described Kalanick’s response:

Kalanick was not pleased. As his head of PR, he felt Whetstone was supposed to be defending the company from stories like these, not be part of them.

BI continued, explaining how some at Uber saw Whetstone as “difficult to work with … or even irrational,” but others saw her “speaking truth to power”:

One employee described her as “intellectually honest.” Whetstone was already rich from her years at Google and wasn’t under the spell of potential wealth, which drove other top players at Uber. “That made her feel like she could speak truth to power with Travis,” a former executive said. “She wasn’t part of the group of yes-men who would never disagree with him.”

For her part, Whetstone had become disillusioned with Uber. In her role as a powerful woman in the company, she was someone who many troubled employees and other insiders felt comfortable venting to. As these people shared stories with her, Whetstone began to see Uber differently. She became angry.

She saw a company that needed to grow up, but that under Kalanick wouldn’t.

Ultimately Whetstone resigned and Kalanick accepted her resignation. BI reports that Whetstone’s exit package included millions of dollars worth of stock as well as keeping Whetstone on as a consultant to save face.

Posted on

Jeff Jones quit, citing differences over “beliefs and approach to leadership”

Jeff Jones quit Uber in March 2017 after less than a year as President of the company. He explained his departure in a statement:

It is now clear, however, that the beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber, and I can no longer continue as president.

Jones had previously served as the Chief Marketing Officer at Target.

Commenting on Jones’ departure, then-CEO Travis Kalanick remarked that “It is unfortunate that [Jones’ departure] was announced through the press.”

Posted on

VP of Product and Growth Ed Baker resigned

Ed Baker, who served as Uber’s VP of Product and Growth, resigned after more than three years at Uber. Others at Uber had complained about his behavior. Recode explained:

For example, one person anonymously tipped off board member Arianna Huffington — who is one of the people conducting a wider-ranging investigation into sexism and sexual harassment at the company — via an email that Baker had engaged in a sexual encounter with another employee.

Specifically, said sources, Baker was seen “making out” at an internal Uber event held in Miami three years ago, which was seen by some employees. There was no suggestion of any sexual harassment on his part and the encounter was apparently consensual.

Proudly powered by WordPress