Launch and Grow Uber in China from 0 to 1

Uber started as a simple application and started launching globally in 2014. With its foundational features, there are a lot of on the ground problems to adapt to local situations and grow itself into a mature usable apps. I joined Uber's 3 people team in Shenzhen, China in 2014. Since then, I worked in all roles as a mini-startup founding member, till later become a Regional Operations Manager in Uber Asia, responsible for 8 countries Customer Experience.

Establish grounding operational processes and marketing partnership, provide insights to product team globally with frontline operations. Uber wasn't a sufficient app before, as operations we need to back it up with processes to be able to make it running locally, eg. how to best and fast sign up and train local drivers while no one knows what ride-sharing means at that time. Shifting rider behavior from paying with cash to contactless payment, determine local demand heat maps to design where supply should go and hence the operations accordingly, etc.

Uber has grown from a mini startup with no one knows to a huge hit in 2015. Daily trips starting from <100 to millions and were widely broadcasted by social media.

Started fierce competition with local ride-sharing company Didi. We did a lot of data analysis and competitor analysis to understand how to better boost our growth by carefully design our processes, monetization and CRM, in order to win local markets considering both demand and supplyWe did a lot of growth experiments to improve customer life cycle metrics, such as # of signup, rate of login, activeness and retention.

Resulted in gaining ~60/40% marketshare around that time while being a late comer in the market.

Customer Experience (CX): Being highly focusing on succeeding locally after few years, the Uber experience across globe was wildly different, hard to benchmark for a better experience via inconsistent experience. During that stage, CX was the most important area for improvement and I go deep into customers (rider & driver) behavior data and qualitative research, led projects in Asia to figure out the right rhythm for CRM.

I Built up regional personalized re-engagement and engagement to drive customers’ retention and resurrection in Asia region, including 8 countries, improving sentiment score by 14% and retention rate by 10% yearly.