When Erin Brewer joined Lyft as CFO in 2023, the ride-sharing company was in a difficult situation. For an industry centered around getting people out of their houses, Covid hit hard. Lyft was not profitable, losing money on a quarterly basis and had to make painful cost-cutting decisions to get by.
Now, it’s a much different story: Lyft is generating more than $1 billion with free cash flow, preparing to launch new products and expanding into new markets. “We’re at a very different inflection point,” says Brewer. “Our industry continues to grow. We now have the opportunity to say, ‘How do we investigate that growth?’”
In conversation with Jack McCullough, she dives into the turnaround, the critical metrics guiding Lyft’s strategies and how the company is reckoning with the rise of autonomous vehicles and AI tools. Listen by clicking below. The Q&A, lightly trimmed and edited for clarity, follows.
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Listen to the Podcast here
On the subject of Rockstar CFOs, we certainly have one for this episode. My guest is Erin Brewer, the CFO of Lyft. There might be a couple of people not familiar with Lyft. For those people, I’ll share that it’s a people-first transportation network that blends technology, community and customer care to make getting around simpler, safer and more accessible. Erin, welcome to the show.
Thank you, Jack. Thank you for having me. I’m excited to be here.
Glad to be here and as I said, jokingly everybody knows Lyft, what they do. I’m guessing just about everybody reading will have been a customer of Lyft, but maybe you can share a little bit more about the company and its mission and values.
As you mentioned, at its heart, Lyft is a marketplace. What we do is connect and it’s at the heart of some of our values that we espouse, to connect and serve. This marketplace connects over 50 million riders on a quarterly basis with the millions of drivers that come to our platform every quarter. We get people where they need to go. Rideshares become such an essential piece of the fabric of the way that people get around. Whether it’s commuting, healthcare appointments or a night out. Whatever the case may be, we get you there.
We work very hard to get you there safely. We get you there on time. We offer you a variety of ways that you can travel from. If you have a moment where you need to save a little money on the economy side, all the way up to a luxury ride. If you need a lot more space to the airport or just want a great night out on the town. It’s the physical scale of that network. We operate across the United States and Canada and also Puerto Rico. We’ve made an entry into the European market which is exciting for us. We are, as we say, growing up and growing out.
You said 50 million, right?
Fifty million annual riders across the U.S., Canada and Europe.
That’s roughly the population of California. I would say that’s a reasonable success story. Good for you. We’ll explore that a little bit but I always like the opportunity to get to know the guests a little bit. Maybe you can tell us where you grew up.
I am originally from a town called Fort Wayne, Indiana. Both the families on my mother’s side and my dad’s side are grounded in the Indiana, Ohio area of the country. I was born there but I always tell people that I grew up in Colorado because my father, with his job, got transferred there when I was in kindergarten. Much of my formative memory is from the years that I spent living with my family as a child in Colorado.
That’s a wonderful childhood. You probably know this since you’re from there but when you said Fort Wayne, the basketball team now known as the Detroit Pistons were originally the Fort Wayne Pistons.
I do know that. Fort Wayne is a big sports town from semi-pro basketball to a great hockey team that I remember going to occasionally. A big sports area.
When you grew up there, what was your first job?
Probably like many people, especially many women, my first job was babysitting. But my first job where I got an actual real paycheck, I worked at a donut shop. A friend’s family owned a donut shop near the lake where we lived. That was my first job. I’m getting up early, getting the shop ready, selling the donuts and occasionally eating a few here and there.
You were working at a relatively young age and I know you probably didn’t learn anything explicitly at the donut shop that you’re using now. Did that change you in any way? Did it develop your work ethic or just some habits you developed or things like that?
I would say a couple of things. I came from a family where both my parents were working parents. My dad was an engineer and later a business executive. My mom was a nurse and later a healthcare executive. I understood this element of working hard was a worthy thing to do. I had a lot of merit and also then being the daughter of an engineer, the curiosity of, how this works, what’s the process, what’s going on in the back of the shop, what time everything has to start and how the ingredients get here.
I would say in almost every job I’ve had, it’s that curiosity of how things work and there’s so much value. Many of my early jobs were very public facing. I worked at the donut shop and at a local state park that was in the area in the campground or at the front gate and just interacting with people. Understanding what was on their mind. Did they have feedback, both good and bad? How do you take that in and share it? How do we make a difference to make the experience better or the donut warmer, or whatever the case may be? Both things that were innate within me but also the opportunity to learn and the opportunity to understand what it’s like to work with broad sets of people and to be customer-facing.
That makes a lot of sense. I always encourage my nieces and nephews, “Take a job working with the public. You’ll just learn so much about human nature.” Even if you think that you’re going to be doing something corporate or whatever. The ability to deal with people is what makes leaders.
It does. Agreed. Good uncle advice.
I’m a pretty good uncle I have to say. I’m the cool one in my family. My sister was surprised because I was nerdy as a kid but we’ll save that conversation for later. Anyway, you finished high school and where did you go to school?
I got my undergrad degree at Purdue University, West Lafayette, Indiana. I went back to the Midwest for that. By the time I got my graduate degree, I was out in California. I pursued my MBA at Berkeley.
That’s a great combination. It doesn’t get much better than Berkeley and Purdue in terms of elite schools that prepared you well for it. You’ve worked at some of the most respected companies and most well-known companies in the game like Schwab, Atlassian and McKesson. I’m curious what those experiences were like during your career journey. Maybe things that you learned along the way and maybe even some key mentors that you had who are still influencing your approach to your job until now.
It’s such a great set of questions because it’s intertwined. Oftentimes, you’re intertwining your relationships with mentors with the way that you select a career path. Maybe I’ll start with my time at McKesson. McKesson is a large healthcare technology services distribution company that operates globally and has a significant number of employees across the globe. I came into that organization, it was my first job where I reported directly to the CFO. I’d always been within broader finance organizations but it was incredibly formative because I reported to the CFO of the company.
A gentleman by the name of Jeff Campbell who I worked for for seven years at McKesson, he later went on to become the CFO at American Express. He’s now retired, but was and continues to be just an incredible mentor of mine. There were a number of qualities that I admired at the time, continue to admire and also try to emulate the steadiness of leadership. Often in the CFO chair, you’re dealing with many different things like risks, opportunities and how you make decisions in ambiguous situations. The steadiness of leadership was always something that I admired. That’s critical at the top of an organization to be steady, certainly as a CFO, to take in all of the best advice, expertise and facts that you can. Jeff did that incredibly well.
He was also an unbelievable talent sponsor. Not only mentoring talent but giving folks the opportunity to round out their careers and I benefited from that at McKesson. I was there for 13 years. I started as the head of M&A finance. I later led our corporate finance and FP&A organization. I then went on to lead our investor relations team for about three or three and a half years. My final job there was the chief accounting officer. That reflects a real investment in developing people. I benefited from rotating through a number of critical roles.
That wouldn’t have been possible without a CFO who was committed to that talent development. I try to carry that with me now. The third area was just an incredible public speaker. In my time working for Jeff when I was in the head of FP&A, my job was to put together a lot of his presentation material. I got that very intimate seat as a speaker. What do they want to say? What do they want to get across and what message? He had a wonderful gift of thinking about it from the audience’s perspective. Who is my audience? What’s going to matter? How will my message land the best with this particular audience?
That was a gift to me. I used those skills and some of what I learned every day. That was McKesson. It was a great experience. Another CFO that came in after Jeff left was a guy by the name of James Beer, another wonderful mentor. He taught me a lot about resilience, tenacity and also supported my career. When he moved on to become the CFO at Atlassian, he brought me with him. Here’s the connection between great mentors and how your career path develops. It’s wonderful to work with people that you respect and admire. I followed him to Atlassian.
That company had just gone public about a year before we both arrived. That was about how you take a company that at the time was growing 40 percent to 50 percent annually. It helped build the scale and capability. I also got to work with a great mentor. I’m lucky in some of those regards. I’m going to pause there because I could also go on but those are some of the formative experiences and formative mentors in my career.
What I like about what you said, Erin, is you talked about the mentors and things that you learn from them, and it was all what some people call soft skills, Jeff’s ability to communicate, evaluate, nurture talent and things like that. You didn’t say anybody made you better at finance and accounting.
Soft skills is the wrong word, at least for us financial types because they are hard, at least for me, but it’s what sets the great leaders up. I do tell people who aspire to become CFOs, it’s not good enough to be good at finance and accounting because so many people are. It’s the leadership skills. The ability to communicate and the ability to build teams. It sounds like you were blessed by the mentors you had.
I was incredibly blessed and I couldn’t agree more with the advice that you give to people that seek that out from you. In terms of some of those softer skills, I agree with you. I wish there was a better term for it because it can be overused. It’s that leadership. It’s that ability to connect, communicate things simply and clearly in a way that’s going to land and make an impact. It’s so important.
You’ve had some great experience and then Lyft came along, which is fairly dissimilar from the companies you worked for probably in any way I could think about it. Tell us a little bit how the opportunity came about and what made you say, “I’m going to jump on this?” If I’m not mistaken, this was your first CFO job.
This is my first CFO job and it’s just been such a great ride. I know we’re going to probably talk about that a little bit more. When the opportunity came to me, it came to me through a relationship that I had developed probably over 15-plus years with someone who is a fairly prominent executive recruiter. She knew the opportunity at Lyft and obviously knew me. When she called and said, “You have to meet these people and look at this.” I knew it was something to pause and take a look at. I was a Lyft rider. I used the product. I had a strong affinity for the brand. Oftentimes, people have this affinity with the Lyft brand. It’s like, “Oh, Lyft,” and I did as well.
Frankly at the time, Lyft was having a very difficult time as a company coming out of COVID. Which was a very difficult time as you can imagine for a company that’s business is about getting people out and about in the world. A very difficult time for the company. It had made some very painful cost cutting choices and was needing to get to a path to recovery. That was the mission at the time. I came into it thinking this is a great brand. I understand it. I’m a user.
Interestingly, during my time at McKesson, McKesson operated not as a consumer brand certainly but operated in an industry structure where there were three large global players. I understood how there could be scaled global players who could all be innovative and financially successful. I thought that was misunderstood at the time about the ride-sharing industry. There was a little bit more of a traditional network effects mindset where it was winner take all and I saw it quite differently.
I had a belief in the product and the industry. I knew that this company could be successful and financially successful. It was meeting and spending time with David Risher, who was a new CEO at the time. Very newly appointed in the job and just making sure that I saw the connection, the values and the connection based on the principle of how we would work together. It was a combination of those three things that sealed the deal at the time that the opportunity was presented to me.
I hadn’t thought of it but during COVID there was an awful lot of attention about the airline industry and the hotel industry and would they survive. I never had thought the ride sharing industry was certainly impacted too and those companies.
That’s right. When I came in, the company was not generating a profit. It was still burning cash on a quarterly basis. It was a very difficult time in this company’s history.
The financial performance since you’ve joined has been remarkable. A lot of financial milestones that frankly a few years ago, maybe people were skeptical that Lyft could achieve, but they’ve done that. You’re the CFO of a pretty visible public company. What are some things that you’re thinking about in that capacity about, “We’re profitable on a gap basis now. We’re running cashflow positive for the first time in our history?” It’s not the biggest company in the world but it’s a highly visible one. What are the challenges that you face in your role as a CFO?
Thank you for articulating some of those financial milestones. It’s a beautiful thing about being on this show because we can geek out over how amazing it is to move from a place where we were losing money on a quarterly basis to achieving gap profitability. We’re now generating over a billion dollars and free cashflow for the trailing twelve months. These are very significant milestones for the organization. It leads into the answer to your question.
I feel that Lyft now, a few years later, we’re at a very different inflection point. The inflection points a few years ago were focused on the operation, and got the organization refocused after a very difficult period of time. Become operationally excellent again, deliver a fantastic service to our drivers and riders, build the business and start to launch new products. That was the core of the mission. Now, we sit here, having had a few cycles. A very successful cycle of getting the business on a much better footing and beginning to turn this profitability and cash generating corner.
At the same time, we’re in a growth industry. Our industry continues to grow. We now have the opportunity to say, “How do we investigate that growth?” You’ve seen us start to do that. We made an acquisition into Europe. We just made a smaller tuck-in acquisition on the luxury end of our portfolio. Now, it’s how we take the company to this next inflection point where we’re investing in our growth opportunities. At the same time, technology and our industry is also evolving with the advent of autonomous vehicles.
It’s quite small now but it has the capacity to be a multiplier in accelerating what’s already pretty strong growth. It’s taking that financial success and ensuring that we’re making very smart, very wise and very calculated decisions about how we take that strategy forward as an organization. What a luxury to be here, versus where we were a few years ago. It’s pretty exciting not only for me, but for everyone at Lyft.
It has to be. It’s about autonomous vehicles because they haven’t made an impact in Boston, where I’m from. I was down in Austin not so long ago and they’re everywhere. I tell you the first couple of times I saw them, it threw me off my game a little bit. I’m like, “What the heck is that?”
Did you take a ride, Jack?
Yes. I didn’t do it intentionally. I believe that on your app you can pick human or autonomous. I was curious, so I did but it was a pretty interesting experience. As you know about me from before this, I talk a lot so I do like having a human driving whenever possible.
As I mentioned, autonomous vehicles are very present and just a few cities in the U.S., and Austin being one but also in San Francisco and in LA. You’re going to see a good amount in Phoenix. Those cars that have been on the ground in particular San Francisco, LA and Phoenix now for a number of years, we see it in the data. It brings in additional riders into the marketplace and those riders don’t just take autonomous rides. They’re continuing to use rideshare for more and more aspects of their life.
We very much see a future. Don’t worry, your driver’s not going away. We very much see that the future will be a mix of autonomous vehicles and driver-driven vehicles. Our business goes through so many peaks and troughs in a given day. You can imagine the ride demand during commute hours and then the middle of the work day or the middle of the night. There’s certainly peaks and troughs there. The hybrid network is the way that’s going to serve that most efficiently but people do want drivers.
You want that driver there for maybe the extra service or to help you get your bag out at an airport and then you think about use cases for autonomous. How will that expand the way people think about using rideshare? It’s exciting. It’s still early days. We’ve got a couple of important partnerships we announced. We’re going to be with Waymo coming up in Nashville in 2026 and with Baidu over in Europe. We’ve announced some plans there. It’s exciting.
It sure sounds like it. In 2015, I couldn’t have imagined the way things are now. I am so excited about things that are going to be many years from now. Forgive me for this question but I am legally required to ask you this as a host with you CFOs. I’d love to talk a little about AI and what Lyft’s approach to AI is in both the product level and internally. It is of interest to me because of Lyft’s approach to it because you have almost the ultimate data privacy concerns with like 50 million credit cards on file and driver habits and things like that. You need to take it very seriously and I’m curious what your approach to it is.
Our approach is pretty clear and pretty simple. It’s the same if we think about it from the customer lens or the internal lens. How does AI help humans? Do what they do better and more efficiently if you think about some of the things that we’ve done on the product side. For example, driver AI assist. We know that you drive certain days at certain times. We say, “What’s your goal this week, Jack, to earn?” We notice you drive on Thursdays. If you expand by an hour on the front end, there’s a lot of rides during that time.
It’s about AI helping humans to achieve their goal and to do better. The same thing, we’re using it a lot as many companies are on the customer care side to great results in terms of resolution time and issues. It’s 80 percent-plus faster. That piece has just been incredible. Internally, it’s very much the same. How are we leveraging various AI tools? Again, to help our people, classic. As a former CFO, you’ll relate to this. Reduce the manual time of the job and increase the human thinking and analytical piece of the job. That’s how we’re deploying it both customer-facing and internal.
That makes a whole lot of sense and it’s an amazing future. For the most part, CFOs have been a little bit behind other members of the C-Suite and partly it’s because we’re cautious by nature. It’s also just pragmatic because you’re dealing with the most confidential private sensitive things. I’m not mocking marketing people but it’s not always the worst thing in the world if marketing plans get out a little bit early. Sometimes, they like that when that happens. It can create a little bit of buzz, but as a CFO, you’re dealing with the most sensitive data of anybody in the company. You need to be pruned in adopting any technology.
It’s part as a CFO working with the head of IT and making sure that we’ve got the right infrastructure because to the extent that we are utilizing some of the AI. It’s contained within our walls. We’re minimizing that risk overall but you have to be cognizant as a CFO of that risk and the way that you are using it and it’s available within your organization.
You mentioned one of the reasons you joined was the CEO, David Risher. In the member organization, the most common question I get asked is, how do you build a productive partnership with the CEO? It’s one of those things CFOs have been saying for years about the most important relationship they have in their professional lives. It’s only recently that CEOs reciprocated that. You probably said it’s the head of engineering, head of sales or it might be.
Now, more and more of them are agreeing with CFOs that this is the critical relationship. I don’t even know if you know this but David publicly referred to you as you probably do, as the best hire he ever made and he’s made a lot of them. Clearly, you figured it out but what is your secret to developing such a strong relationship with the CEO?
For me, it started from the very beginning as I mentioned when you asked me about what it was that made me want to join Lyft. Going back to our discussion about mentors. One of my most important mentors that I mentioned, James Beer, said the same thing to me, “The most important factor that you want to consider is that relationship with the CEO because it’s everything for a CFO.” It’s extremely important. I went into some of my initial set of meetings with that in mind just understanding how David thought, what was important to him, and how he made decisions.
It was incredibly clear right from the outset that this was a person that was very principled base, logic base and had a deep set of ingrained values about what he was trying to achieve. Importantly, how he wanted to achieve that and how he saw me as a partner in achieving those goals as an organization. Getting that early alignment and being able to have those very open and frank conversations, which can be vulnerable.
As a CFO and a CEO, you’re each going to bring unique strengths and sets of experiences. How do you understand how that can be complementary? How do you understand how the two of you working together can magnify the impact at an executive level and help drive the organization forward? I don’t know if those are secrets but I think about them as fairly straightforward ways that you try to get that relationship and alignment established very early. You reinforce that along the way with the consistency of your behavior and always coming back to the foundation of values and principles.
I agree. It’s not a secret but people always say, you can watch Michael Jordan or other great athletes and they make it look easy. It’s not easy. They’ve just made the commitment to master their craft. It’s probably similar to you. You might think it’s common sense but in fact it is, it’s a pain point for a lot of CFOs. The fact that you’ve had this wonderful relationship and a lot of the work it sounds like maybe was even done during the interview process. “This is the person that I want to build something great with over the next few years.”
It is and then you build upon that. You’re always building upon that and getting to know each other. Taking those learnings going forward, understanding when it makes sense to have the hard conversations, and how do you navigate through those. All of those experiences build upon themselves.
I was curious about Lyft. One thing I was curious about is, it’s a very different company than the one you joined a few years ago. I’m thinking, you’ve got an MBA, so you don’t rely necessarily on the traditional gap metrics to measure business performance. Although, you certainly do use those as well. How do you define the financial metrics that matter most? You mentioned the importance of communication. How do you communicate those priorities to the C-Suite and the rest of the company?
This is a critical area and certainly an area that when I came in, we made some slight adjustments to. We focus on a few things. We focus on our active rider’s number. How many active riders do we have on the platform on a quarterly and annual basis? What are all of the ways that we are growing that? That’s one. Number two, is we talk a lot about frequency. The frequency with which riders take rides tells us a lot about the quality of the service and the competitiveness of the service that we facilitate across our marketplace.
Those two things are the direct inputs to our bookings number, which gives a sense of the scale of the platform. At the top line, that’s how we’re focusing the organization. Everything we do whether it’s from an operational excellence or product innovation or partnership perspective is in service of how we expand those metrics. As the CFO, I’m going to say profitability. Being able to grow the top line and expand your margins is essential for any successful business. How do we focus on providing that quality of service and expanding the top line but doing it in a very disciplined, very efficient way?
The sub metrics under that are vast but again all roads lead to that. Given some of the history and where we’ve come as a company on the health of our cashflow generation because we’re in a growth business. Investing in our growth is critical but also very focused on returning to shareholders. Those are the critical metrics that we focus on as an organization as we do all of our planning, our product planning. Those are North Stars and how I continue to communicate to the organization, how every piece of work that we do leads to improving those metrics.
I’m curious because you’re in a competitive market and all of those strategic initiatives that you talked about and even things like pricing models and general product innovation. I don’t know specifically, but I’m assuming sustainability is correct for Lyft for a number of reasons. You’re in this competitive space, you’re a public company and you’re expected to meet investor demands as such. How do you balance that because it can’t be easy?
I’m going to go back to my simplistic answer and this is very reflective of the way that I was trained throughout my career in finance and by my mentors. It’s critical to have robust integrated planning processes. What I mean by that is not only very tight visibility into the quarter you’re in or maybe the next quarter out but zooming back out. What are you trying to achieve over an annual cycle? How are you monitoring that? How are you resourcing that? Zooming even further out and making sure you have a multi-year point of view and making sure that you are refreshing all of those on a regular basis.
Certainly, in this industry and many industries, things do not stand still competitively or whatever the case may be. It starts from that foundation, then it’s about communicating both within the company, focusing our team members, but also externally. Saying what we’re going to do and then doing that repeatedly. Giving insight into the critical foundational driving assumptions because you’re always making assumptions about how things will transpire, so being transparent, saying what you intend to do and getting the organization focused and working like the devil to get it done in delivering.
Shifting gears a little bit. I want to chat a little about a big challenge for executives now because we live in a very busy world of work-life balance. I’m curious. Do you have any advice on how people can achieve that elusive goal of having work-life balance? You’re laughing so maybe it’s not achievable.
Having been a fan of your show, I’ve heard you asked this question a number of times. I gave it some thought knowing that we’d be discussing. I am often approached in my company and have been throughout my career in particular by women. They see me as a senior woman but all can relate to in terms of other responsibilities that are going on in life. I’ll share with you what I share with them, which is the honest answer. It’s difficult.
I’m not sure that I have truly met anyone in my career who’s got the answer. It’s difficult and you have to accept that, especially as you get into more and more senior roles. A few of the things that I work hard to do is getting the help around me that I need. Asking for that help, putting reliable help in place of clearly at work but also personally as it relates to areas of assistance with my kids or the household, etc. Asking for help is critical.
The one habit that I have done very consistently for many years is I spend a little bit of time each week and think about what are the one or two things that are the most important that I can get done professionally this week, this month, this quarter and this year. The list gets smaller and smaller the further that you zoom out. I look at that regularly and I try to make sure that’s how I’m spending my time.
It’s a little bit of a quick mini self-audit for what’s important and then, does my calendar reflect that. I never get it right but that practice is extremely helpful to helping me to adjust and make sure that my focus is where it needs to be. The last thing I’ll say, Jack. I try hard never to miss those important moments in my kids’ lives. It means making sacrifices and making trade-offs. I’m not able to be there for everything but I do think showing up matters. I make that a priority.
That might be the best answer we’ve gotten so far. You mentioned that you would advise women a lot that too, but I’ll say when I do ask guys that question, a lot of them afterwards say, “No one’s ever asked me that in my career how I view that.” It’s important for everybody that wants to have a well-rounded life. This is just a lot of proof that people that do nothing but work for their life, it’s good in the short-term and for some people in the medium-term. You’re not going to be a good long-term player if you don’t have these outside interests.
I agree.
I want to ask you, the role of the CFO and financial leadership generally is changing. In my first CFO role, the best accountants often became CFO. It was backwards looking. It was reporting history. In fact, the tagline to this show is, “CFOs no longer record history. They make history.” How do you see it continuing to evolve in the next few years?
I have the great good fortune of having been growing up in organizations where finance was a central business partner to the business. We had a seat at the table. We didn’t find out about things afterward or come in to fix it after it happened. It was an essential business partner to make high quality decisions about leading an organization forward. That is the mindset that I bring into this job and great CFOs do that.
They have expertise across the discipline as I’ve had the great good fortune to have expertise to cross the number of finance disciplines, but they also bring a business mindset. That’s essential in any leadership team. The CFO was playing that very active role in executing on a strategy, understanding the different paths and options and is a vital contributor to that. That’s important now and increasingly important as we think about what’s ahead.
That’s great. You stepped on my next question a little bit, but I always like to ask. What’s your advice for the next generation of CFOs? I’m thinking maybe people who are in their first year of this CFO role or even people who are in their six months to three years from getting that first ever CFO role. Any advice you can share with them?
My advice again tends to be grounded sometimes in the simplicity. Raise your hands for those hard but incredibly important assignments. Make sure you’re surrounding yourself with the best teams and the best expertise. Know the areas that are either not your favorite or maybe not what you’re exceptional at and make sure you’re surrounding yourself with people who are exceptional at those areas and building those relationships and just being known as someone who truly is a team player.
I know that gets way overused but I’m a huge believer in the strength of teams. It doesn’t need to be the team that reports to you. It could be the team that comes together on any particular project because that’s one of the important ways that you build support as a leader. Those are some of my pieces of advice.
This has been a lot of fun. I enjoyed this conversation and I’m sure the readers as well. More importantly, they will get a lot of great wisdom from you. I just like to give you the final word.
Jack, I just want to thank you for creating this little community. It’s pretty special and pretty unique. I appreciate the opportunity to be here. Thank you for being a Lyft rider. That’s fantastic, and thank you for giving me the opportunity to talk about this incredible comeback story of Lyft.
