uber first presentation

This free eBook goes over the 10 slides every startup pitch deck has to include, based on what we learned from analyzing 500+ pitch decks, including those from Airbnb, Uber and Spotify.

The Pitch Deck Uber Used to Raise $200K

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As of 2022, ride-hailing service Uber operates in approximately 72 countries and 10,500 cities around the world, but the company didn’t get to this point overnight.

As with most successful startups, Uber began its journey with a pitch deck that founders Garrett Camp and Travis Kalanick created all the way back in 2008 and used to raise their first round of funding the following year.

Uber has changed a lot from its conception and early days — it was originally envisioned and pitched as a luxury alternative to traditional cabs —  and is now the world’s largest ride-sharing app, which also offers food and package delivery services and other transportation services.

Because of its vast success, many startups today use the Uber pitch deck as a template for their pitches. This article will go over the deck slide by slide and provide a brief analysis of the content, so you can take away some learnings to apply to your fundraising pitch deck.

The First Uber Pitch Deck from 2008

Uber pitch deck slide 1: title.

The first thing you’ll notice on slide one of the pitch deck is that Uber was originally known as UberCab.

Below the company’s original name is an image of a black Mercedes Benz, flanked on either side by an iPhone and a Blackberry. These images subtly allude to the original intention behind Uber, which was to create a luxury taxi alternative targeted at business professionals.

The last thing on Uber’s original pitch deck’s first slide is the phrase “Next-Generation Car Service,” a tagline about what the service was aiming to be to give potential investors an idea of what was to come in the following slides.

Uber Slide 2: Problem

The second slide in Uber’s pitch deck starts to explain the problems with taxi services in 2008. It mentions aging fleets and inefficient technology, including reliance on radio dispatch technology and the need to hail a taxi by calling a dispatch or flagging one down by hand.

The slide also mentions problems faced by cab drivers, including the lack of any type of GPS coordination for pickups and the significant amounts of dead time spent without any fares.

Ride-sharing services like Uber and those that came after it have drastically changed the face of ride hailing over the last 10+ years, but try to think back to how much more complicated getting a cab was in 2008. This slide laid out the problems with taxis in simple terms that most potential investors could easily relate to back then.

Uber Slide 3: Problem Continued

Uber’s third slide continued explaining the problems with taxi services, specifically how taxi monopolies reduced the quality of cab services, how expensive it was for new drivers to get into the industry, and how little drivers were paid. It also mentioned how there were no incentives for either customers or cab drivers to hold them accountable during rides.

The last sentence on the slide coins a term that would foreshadow what was to come: “Digital Hail,” or a new way to hail cabs digitally and avoid the need to do so in the street. You can see that, by only the third slide, potential investors should have now been very keen to find out what Uber’s solutions to these problems within the ride hailing sector were going to be.

Uber Slide 4: Concept

With potential investors now ready to hear about how Uber planned to disrupt the taxi industry, the next slide in the pitch deck introduced the company’s concept in detail.

The founders pitched Uber as “a fast & efficient on-demand car service,” as well as introduced their target market as professionals in American cities, starting with San Francisco and New York.

The fourth slide also goes on to start explaining how the service will solve some of those previously mentioned problems, including shortening wait times and incentivizing drivers.

You can see in this slide that Uber was originally really focused on pitching a luxury service, similar to what Uber Black is today, to provide a chauffeur-like experience with the convenience of an on-demand cab. Though the initial concept didn’t stick, this would have been interesting to potential investors, as nothing like this existed at the time.

Uber Slide 5: Concept Continued

The next Uber pitch deck slide continued to explain the concept, providing easily-digestible details about how the service would actually work.

The information on this slide directly addresses more of the problems that the deck already mentioned, stating how Uber would be a members only service and establish high levels of trust between clients and drivers, while allowing drivers to work without the high costs associated with driving traditional taxis.

Overall, the length of the information in the pitch deck about Uber’s solution runs a little long. They could have condensed slides four and five into one shorter slide and still gotten the point across.

According to Y Combinator , seed round pitch decks should explain what your company does very clearly, in as few words as possible, and describe the concrete benefits your concept provides. The Uber deck’s slides on their solution are slightly too wordy and could have provided a briefer, more high-level look at the concept.

Uber Slide 6: Key Differentiators

On the sixth slide, Uber’s founders used short bullet points to lay out their concept’s key differentiators in a way potential investors could easily digest. Specifically, the Uber founders are comparing their company to traditional cab companies.

When you’re pitching an idea for a startup to raise funding, slides like this are incredibly important because they allow your audience to skim them and gain a quick understanding of what your idea is and how it is different compared to competitor businesses in the same niche.

Uber Slide 7: Operating Principles

The seventh slide is a place where Uber’s pitch starts to look a little dated. This slide also uses bullet points, but they make somewhat general claims about how the service will operate with no supporting information to back them up.

Phrases like “statistically optimized response time” and the “the best end-user experience possible” show that Uber’s founders had big ambitions, but they fall a little flat here without any elaboration. This was probably an unnecessary slide, or at least one that could have been executed better.

Uber Slide 8: Uber App

The next slide states that Uber will work using a 1-click request app from geo-aware devices, such as those pictured below the text. This slide also says that you would be able to send an SMS text to request a pickup from any phone, which is something that never manifested.

Another thing to note about slide eight is that it doesn’t include real mockups of what the Uber app would look like. If you’re going to include images of devices that an app is going to function on, the best practice is to edit them to show a mockup of one or more screens of the app.

Uber Slide 9: Uber Website

The ninth Uber pitch slide explains how the services website would work, stating that you would be able to book pre-scheduled trips and set default pickup locations, such as “home” and “work.”

At the time, these would have been exciting features for potential investors to hear about because there were no other online services that allowed people to schedule rides and store GPS information about their locations for ease of use. 

The image on this slide also gave the audience a sneak-peak of how users could view the locations of nearby Uber fleet drivers, which was a nice visual touch.

Uber Slide 10: Use Cases

Next, we see another text-only slide that uses clear, concise bullet points to illustrate potential use cases for Uber. There’s nothing too surprising here, and the use cases are all pretty plausible, other than the bullet point about working while commuting with in-car WiFi — this is another feature from the original luxury ride concept for Uber that never came to life.

Other than the WiFi, all the use cases on this slide are things people use Uber for today. Use cases like these are very important to include in any pitch deck to help potential investors envision where your product can fit into the market and how people will actually use it.

Uber Slide 11: User Benefits

The 11th slide in Uber’s original pitch deck is a bit confusing. It starts off with saying “cabs don’t guarantee pickup,” which doesn’t seem like it’s necessarily true. After all, if you call a cab service and request a pickup, they will dispatch a car to you, though it’s true that it can take a long time for them to arrive.

The other points about car services being slow and expensive are true enough, and the slide concludes by framing Uber as a sort of happy medium between a taxi and a limo service. Overall, this is another slide that could have probably been left out or done differently, as the user benefits should have already been pretty clear from earlier slides.

Uber Slide 12: Environmental Benefits

In slide 12, Uber’s founders emphasize how Uber will have a positive effect on the environment. They stated that, since drivers don’t have to drive around searching for fares, vehicle resources would be used more efficiently. The slide also mentions the use of more efficient hybrid vehicles and the option to carpool with other riders to reduce carbon footprints.

This is all good information to include in a pitch deck, as many prospective investors want to know what the environmental impact of your business could potentially be. Concern about the environment has certainly grown since 2009, too, so environmental impact info is more important than ever.

Uber Slide 13: Fleet Info

Moving on to slide 13, we see some information about the cars Uber originally intended to use for their fleet, which also supports some of the environmental information from the previous slide by showing the fuel efficiency of the cars.

It seems that Uber’s founders originally intended to own their driver’s cars, or at least regulate what types of cars they could use. As you probably know, Uber vehicles now come in all shapes and sizes, so this is another initial plan that didn’t come to fruition. This slide was perhaps a little too specific and didn’t really seem to add a lot to the pitch.

Uber Slide 14: Initial Service Area

There’s not a lot to take in on the 14th slide. It includes important information about where Uber would operate initially, which was to be San Francisco followed by New York. This is important information for investors to know because it’s a common practice for startups to test their product in a specific niche or market before growing to others, and the market or niche they choose can affect investors’ decisions.

In the case of Uber, opting to start out in major US cities on the East and West Coasts, both of which have large potential customer bases of business people, was a well-calculated decision that surely contributed to the company’s initial success.

Uber Slide 15: Technology

On slide 15, the Uber pitch deck elaborates a bit more on the technology the company planned to use. Though the bullet points are kind of vague, this slide likely provided some important talking points for the presenters. 

However, it’s a good practice for pitch decks to only contain information that can be understood at a glance, without requiring it to be presented by founders. Pitch decks generally get shared between and referred back to by investors and other stakeholders, so it’s important that all the information in them makes sense without someone talking about them and providing context and explanations.

Uber Slide 16: Demand Forecasting

This slide offers some more technological information about how Uber’s fleet cars would sit in optimal locations to minimize expected pickup times based on things like the day, time, weather, and traffic conditions. This is another thing that changed, since Uber doesn’t control where their drivers wait to pick up fares, but it was likely an interesting concept to investors, since traditional taxi companies did not employ any such AI-based tech.

Uber Slide 17: Market Info

Uber’s 17th slide provides information about the size of the taxi and limousine service market’s revenue.

The idea with a slide such as this one is to convince investors that your startup is in a large enough market for it to at least grow into a unicorn (a company valued at $1B+), which is what most venture capitalists are interested in investing in.

The numbers here are just an estimate of the market size and they will almost never be 100% accurate, but the main point is to tell investors a data-backed story about the market in which your startup business operates ( here’s a short guide on how to estimate market size).

Uber Slide 18: Market Info Continued

The next slide shows a pie chart breaking down the percentage of rides to the airport vs. those not to the airport, and the percentage of those that are for retail vs. business. It’s not clear how this affected Uber’s concept, so this perhaps wasn’t a particularly necessary slide.

If you’re going to include a slide like this in your pitch deck, it’s better to at least have a couple of bullet points explaining how the data relates to your project and opportunities. Remember that you want anyone who skims through your deck to understand it without needing you to give them an explanation.

Uber Slide 19: Target Cities

On slide 19, the Uber pitch deck repeats that the initial target cities were intended to be SF and NYC. The slide then lists a few other major cities to expand to. This slide could have easily been combined with the Initial Service Area slide from earlier in the pitch for conciseness.

Uber Slide 20: Potential Outcomes

The 20th slide of Uber’s pitch deck lists potential outcomes of the company’s business model. 

The best-case scenario that the founders speculated on was that the company would become a market leader and make $1B+ in annual revenue. The worst-case scenario was that the company wouldn’t achieve its goal of expanding beyond San Francisco, and that it would remain a small, high-end transportation service for executives in the city.

This is an important slide for investors to see because it gives them some realistic possibilities for what can happen if they invest, helping them to make a decision about backing the startup.

Though it took until 2015 to start earning over $1B in annual revenue, Uber now pulls in more than $14B annually. So it’s safe to say their best-case scenario eventually came true.

Uber Slide 21: Smartphone Info

The next slide shows a couple of charts about smartphone usage in the US as of August 2008. This just provided potential investors some relevant stats about the ever-growing opportunities for mobile apps.

From today’s perspective, you might think this is another unnecessary slide. But, you have to remember that when Uber was conceived, in 2008, it was far less common for people to order things like cabs through their smartphones. 

Uber’s founders added this slide to show how smartphone usage was growing back then, as a way to back their market size and potential outcome estimations to investors.

Uber Slide 22: Future Optimizations

On slide 22, the deck goes into some ideas for optimizing the Uber app down the road. This is extra information that some investors may have appreciated, but it feels like it could have been left out of Uber’s first pitch deck and saved for a later funding round when the app was actually up and running.

Uber Slide 23: Marketing Ideas

On the following slide, we see some potential ideas for how to market Uber’s service. This slide feels a bit like a sheet of notes from a brainstorming session. It probably would have been better to include concrete marketing activities planned for the app’s launch.

Showing investors some of the different ideas you have for growing an early-stage business isn’t a bad idea, but it would work better if you’re able to show them active growth strategies and channels, instead of a random assortment of unconnected marketing ideas.

Uber Slide 24: Location-Based Service

The second-to-last slide in Uber’s pitch deck states their plans to eventually expand the app’s infrastructure to other location-based services, such as delivery. If you’ve ever used Uber Eats, you know this is something that came true! This is a good slide to include at the end of a pitch because it leaves investors thinking about the company’s potential for growth.

Uber Slide 25: Progress to Date

Last but not least, we have a slide with some bullet points listing everything Uber had done to date to bring its vision to life. This is definitely important information to show potential investors, who want to see progress being made in order to actually commit money to a project.

Missing Slides in Uber’s Pitch Deck

Business model.

Uber’s founders didn’t include any type of slide in their original pitch deck about the business model, with concrete details about pricing, operating costs, profit margins, and other information investors like to know. Even if they’re just initial estimates, it’s good to include a slide with at least some of this information in your startup pitch.

These days, it’s a best practice to include a slide with a brief summary of the key team members, including the founders and anyone else vital to the development of the project. This puts a face to the company for investors and gives them a better idea of how qualified the team is to solve the problem they claim to be able to solve.

A slide with info about deal terms isn’t necessarily a standard slide to include in pitch decks, but some investors appreciate having this information during a presentation. Deal terms can include things like how much money your company needs initially to kickstart it and what investors could expect in return.

Uber Pitch Deck Templates

If you like the way Uber’s original pitch deck worked and think you could try something similar for your next startup fundraising pitch, you can try using one of the editable Uber pitch deck PDF templates below:

• Slidebean’s template
• Beautiful.ai’s template
• Venngage’s template

If you do try out one of the pitch deck templates above, consider removing and/or combining some of the slides to cut down the overall length of the presentation and make the info more concise. 

In 2022, there are more startups than ever for investors to choose from, so you really want to make your first pitch pack a punch in a short amount of time and include only the most relevant information.

Final Thoughts

Overall, Uber’s pitch deck did lots of things well, though it could have been shorter — the recommended length for startup pitch decks is 12 to 14 slides, and Uber’s deck was a whopping 25 slides long.

Where Uber’s founders could have really cut down the length of the deck was in the slides about the company’s app and solution. They should have described the solution and the user benefits of using Uber vs. traditional cabs in two or three slides, instead of in six plus as they did.

That being said, the deck was thorough and included all the key information potential investors would have wanted to know for an early-stage startup. And, investors at Uber’s first pitch deck presentation liked it well enough to offer the company an initial round of seed funding, totaling $200K.

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Pitch Deck Teardown: Uber’s $200K pre-seed deck from 2008

There’s a  pretty decent chance you’ve heard of a little company called Uber. It was a Crunchies finalist back in 2011 (for Best Location Application, alongside Runkeeper, Foursquare, Airbnb and Grindr), and it’s been doing rather well ever since.

As I am writing this, Uber has a $69 billion market cap ( nice )   and it’s a global superstar startup.

But it wasn’t always like this. Fifteen years ago, the company set out to raise a $200,000 round of financing with a different name (UberCab) and a different business model (limos you hail from your smartphone using SMS). In 2011, it launched in San Francisco, followed quickly after that in a number of other cities.

A lot has changed in the past 15 years. For one thing, the original iPhone had only just been launched (without the ability to install apps!), and fundraising has become a lot more sophisticated.

The Uber deck has been floating around the internet for a while; we shared it as a gallery back in 2017 , and these days it isn’t really seen as a good example of how to do a pitch deck. Even still, let’s take a stroll down memory lane and see what Uber got right in its original pitch — and where it made some spectacularly silly mistakes.

We’re looking for more unique pitch decks to tear down, so if you want to submit your own, here’s how you can do that . 

Slides in this deck

• Cover slide
• Problem slide (“Cabs in 2008”)
• Solution slide (“Digital Hail can now make street hail unneccessary”)
• Solution slide (“UberCab Concept”)
• Product slide 1 (“1-Click Car Service”)
• Value proposition slide 1 (“Key Differentiators”)
• Mission (“Operating Principles”)
• How it works slide 1 (“UberCab Apps”)
• How it works slide 2 (“UberCab.com”)
•  Positioning slide (“Use Cases”)
•  Value proposition slide 2 (“User Benefits”)
•  Value proposition slide 3 (“Environmental Benefits”)
•  Product slide 2 (“UberCab Fleet”)
•  Go-to market slide 1 (“Initial Service Area”)
•  Technology overview slide (“Technology”)
•  Competitive advantage slide (“Demand Forecasting”)
•  Market size slide (“Overall Market”)
•  Market segmentation slide (“Composition of Market”)
•  Go-to-market slide 2 (“Target Cities”)
•  Scenario planning (“Potential Outcomes”)
•  “Why now?” slide (“SmartPhones Aug 2008”)
•  Road map slide 1 (“Future Optimizations”)
•  Marketing slide (“Marketing Ideas”)
•  Road map slide 2 (“Location-Based Service”)
•  Traction slide (“Progress to Date”)

Three things to love

There are some beautiful historical gems in this slide deck, some of which are just delightful idiosyncrasies of a time gone by. Others are legitimately insightful glimpses into where Uber would be growing, visible even in this very early deck.

Uber knew location-based services would be huge

[Slide 24] Uber knew from the start that it might have adjacent markets as an option. Image Credits: Uber

The Lyft-pioneered hailing-a-ride-from-a-random-stranger model came later, but Uber knew that delivery was going to be a key source of growth. The company projected that this would be a $3.5 billion industry by 2010. Considering that Uber Eats raked in around $8 billion in 2021 and nearly $11 billion last year, it’s pretty safe to say Uber’s projections turned out to be right.

That was a particularly fascinating thought back in 2008 because Uber had yet to launch and didn’t have a clear vision for how it was going to launch UberX.

Made possible by smartphones

Of course, with the benefit of hindsight, this is a fantastically obvious one, but …

[Slide 21] SmartPhones. They’re a thing. Image Credits: Uber

The interesting — and crucial — thing was that the smartphone (and ubiquitous data availability on cellphone plans) was ultimately the technology that unlocked Uber’s current business model: Drivers can drive, passengers can hail, etc. The company doesn’t make much of a prediction of where the market is going, but it knew one thing: SmartPhones [sic] were an important part of the path going forward.

As a startup, Uber is showing that it is, in effect, building a company on two emerging technologies: location-based technologies and smartphones. That’s pretty genius, everything considered. And there’s an important thing that can be learned from this when you’re building your own pitch deck: Tying your company to major macroeconomic or technology shifts is a great way to catch a tremendous tailwind.

What’s the (best/worst) that could happen?

[Slide 20] OK, this is just funny. Image Credits: Uber

Uber’s founders, in their wildest dreams, imagined that the best-case scenario was $1 billion in annual revenue. To be fair, the $8.6 billion it generated in 2022 is more than $1 billion, so the company was, indeed, right. But it also hoped for a “realistic” scenario of $20 million to $30 million per year of profit. That’s an interesting one — because for ever-so-many years, Uber was running at a significant loss as it was optimizing for aggressive growth over profits. I love this slide so much.

The lesson here? Get rid of any sort of predictions about your exits or outcomes. Size the market and call it a day.

In the rest of this teardown, we’ll take a look at three things Uber could have improved or done differently.

Three things that could be improved

Uber got many things objectively wrong, but it had no way of knowing how successful it would become. However, the company did make some pretty painful mistakes in its pitch that — even at the time — could have been done better. Here’s a selection:

The narrative is a mess

The thing that strikes me more than anything about the UberCab deck is how there’s no clear narrative — it jumps all over the place. Scroll back up and take a look at the slides; there are three product slides, but they aren’t grouped together. There are a number of value proposition slides, and all of them take on a slightly different value prop.

More than anything, the deck is extraordinarily defensive; it’s almost as if the founders are trying to convince themselves that this is a good idea.

That’s … not how traction works

When you have an early-stage company, it can be hard to figure out how you weave the narrative of your traction and milestones to date. But this traction slide — labeled “Progress to Date” — is legendarily bad.

[Slide 25] This is god-awful. Image Credits: Uber

On the bright side, founders, it’s extremely likely that literally anybody reading this will have more impressive traction than Uber did when it raised its first round of financing.

• Having “UBERCAB” as an SMS code is cute, to be fair.
• They “reserved” a domain? Did they buy it? Did they register it? What does that even mean? Even in 2008, that wasn’t the language people used about web domains, which makes me worried about whether the company’s founders even really understand the internet.
• Applying for a dev license … isn’t a milestone or traction of any sort. Receiving the license might be, but even then, that’s pretty weak.
• Creating a bank account and a PayPal account? Can you imagine putting that on a slide deck today? It’s bare-bones table stakes for a business; if you list it on your progress slide, it shows that you’re really scraping the bottom of the barrel.
• Fifteen clients? The company doesn’t specify what a client is — is it a passenger? Is it a partner? That’s confusing, but in any case, 15 of anything is unimpressive for a business-to-consumer company.
• Buy three cars? Whyever? I’m pretty sure that rental companies or leasing solutions existed in 2008 — buying expensive assets (and especially the Mercedes S class cars the company talks about elsewhere in the deck) is grossly financially irresponsible.
• “Develop app.” Well. Yes.

Even giving the founders the benefit of the doubt about this slide, there’s an even worse problem with it: It is the very last slide in the deck. If they were presenting it to an investor, that’s the slide that would be up on the screen as they are fielding questions. Way to underwhelm your potential investors.

This is the reason why most pitch decks have a “contact us” or “any questions?” slide at the end — at least your investors won’t be staring at your very worst slide as they are trying to poke holes in your business.

Um, it’s a cab

The most puzzling slide in Uber’s deck, however, is its Use Cases slide:

[Slide 10] Wait, what?! Image Credits: Uber

The completely inexplicable thing here is that Uber is just explaining what taxis are and when people might choose to take a taxi rather than drive themselves. The “Wi-Fi in cars” thing is a bit novel, perhaps, but hotspots and usable internet on the move were essentially nonexistent.

In summary: This entire slide is redundant, and it takes up important real estate in a deck where the company is describing legitimately innovative solutions.

The thing you can learn from this slide as a startup is this: Don’t insult your investors. Yes, you sometimes have to go back to basics, but … people know what taxis are. You don’t have to reiterate that.

The full pitch deck

In this section, we usually link to the company’s pitch deck, but it’s all over the internet, so instead, we’ll just do this. Enjoy:

Here is Uber’s first pitch deck

If you want your own pitch deck teardown featured on TC+,  here’s more information . Also, check out  all our Pitch Deck Teardowns and other pitching advice , all collected in one handy place for you!

Uber Pitch Deck Made Better (Customizable as Template)

Explore our enhanced Uber pitch deck template, based on the original that raised $200K. Gain insights and tips for creating your successful pitch deck.

8 minute read

helped business professionals at:

Short answer

What makes the original Uber pitch deck so effective?

The original Uber pitch deck's effectiveness lies in its clear value proposition, concise market analysis, and compelling vision for revolutionizing transportation.

Its straightforward approach and strong storytelling captivate investors, showcasing Uber's potential for disruptive innovation.

Uber’s pitch deck shares a great idea, but it’s ready for a style update

The original Uber pitch deck is a masterclass in sharing a big vision. It's the kind of story that grabs attention and doesn't let go, showing us all how a simple idea can change the world.

But, while the first pitch deck of Uber was groundbreaking at its time, it now feels a touch dated in its look and feel.

In this blog post, we're going to give Uber's iconic pitch deck a modern makeover, turning it into an interactive journey that's more in line with how today's audiences consume content.

Join me as I walk through the transformation of Uber's pitch deck, showing you the before and after, and sharing tips on how you can spruce up your own slides.

Here’s a sneak peek at the original deck (left) and its updated version (right):

You need to elevate your pitch to ignite investors’ interest

Imagine a world where catching a ride was as simple as pressing a button on your phone. That was Uber's game-changing idea back in 2008.

With a clear vision and a compelling pitch, they turned a simple concept into a global revolution in urban mobility, kicking off with $200,000 in seed funding.

These days, snagging someone's attention is just the start. The real challenge? Keeping it.

Picture this: an investor glances at your pitch deck. You've got 15 seconds to make an impression. If Uber had just sent out their deck and hoped for the best, we might not be hailing rides with our smartphones today.

Think of your pitch deck as your story's best friend. It's there to do the talking when you can't.

But it's got to be more than just words on a screen. Crafting an interactive pitch deck is about weaving a narrative that resonates, ensuring your vision sticks with people long after they've moved on from your slides.

Uber pitch deck (interactive remake):

Disclaimer: The insights provided are inspired by Uber's publicly available initial pitch deck . It has been recreated for illustrative purposes by the Storydoc team and does not reflect the exact deck Uber used for their fundraising efforts.

How we improved the original Uber pitch deck

Let's take a closer look at how we've given Uber's original pitch deck a major upgrade.

We've improved the storyline and ramped up the visuals to bring you a step-by-step breakdown of the changes that can take a decent pitch to the next level.

I'm here to walk you through these improvements, showing you how to apply them to your deck to make it stand out and stick with your audience.

1) Cover slide

When Uber first hit the scene with its pitch deck, it went by "UberCab," and its cover slide was pretty straightforward.

Picture this: a sleek Mercedes and a Blackberry phone right there on the front page. It was clear from the get-go that Uber wasn't your average taxi service; it was something new, something modern.

Fast forward to today, and we've given that cover slide a bit of a facelift with Storydoc's touch. First off, we've updated Uber's name to reflect its current brand, keeping it crisp and simple.

But here's where it gets really exciting: we swapped out those static images for a dynamic video. Why? Because videos have this unique power to draw people in.

In fact, decks with a video right on the cover slide see a whopping 32% more engagement .

Imagine starting your pitch with a video that captures the essence of Uber, showing the bustling streets or happy customers. It sets the stage for everything that's to follow.

And we didn't stop there. We added a little note about the average reading time for the whole deck.

It turns out, just by letting folks know up front how much time they'll need, you can reduce the chance of them bouncing off by 24% . It's like giving them a heads-up, "Hey, stick around, it's worth it," and it works.

2) Problem slide

Originally, Uber's pitch deck tackled the taxi industry's issues across two separate slides, which risked diluting the audience's focus.

The slides laid out the inefficiencies and frustrations with traditional taxi services, but the split could potentially weaken the impact of the message.

In our revamped version, we've streamlined these insights into a single, more powerful slide.

By employing design strategies like grayed-out content transitions, narrated storytelling, or a quadrant layout, you can make the transition between points smoother and more engaging.

This not only keeps the narrative tight but also ensures that the audience's attention is captured and held from start to finish.

Moreover, the original slides included a graph meant to illustrate the high cost of NYC medallions, but let's be honest, it was pretty hard to decipher.

Recognizing the importance of data in storytelling, we offer an extensive library of interactive data visualization tools you can use instead.

This way, viewers can interact with the data themselves, exploring the specifics at their own pace. This makes the information clearer, adds an engaging, hands-on element to the presentation, and sets the stage for Uber’s solution to shine.

3) Solution slide

When Uber first laid out its solution, it was spread across several slides, packed with walls of text. It was thorough, sure, but it risked losing the audience in the details.

Imagine trying to catch a glimpse of the city skyline through a thick fog—that's how it felt navigating through the original solution slides.

So, we took a step back and thought, "How can we clear the fog?"

First up, we set the stage with a "Why invest in Uber?" slide. Picture this as the moment the sun starts to peek through, highlighting the key metrics that make Uber shine.

Then, we tackled the solution itself, condensing the essence into 2 crisp slides:

On the first slide, we mapped out Uber's world using quadrants , each representing a different service. For those who love to explore, you can add expandable text sections that let you dive deeper into each area without cluttering the slides.

The second slide is where the journey begins. Using scroll-based design, you can explore Uber's main features and benefits one by one at your own pace. There are also image and video placeholders to present the solution in action.

By repackaging Uber's solution into this streamlined, engaging format, we’ve made it easier for the audience to grasp and remember Uber’s offerings.

And, more importantly, giving readers something to play around with means that your deck will get scrolled to the bottom 41% more often and read 21% longer .

4) Market size slide

Uber's original market size slide, packed with numbers and a simple pie chart, was informative but a bit dry. It was like reading a dense report when you really wanted a clear, engaging story.

So, we switched things up with an interactive data visualization component that fills with real-time data. This interactive approach transforms the slide from a static snapshot into a lively exploration.

It's about making the audience active participants, turning what could be a forgettable list of numbers into a memorable, hands-on experience.

Now, understanding Uber's market size and segments is not just easier but also a lot more fun.

5) Traction slide

In the original pitch, Uber spread its story thin across several slides, touching on future hopes and what they'd achieved so far.

Fast forward to today, and we've got a whole saga of success to share. So, we thought, why not make it easier and more engaging for everyone?

We packed Uber's milestones into one timeline slide. It's like a road trip through Uber's history, where every stop is a major win or a breakthrough moment.

This visual journey makes it easy to see just how far Uber has come, turning a list of dates into a compelling story of growth and innovation.

For the success part, we went with running numbers. Picture this: numbers that climb right before your eyes, showcasing Uber's annual revenue, year-on-year user growth, and customer satisfaction rate.

It's not just numbers on a slide; it's a live show of Uber's growth, making the scale of their achievements instantly clear and far more impactful.

By focusing on a timeline and interactive numbers, we've made Uber's progress and success not just easier to grasp but impossible to ignore.

It's a fresh, lively way to highlight just how big a deal Uber is, turning dry data into a dynamic narrative that captures the essence of their journey.

6) Next steps slide

The original Uber pitch deck, while groundbreaking, left out several key slides that could have painted a fuller picture of the company's vision and strategy.

Important elements like the business model, the team behind the magic, how they planned to use their investments, and crucially, clear next steps were missing.

Recognizing these gaps, we saw an opportunity to not just fill them in but to do so in a way that significantly boosts engagement and action.

We capped our deck off with a smart call to action (CTA) that's more than just a polite "thank you."

We embedded a calendar directly into the deck, allowing investors to book a meeting with Uber's team right there and then. This direct approach transforms passive interest into active engagement.

Our analysis of various pitch decks revealed a striking insight: decks with a singular, clear next step, like booking a demo or signing up, boasted a conversion rate 27% higher than those ending with a generic thank you.

It's a testament to the power of a well-placed CTA, turning viewers into participants and potential leads into concrete actions.

And that’s it!

If you’d like more insights on how to create a fundable pitch deck, we’ve put together several guides for you:

Creating Fundable Pitch Decks as Advised by VCs (+Templates)

10 Slides to Include in a Pitch Deck (All Investors Want)

How to Make an Outstanding Pitch Deck with AI

Pitch Deck Examples That Win Where 99% Fail (+Templates)

Famous Pitch Deck Examples to Steal From (+Templates)

Best Pitch Deck Software Every Founder Needs

Give your own pitch deck a makeover

Looking to transform your pitch into something as impressive as Uber's? You've come to the right place!

Take a look at our wide selection of pitch deck templates , each designed for different needs, to find the perfect one that tells your story just right.

Our easy-to-follow editor will guide you through turning your pitch from good to great, effortlessly.

Or, if you'd rather, upload your deck and get tailored advice from our storytelling expert on how to polish it up.

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Uber Pitch Deck

Ride sharing company Uber is famous today, and is a stellar success story. Thanks to their success, the initial Uber pitch deck is an in-demand resource for new entrepreneurs looking to build a startup. Uber shared their pitch deck less than a decade after founding the company.

In 2008, Uber started with $1.25 million in seed funding from investors, but they relied heavily on a presentation to do so. While successful, the original Uber pitch deck was a snooze, so we updated it using Beautiful.ai.

Check out the Uber Pitch Deck redesigned in Beautiful.ai

Take the Uber pitch deck as an example: a well-designed pitch deck template can seal the deal for the growth of your project or startup. It's important to craft a document worthy of attention to achieve your goals. Our Uber pitch deck refresh used tables, graphs, charts, and other graphics to grab attention and illustrate important data. Each of these can easily be added and customized to your template. Here are some slides you could include:

Pro Tips for Creating Your Own Pitch Deck

A strong pitch deck, like the Uber pitch, not only serves to reinforce your brand to investors. It also demonstrates that you understand what your business is and who your customers are. Here are some things to consider:

Engage potential investors by telling an exciting story. Talk about how your startup got its start or the connection you have to the problem you’re solving.

Use graphics, photos, carts, and videos to bring your story to life. Visuals capture your audience’s interest and can help you tell your story in impactful, memorable ways.

A pitch deck should be clear, compelling, and straightforward. About 10 to 20 slides should be enough to hit all the key points.

Picking the right photos and images is essential to the overall success of your presentation. Be sure to pick images that tell a story and enhance understanding.

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Uber Pitch Deck Template

834698 uses

AI generated Pitch Deck 🤖

The following Uber pitch deck template follows the traditional order of slides recommended by accelerators and successful startups. But first things first: what must a pitch deck contain? Is there a standard? Yes, actually there is. There's really no need to reinvent the wheel here. So, before we dig deep in our Uber pitch deck template, let's review the pitch deck outline.

What does a Pitch Deck contain?

• Problem slide
• Product Demo
• Market Size
• Business Model
• Competition
• Underlying Magic
• Go-to Market
• Fundraising Information

The Uber pitch deck template

Nine years after founding Uber, Garret Camp (co-founder) shared the pitch via Medium. We took the liberty of redesigning (using our AI button ) the original Uber pitch deck to make it look better. As we are all aware of how big Uber became, their pitch deck has become a major reference for anyone building a startup.

The Uber pitch deck template can be divided in three sections.

The slides teardown

Don't forget that the initial part of your presentation is critical, as it is your chance to catch your audience's attention. Make sure to add the following information in your slides:

• Problem: summarize the problem you are tackling. Use short and to-the-point and down to earth statements.
• Proposed solution: you and your company. Mention how you will address the problem. Again, less is more. Get to the point quickly using words everyone will understand.
• Product demo: be careful when presenting live. If anything goes wrong, then the whole meeting goes down the drain. Stick to a video and to the safest solutions.
• Market Size: How large can your company be? In this Uber Pitch Deck template, you can see that they decided to start in San Francisco and New York, before expanding to other big cities. This is a market that could result in $1.3 Billion. This allowed them to visualize a best, a realistic and a worst case scenario. Who would have thought that their prediction fell incredibly short from what really happened?

Wrapping it up

• Business Model.
• Competition slide: inspired in Steve Job's keynote, we recommend using a grid-approach to compare yourself to your competitors.
• Underlying magic: talk about the technology you have developed to create your product. You can get more technical here. Specifically on Uber: this is were they talk about their route optimization, their tracking technology and their not-so-loved surges.
• Go-to-market: your company's marketing ideas.
• Team slide: mention your founders and a short bio.
• Traction slides: add your sales and revenue in a clear and straight forward chart.
• Fundraising slide: Uber added this slide where they specify how much money they were asking at the time.

You can download a PDF version of the redesigned Uber pitch deck template here, or you can use create a free Slidebean account here to use this template online and edit it as wished.

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Uber IPO: Inside The 2008 Pitch That Birthed An $80 Billion Startup

ber's founders in 2008 thought the best-case scenario for what they were calling UberCab was to hit $1 billion in revenue. Their "more realistic success scenario"? Reach 5% of the top U.S. cities and generate $20 million in profits.

Talk about being short-sighted. Even the super-sized ambitions of founder Travis Kalanick didn't envision what would transpire: $11 billion in revenue, 100% of the top U.S. cities (30% of the world's countries), and an IPO that values the ride-hailing company at $82 billion — nearly as much as the market capitalization of Ford and General Motors combined.

On Friday, Uber starts trading on the New York Stock Exchange after raising $8.1 billion in the biggest U.S. IPO in five years. Over 91 million people use it monthly.

Expectations exceeded when it comes to scale, but vows made in Uber cofounder Garrett Camp's original pitch to investors that it was "profitable by design" look laughable in hindsight. It booked $3 billion in operating losses last year; some investors doubt it will ever make a dime. Another thing the founders couldn't predict: how Kalanick, the public face of Uber's hard-charging ways, would be sidelined during the IPO hoopla. After a string of scandals led to his ouster, replacement Dara Khosrowshahi made the final pitch to investors.

Forbes took a look at what else Uber's cofounders got wrong and got eerily right (think the near death-blow to taxis), when they wooed investors 11 years ago.

UberCab dropped cab from its name in 2010—right around the time it received its first cease-and-desist letter from the city of San Francisco. It's also moved way beyond car service, offering bikes and scooters and the idea, if not the reality, of air taxis.

Uber had cabs in its crosshairs and it decimated the industry as a result. taxis would fight back, sometimes by protest, but by november 2017, uber drivers were performing more monthly pickups than green and yellow taxi drivers in new york city., the growing popularity also forced the price of taxi medallions to plunge. once worth an average of half a million dollars, some medallions reportedly went up for auction in 2018 for as low as $160,000., other taglines used: "make transportation as reliable as running water." by the time of its ipo, uber had come up with a snazzier statement: "igniting opportunity by setting the world in motion." those better fit with its vision of moving beyond san francisco and new york city. it's now in over 700 cities., it's still a 1-click-car service, but uber dropped the idea of a membership model. as for photos to match client and driver, uber added further identification, like car descriptions and license plate numbers, so riders would know their pickup was legit. the new features still wouldn't go far enough (see slide 11)., getting a ride in five minutes is still true. uber's s-1 filing shows its average wait time globally in 2018 was five minutes. it's moved way past luxury: uber first introduced its lower cost uberx ride in 2012, its first step in moving past being a black car-only service., far from it. uber doesn't have an easy path to profitability, if there is one at all. (public market investors will have to see how long they tolerate it.) in order to power its international expansion, it did have to ditch its pre-paid cashless system and it now accepts cash in a lot of its foreign markets. today, cash payments make up 13% of its global bookings., can you spot the original ubercab app you used to be able to hail an uber via text too. now that's not really an option, but uber for business users, like hotels, can dispatch ubers and text the pick-up details to customers, no app needed., the google maps deal is a pricey one: uber spent $58 million the last two years on maps. and while labeling locations was part of the early vision, uber only added saved places, other than home and work, to its app in 2017., wifi in cars we wish, uber did get the rideshare part right, though. uber was already envisioning what would become uberpool, but its carpooling option didn't launch until 2014. kids, too, are a problem—unless they're accompanied by an adult. uber doesn't allow minors under 18, but there's a whole crop of "uber for kids" startups taking its place., safer that hasn't been proven. uber got in serious trouble over misleading claims on safety. in 2016, it settled a class action lawsuit over making statements like how its background checks were "industry leading." as part of the deal, it had to rename its "safe ride fee" to a "booking" fee. after repeated reports of assaults, kidnappings and murders, uber started rolling out a panic button, adding a direct line to 911 in 2018 for u.s. customers., uber actually called environmental policy a risk in its ipo, not a benefit: ""[b]ecause a substantial portion of our business involves vehicles that run on fossil fuels, laws, regulations, or governmental actions seeking to curb air pollution or emissions may impact our business." it's trying to work with cities to introduce all-electric vehicles and even charges a clean air fee in cities like london. but given that more cars on the road means more emissions, it's hard to say uber is unequivocally good for the planet. lyft has at least pledged to buy carbon offsets (uber didn't)., these don't look like your average uber anymore. while camp wanted to buy a fleet, it was kalanick who pushed back and thought it would be a better idea to let existing car services onto uber. soon, it would be anyone with a car—not just the limo services., ... and 62 other countries around the world after that. uber expanded quickly. after launching in new york in may 2011, it would expand throughout the u.s. and to paris by the end of the year., the smartphone powered uber, but sometimes a little too much. phones would help uber track its users from what was known as "god view", a tool that was curtailed once it became publicly known. the reputation tracking would also become an issue: driver ratings are core and controversial to the app. fall too low and it would cost drivers their jobs., where is surge pricing that didn't come until 2012. uber needed another way to balance supply and demand, so it started charging riders more during busy times to incentivize more drivers to log in., uber's biggest underestimation would be thinking its competition was just the taxi and limousine market in the u.s., a $4.2 billion opportunity. that turned out to be way too small. instead, uber's revised total addressable market is all vehicle and public transport trips, according to its s-1 filing. that's now a $5.7 trillion market size., airport pick-ups and drop-offs would be a key market for uber, something the founders spotted early. in 2018, 15% of uber's bookings came from trips that started or ended at an airport., uber didn't just cover 50% of the u.s. market, it covered 100% of the cities on its initial target list. international expansion wasn't even on its radar in 2008, but it moved quickly to go global. rival lyft remained u.s. and canada-focused instead., the worst-case scenario deterred a lot of investors from putting a check in early. after all, what venture capitalist would want to invest in a town-car business catering just to the elite instead, uber blew past its realistic success and best-case scenarios quickly. uber hit $1 billion in revenue by 2015, and generated 10x that, around $11.3 billion, in 2018. its major miss of the last decade was in delivering profits. it may not be realistic ever, even the smartphone market share has been disrupted since 2008 when blackberry, palm and nokia were global favorites., if you're in san francisco, we'd forgive you for thinking that uber had stocked the city full of prius cars. but uber completely abandoned its plan to buy cars. instead, it let drivers use their own and even offered a leasing program, albeit one that was a bit predatory. it later sold off that business to a softbank-backed company instead., uber became far more than a "ubiquitous 'premium' cab service". that just shows how short-sighted its initial vision, at least on paper, would be. at least it didn't go with the cabs2.0 moniker. today, uber likes to refer to the new ceo, dara khosrowshahi's tenure, as uber 2.0, an attempted reset at the company culture following a series of scandals and investigations in 2017., delivery looks like an afterthought in uber's first pitch deck, but it became its own "best-case scenario" business. ubereats did nearly $1.5 billion in revenue in 2018, and 40% of its customers had never taken an uber ride before. food delivery just in the u.s. is expected to become a $24 billion business by 2023., a few million uber would go on to raise over $20 billion in a mix of equity and debt, including from investors such as softbank. its ipo alone generated over $8 billion for the company. profitability turned out to be a pipe dream, at least for now, but the rest of uber's business grew far beyond its beginnings..

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Uber Pitch Deck (+Free PPT & PDF Download)

Get the Uber pitch deck template with a free open-sourced design. As the most successful startup in the gig economy, Uber has revolutionized the transportation and delivery industry. While the original Uber deck from 2008 might look a bit dated, we modernized for you to use for free so you can focus on revolutionizing your own industry!

Fund Your Startup with an Updated Version of the Pitch Deck that Changed the World

With a total funding amount of just over $25 Billion, Uber has raised more capital than nearly any other startup. While they no longer need a pitch deck, their early versions were critical to conveying their revolutionary idea and securing the funding needed to make it a reality.

FREE Open-Sourced Design

Uber's original pitch deck did a great job of explaining a relatively new concept at the time. It's one of the newest decks on this list, so it didn't need as much work redesigning it. Because of this, the format is very similar to the original, and all best practices were maintained. The modern version is free to use, so take some time to make it yours.

Want a copy?

Simply submit the resources form and we'll send you a download link to the resource for free!

Related Resources

How to Build a Killer Pitch Deck (+ Free Template)

How to Raise Venture Capital in 2024 (Complete Guide)

Building a Pitch Deck? Here's the software you should use.

What to Prepare Before Pitching Investors

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Uber Pitch Deck Template

For the ninth anniversary of the founding of Uber, it's co-founder Garret Camp shared the first pitch deck they created in late 2008. At the beginning, Uber was originally called UberCab, and it has evolved from a simple idea into a major platform that has improved the car service industry.

Here you have Uber's 25 slide deck! There's a lot to be learned from their first-ever pitch.

Need a hand?

Uber Pitch Deck

If you need to raise funding from a VC for your startup, the initial step is to craft a pitch deck. An investor pitch deck is a brief presentation that helps investors to understand your business. It should necessarily include your product benefits, your business model, your monetization strategy, introduction to your team, and your plan to acquire users. A pitch deck is a vital fundraising tool that helps you get investor attention - be it just $50,000, $500,000, or a whopping $50 million. Pitch decks usually run for fifteen to twenty slides. And although presentations are a short, concise form of your entire story, creating one isn't an easy task. It's another thing if you've done it before. But if it's your first time, and you're a first-time entrepreneur, it can prove to be incredibly daunting. To help you with this daunting task, we at Pitch Deck have taken cues from top startups who've raised money from angel investors and VCs with effective pitch decks and went ahead with redesigning them. While you can check out these redesigned pitch decks for inspiration, you can also use these templates as a base for your cake.

“ We want everyone to have a great experience building their pitch decks — and with Pitch Deck they get just that”

What does the Uber Pitch Deck entail?

Paris, 2008. That is where Uber was originally born. Two friends- Travis Kalanick and Garrett Camp- were present at LeWeb - an annual tech conference. Before attending the shindig, both men had sold their startups for large sums. Travis Kalanick had his Red Swoosh acquired by Akamai Technologies for $19 million, while Camp sold StumbleUpon to eBay (EBAY) for $75 million. So the idea for Uber was born on one of these nights of the conference when the duo was unable to get a cab back home. Their plan, initially, was to create an app for a timeshare limo service. They both went separate ways after the conference, but Camp couldn't shake off the idea from his mind. He was so fixated on the concept that he ended up purchasing the domain UberCab.com. The ease at which a cab could be hailed while sitting at home gassed the app's rising popularity. With one click, a ride could be ordered; location could be identified; cab could be tracked, and the cost was automatically charged to the card on the user account. In October 2010, the company received its first significant funding, a $1.25 million round led by First Round Capital. On Uber's ninth anniversary, co-founder Garrett Camp shared the company's first pitch deck. However, company growth and drama aside, there's a lot to be learned from Uber's deck.

The Uber Pitch Deck Slides

Cover slide.

Use this slide to introduce your clients and investors to your business or brand. In case there isn't time to move through to more slides, make sure to include the name of your company, the name of your project/product, and a way to contact you like a phone number or email address. Strip away to the basics on this slide to ensure that the essential message always gets across. The Uber pitch deck does precisely that.

The Problem (Customers)

This slide in the Uber pitch deck helps identify the existing problems in the market and also provides a holistic view of the specific pain points faced by prospects. This slide in the Uber pitch deck talks about a pre-Uber era. Hailing a cab wasn't as easy as it is today. There were obvious problems. For starters, people when they had to get from point A to B, the availability of cabs was highly uncertain.

The Problem (Drivers)

This slide from the Uber pitch deck again talks about a pre-Uber era but from the driver's POV. Back in the day when yellow cabs were the only means of cab transport available, it wasn't a very lucrative business for the cabbies. One, because medallions were ridiculously expensive and two, cabbies were never incentivized for the extra hours they pitch in. Moreover, their income was never consistent.

Uber app filled in the gap that was left unaddressed through ages. A one-click cab-hailing facility. Easy for users, comfortable for drivers. The Uber pitch deck explains what the concept is in very simple terms. The Uber pitch deck also talks about the company USP in the successive slide.

Key differentiators

This slide in the Uber pitch deck talks about the ground rules set by Uber to have safe and secure travel. It also talks about several other key features that were never there in a yellow cab making Uber, not just a cab-hailing service but also a safe means of commute for the lot.

Here, the Uber pitch deck talks about all the features available for an Uber user. The features slide proves to potential investors how much the team has understood the problem. This slide is a broad summary of the solution that the company is offering to the said problems.

Regardless of how the problem-solution slide is presented, often the listener or the viewer finds it hard to understand the precise application of the product. That's where use cases come handy. Use cases in this case -the Uber pitch deck- walk the investors through the real implementation of the solution, where it can be applied, how it will solve the problem, and how effective will this solution be.

Uber Benefits

This slide from the Uber pitch deck compares the regular cab service with the one that Uber provides. This helps the investor understand the gap even better.

Most often, it's not quite enough that you talk about the solution. Once the solution is established, it is required that you educate/inform the investors about how you are going to achieve the solution. This slide from the Uber pitch deck talks about the tech behind the building of the solution.

Demand Forecasting

The slide talks about the operational difference between Uber cabs and Regular ones. With their advanced technology Uber is capable of giving the user the exact location of the cab, how long it will take to arrive, and how long will it take to take you to the destination. Uber pitch deck has smartly executed this slide.

Market composition

To make a business work, you need to understand your market. The market opportunities/composition slide translates how much you have understood about your industry. This slide from the Uber pitch deck talks about how Uber's market is categorized into different segments.

Target Cities

Evident as it reads, the slide talks about the cities where Uber plans for launching the service first.

Marketing Ideas

Getting together a plan to make sales starts with figuring out how to acquire customers for your products and services is what a GTM slide in an elevator pitch deck will contain. This slide from the Uber pitch deck talks about their various marketing ideas that will land them users.

Ideas are great. It's even better when the idea can solve a significant problem. But investors put their money in your gig, not only because it solves a problem, but because people actually use your solution to solve that problem. So, it is imperative that you show quantifiable proof that your idea is worth investing in. That is precisely what this slide does in the Uber pitch deck.

Pitch. Perfect. Presentations.

Pitchdeck tells you why your presentations are effective Startups of every type use the power of Pitch Deck to easily create jaw-dropping presentations to raise funding from interested investors.

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Uber’s Strategy for Global Success

How can Uber adapt its business model to compete in unique global markets?

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As Uber entered unique regional markets around the world – from New York to Shanghai, it has adapted its business model to comply with regulations and compete locally. As the transportation landscape evolves, how can Uber adapt its business model to stay competitive in the long term?

Harvard Business School assistant professor Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors in his case, “ Uber: Competing Globally .”

HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.

BRIAN KENNY: The theory of disruptive innovation was first coined by Harvard Business School professor Clayton Christensen in his 1997 book, The Innovator’s Dilemma . The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, and affordability where complication and high cost are the status quo. Think Netflix disrupting the video rental space. Over the years, the term has been applied liberally and not always correctly to other examples, but every so often, an idea comes along that really fits the bill. Enter Uber, the ridesharing behemoth that turned the car service industry on its head. In a few short years after launching in 2010, Uber became the largest car service in the world, as measured in ride count. Last year, Uber drove 6.2 billion riders. Today’s case takes us to London in 2019, where Uber is facing the latest in a long list of challenges from regulators threatening their ability to continue operating in that important market. In this episode of Cold Call , we welcome Alexander MacKay to discuss the case entitled, “Uber: Competing Globally.” I’m your host, Brian Kenny, and you’re listening to Cold Call on the HBR Presents network.

Alexander MacKay is in the strategy unit at Harvard Business School. His research focuses on matters of competition, including pricing, demand, and market structure. Alex, thanks for joining us on Cold Call today.

ALEX MACKAY: Thank you, Brian. Very happy to be here.

BRIAN KENNY: The idea of Uber seems so simple, but it was revolutionary in so many ways. And Uber has been in the headlines many times for both good and bad reasons in its decade of existence. So we’re going to touch on a lot of those things today. So thanks for sharing the case with us.

ALEX MACKAY: Brian, I’m very happy to. It’s a little funny, we’ve actually started to see the first few students who have never hailed a traditional taxi in our classrooms. So I think increasingly, the contrast between the two is going to be pretty difficult for people to fully understand.

BRIAN KENNY: Let me ask you to start by telling us what your cold call would be when you set up the class here.

ALEX MACKAY: The case starts off with the current legal battle going on in London. And so the first question I just ask to start the classroom is: What’s the end game for Uber in London? What do they look like 10 years from now? In the midst of this ongoing legal battle, there has been back and forth, some give and take from both sides, Transportation for London, and also on the Uber side as well. And there’s actually a recent court case that has allowed Uber to have a little more time to operate. They bought about 18 more months of time, but this has been also brought with additional, stricter scrutiny, and 18 months from now, they’re going to be at it again trying to figure out exactly what rules Uber’s allowed to operate under.

BRIAN KENNY: It seems like 18 months in the lifetime of Uber is like a decade. Everything seems to happen so quickly for this company. That’s a long period of time. What made you decide to write this case? How does it relate to the work that you’re doing in your research?

ALEX MACKAY: A big focus of my research is on competition policy, particularly the realms of antitrust and regulation. And here we have a company, Uber, whose relationship with regulation has been really essential to its strategy from day one. And I think appreciating the effects of regulation and how its impact Uber’s performance in different markets, is really critical for understanding strategy and global strategy broadly.

BRIAN KENNY:  Let’s just talk a little bit about Uber. I think people are familiar with it, but they may not be familiar with just how large they are in this space. And the space that they’ve sort of created has also blown up and expanded in many ways. So how big is Uber? Like what’s the landscape of ridesharing look like and where does Uber sit in that landscape?

ALEX MACKAY: Uber globally is the biggest ridesharing company. In 2018, they had over $10 billion in revenue for both ridesharing and their Uber Eats platform. And you mentioned in the introduction, that they had over 6 billion rides in 2019. That’s greater than 15 million rides every day that’s happening on their platform. So really, just an enormous company.

BRIAN KENNY: So they started back in 2010. It’s been kind of an amazing decade of growth for them. How do you explain that kind of rapid expansion?

ALEX MACKAY: They were financed early on with some angel investors. I think Kalanick’s background really helped there to get some early funding. But one of the critical things that allowed them to expand early into many markets that helped their growth was they’re a relatively asset light company. On the ground, they certainly need sales teams, they need translation work to move into different markets, but because the main asset they were providing in these different markets was software, and drivers were bringing their own cars and riders were bringing their own phones, the key pieces of hardware that you need to operate this market, they really didn’t have to invest a ton of capital. In fact, when they launched in Paris, they launched as sort of a prototype, just to show, “Hey, we can do this in Paris without too much difficulty,” as their first international market. So being able to really scale it across different markets really allowed them to grow. I think by 2015, their market cap was $60 billion, five years after founding, which is just an incredible rate of growth.

BRIAN KENNY: So they’re the biggest car service in the world, but they don’t own any cars. Like what business are they really in, I guess is the question?

ALEX MACKAY: They’re certainly in the business of matching riders to drivers. They’ve been able to do this in a way that doesn’t require them to own cars, just through the use of technology. And so what they’re doing, and this is I think pretty well understood, is that they’re using existing capital, people who have cars that may be going unused, personal cars, and Uber is able to use that and deploy that to give riding services to different customers. Whereas in the traditional taxi model, you could have taxis that you didn’t necessarily own, but you leased them or you rented them, but they had the express purpose of being driven for taxi services. And so it wasn’t using idle capital. You kind of had to create additional capital in order to provide the services.

BRIAN KENNY: So you mentioned Travis Kalanick a little bit earlier, but he was one of the co-founders of the company, and the case goes a little bit into his philosophy of what expansion into new markets should look like. Can you talk a little bit about that?

ALEX MACKAY: Certainly. Yeah. And I think it might even be helpful to talk a bit about his background, which I think provides a little more context before Uber. He dropped out of UCLA to work on his first company, Scour, and that was a peer-to-peer file sharing service, a lot like Napster, and actually predated Napster. And where he was operating was sort of an evolving legal gray area. Eventually, Scour got sued for $250 billion by a collection of entertainment companies and had to file for bankruptcy.

BRIAN KENNY: Wow.

ALEX MACKAY: He followed that up with his next venture, Red Swoosh, and that was software aimed at allowing users to share network bandwidth. So again, it was a little bit ahead of its time, making use of recent advances in technology. Early on though, they got in trouble with the IRS. They weren’t withholding taxes, and there were some other issues with his co-founder, and there was sort of a bad breakup between the two. Despite this, he persevered and ended up selling the company for $23 million in 2007. And after that, his next big thing was Uber. So one thing I just want to point out is that at all three of these companies, he was looking to do something that leveraged new technology to change the world. And by nature, sometimes businesses like that operate in a legal gray area and you have very difficult decisions to make. Some other decisions you have to make are clearly unethical and there’s really no reason to make some of those decisions, like with the taxes and with some other things that came out later on at Uber, but certainly one of the things that any founder who’s looking to change the world with a big new technology company has to deal with, is that often, the legal framework and the regulatory framework around what you’re trying to do isn’t well established.

BRIAN KENNY: Obviously drama seems to follow Travis where he goes. And his expansion strategy was pretty aggressive. It was almost like a warlike mentality in terms of going into a new market. And you could sort of sum it up as saying ask forgiveness. Is that fair?

ALEX MACKAY: Yeah. Yeah. Ask for forgiveness, not permission. I think they were really focused on winning. I think that was sort of their ultimate goal. We describe in the case there’s this policy of principle confrontation, to ignore existing regulations until you receive pushback. And then when you do receive pushback, either from local regulators or existing sort of taxicab drivers, mobilize a response to sort of confront that. During their beta launch in 2010, they received a cease-and-desist letter from the city of San Francisco. And they essentially just ignored this letter. They rebranded, they used to be UberCab, and they just took “Cab” out of their name, so now they’re Uber. And you can see their perspective in their press release in response to this. They say, “UberCab is a first to market cutting edge transportation technology, and it must be recognized that the regulations from both city and state regulatory bodies have not been written with these innovations in mind. As such, we are happy to help educate the regulatory bodies on this new generation of technology and work closely with both agencies to ensure compliance.”

BRIAN KENNY: It’s a little arrogant.

ALEX MACKAY: Yeah, so you can see right there, they’re saying, what we’re operating in is sort of this new technology-based realm and the regulators don’t really understand what’s going on. And so instead of complying with the existing regulations, we’re going to try to push regulations to fit what we’re trying to do.

BRIAN KENNY: The case is pretty epic in terms of it sort of cuts a sweeping arc across the world, looking at the challenges that they faced with each market they entered, and none more interesting I think the New York City, which is obviously an enormous market. Can you talk a little bit about some of the challenges they faced going into New York with the cab industry being as prevalent as it was and is?

ALEX MACKAY: Yeah, absolutely. I mean, I think it’s pretty well known for people who are familiar with New York that there were restrictions on the number of medallions which allowed taxis to operate. So there was a limited number of taxis that could drive around New York City. This restriction had really driven up the value of these medallions to the taxi owners. And if you had the experience of taking taxis in New York City prior to the advent of Uber, what you’d find is that there were some areas where the service was very, very good. Downtown, Midtown Manhattan, you could almost always find a taxi, but there are other parts of the city where it was very difficult at times to find a cab. And when you got in a cab, you weren’t sure that you were always going to be given a fair ride. And so Uber coming in and providing this technology that allowed you to pick up a ride from anywhere and sort of track the route as you’re going on really disrupted this market. Consumers love them. They had a thousand apps signups before they even launched. Kalanick mentioned this in terms of their launch strategy, we have to go here because the consumers really want us here. But immediately, they started getting pushback from the taxicab owners who were threatened by this new mode of transportation. They argued that they should be under the same regulations that the taxis were. And there were a lot of local government officials that were sort of mobilized against Uber as well. De Blasio, the Mayor of New York, wrote opinion articles against Uber, claiming that they were contributing to congestion. There was a lot of concern that maybe they had some safety issues, and the taxi drivers and the owners brought a lawsuit against Uber for evading these regulations. And then later on, and this was the case in many local governments, de Blasio introduced a bill to put additional restrictions on Uber that would make them look a lot more like a traditional taxi operating model, with limited number of licenses and strict requirements for reporting.

BRIAN KENNY: And this is the same scenario that’s going to play out almost with every city that they go into because there is such an established infrastructure for the taxi industry in those places. They have lobbyists. They’re tied into the political networks. In some instances, it was revealed that they’ve been connected with organized crime. So not for the faint of heart, right, trying to expand into some of the biggest cities in the United States.

ALEX MACKAY: Absolutely. Absolutely. And what’s sort of fascinating about the United States is it’s actually a place where a company can engage in this battle over regulation on the ground. And de Blasio writes his opinion article and pushes forward this bill. Uber responds by taking out an ad campaign, over $3 million, opposing these regulations and calling out de Blasio. So again, we sort of have this fascinating example of Uber mobilizing their own lobbyists, their lawyers, but also public advertising to sort of convince the residents of New York City that de Blasio and the regulators that are trying to come down on them are in the wrong.

BRIAN KENNY: Yeah. And at the end of the day, it’s consumers that they’re really making this appeal to, because I guess my question is, are these regulations stifling innovation? And if they are, who pays the ultimate price for that, Uber or the consumer?

ALEX MACKAY: Consumers definitely loved Uber. And I don’t think any of the regulators were trying to stifle innovation. I don’t think they would say that. I think their biggest concern, their primary concern was safety, and a secondary and related concern here was losing regulatory oversight over the transportation sector. So this is a public service that had been fairly tightly regulated for a long time, and there was some concern that what happens when this just becomes almost a free market sector. At the same time, these regulators have the lobbyists from the taxicab industry and other interested parties in their ear trying to convince them that Uber really is like a taxi company and should be regulated, and really emphasizing the safety concerns and other concerns to try to get stricter regulations put on Uber. And part of that may be valid. I think you certainly should be concerned about safety and there are real concerns there, but part of it is simply the strategic game that rivals are going to play between each other. And the taxicab industry sees Uber as a threat. It’s in their best interest to lobby the regulators to come down on Uber.

BRIAN KENNY: And what’s amazing to me is that while all this is playing out, they’re not turning their tails and running. They’re continuing to push forward and expand into other parts of the world. So can you talk a little bit about what it was like trying to go into countries in Latin America, countries in Asia, where the regulations and the regulatory infrastructure is quite different than it is in the US?

ALEX MACKAY: In the case, we have anecdotes, vignettes, one for each continent. And their experience in each continent was actually pretty different. Even within a continent, you’re going to have very different regulatory frameworks for each country. So we sort of pick a few and focus on a few, just to highlight how the experience is very different in different countries. And one thing that’s sort of interesting, in Latin America, we focus on Bogota in Colombia, and what’s sort of interesting there is they launched secretly and they were pretty early on considered to be illegal, but they continue to operate despite the official policy of being illegal in Colombia. And they were able to do that in a way that you may not be able to do it so easily in the United States, just because of the different layers of enforcement and policy considerations that are present in Colombia and not necessarily in the United States. Now, when I talk about the current state of Uber in different countries, this is continually evolving. So they temporarily suspended their operations early in 2020 in Columbia. Now they’re back. This is a continual back and forth game that they’re playing with the regulators in different markets.

BRIAN KENNY: And in a place like Colombia, are they not worried about violence and the potential for violence against their drivers?

ALEX MACKAY: Absolutely. So this is true sort of around the world. I think in certain countries, violence becomes a little bit more of a concern. And what they found in Colombia is they did have more incidents where taxi drivers decided to take things into their own hands and threaten Uber drivers and Uber riders, sometimes with weapons. Another decision Uber had to make that was related to that was whether or not to allow riders to pay in cash. Because in the United States, they’d exclusively used credit cards, but in Latin America and some other countries like India, consumers tended to prefer to use cash to pay, and allowing that sort of opened up this additional risk that Uber didn’t really have a great system in place to protect them from. Because when you go to cash, you’re not able to track every rider quite as easily, and there’s just a bigger chance for fraud or for robbery and that sort of thing popping up.

BRIAN KENNY: Going into Asia was also quite a challenge for them. Can you talk a little bit about some of the challenges they faced, particularly in China?

ALEX MACKAY: They had very different experiences in each country in Asia. China was a unique case that is very fascinating, because when Uber launched there, there were already existing technology-based, you might call them, rideshare companies, that were fairly prominent, Didi and Kuaidi, And these companies later merged to be one company, DiDi, which is huge. It’s on par with Uber in terms of its global presence as a ridesharing company. When Uber launched there, they didn’t fully anticipate all the changes they would have to make to going into a very different environment. In China, besides having established competitors, Google Maps didn’t work, and they sort of relied on that mapping software to do their location services. So they had to completely redo their location services. They also, again, relied on credit cards for payments, and in China, consumers increasingly used apps to do their payments. And this became a little bit of a challenge because the main app that Chinese customers used, they used WeChat and Alipay primarily, they were actually owned by parent companies of the rival ridesharing company. So Uber had to essentially negotiate with its rivals in order to have consumers pay for their ridesharing services. And so here are a few sort of localization issues that you could argue Uber didn’t fully anticipate when they launched. The other thing about competing in China that’s sort of interesting is that Chinese policy regarding competition is very different from policy in the United States and much of Europe. For the most part, there’s not the traditional antitrust view of protecting the consumers first and foremost. That certainly comes into play, but the Chinese government has other objectives, including promoting domestic firms. And so if you think about launching into a company where there’s a large established domestic rival that certainly increases the difficulty of success, because when push comes to shove, the government is likely to come down on the side of your rival, which is the domestic company, and not the foreign entrant.

BRIAN KENNY: Yeah, which is understandable, I guess, to some extent. This sounds exhausting, to be sort of fighting skirmishes on all these fronts in all these different places in the world. How does that affect the morale or tear at the fabric maybe of the culture at a company like Uber, where they’re trying to manage this on a global scale and running into challenges every step of the way?

ALEX MACKAY: It certainly has an effect. I think Uber did a very good job at recruiting teams of people who really wanted to win. And so, if that’s the consistent message you’re sending to your teams, then these challenges may be actually considered somewhat exciting. And so I think by bringing in that sort of person, I think they actually fueled this desire to win in these markets and really kept the momentum going. One of the downsides of this of course is that if you exclusively focus on winning and getting around the existing regulations, there does become this challenge of what’s ethical and what’s not ethical? And in certain business areas, there actually often is a little bit of a gray line. I mean, you can see this outside of ridesharing. It’s a much broader thing to think about, but regulation of pharmaceuticals, regulation of use of new technologies such as drones, often the technology outpaces the regulation by a little bit and there’s this lag in trying to figure out what actually is the right thing to do. I think it’s a fair question whether or not you can disentangle this sort of principle of confrontation that’s so pervasive throughout the company culture when it comes to regulation from this principle confrontation of other ethical issues that are not necessarily business driven, and whether or not it’s easy to maintain that separation. And I think that’s a fair question, certainly worthy for debate. But what I think is important is you can set up a company where you are abiding by ethical issues that are very clear, but you’re still going to face challenges on the legal side when you’re developing a new business in an area with new technology.

BRIAN KENNY: That’s a great insight. I mean, I found myself asking myself as I got through the case, I can’t tell if Uber is the victim or the aggressor in all of this. And I guess the answer is they’re a little bit of both.

ALEX MACKAY: Yeah. I think it’s fair to characterize them as an aggressor, and I think you sort of need to be if you want to succeed and if you want to change the world in a new technology area. In some sense, they’re a victim in that we’re all the victim as consumers and as firms of regulations that are sometimes difficult to adapt in real time to changing market conditions. And there’s a good reason why they are sticky over time, but sometimes that can be very costly. Going back to something we talked about earlier, I think there are hardly any consumers that wanted Uber kicked out of New York City. I think everyone realized this was just so much superior to any other option they had, that they were really willing to fight to keep Uber around in the limited ways they could.

BRIAN KENNY: So let’s go back to the central issue in the case then, which is, how important is it to them, in terms of their global strategy, to have a presence in a place like London? They’re still not profitable by the way, we should point that out, that despite the fact that they are the largest in the space, they haven’t turned the corner to profitability yet. I would imagine London’s kind of important.

ALEX MACKAY: Absolutely. London is a key international city, and a presence there is important for Uber’s overall brand. So many people travel through London, and it’s a real benefit for anyone who travels to be able to use the same service at any city you stop in. At the same time, they’re facing these increasing regulatory pressures from London, and so it’s a real question whether or not, 10 years from now, they look substantially different from the established taxi industry that’s there. And you can kind of see this battle playing out across different markets. As another example, in Ghana. When they entered there, they actually entered with a framework for understanding. They helped build the regulations for ridesharing services in Ghana when they entered. But over time, that evolved to additional restrictions as the existing taxi companies pushed back on them. So I think a key lesson here in all of this is that the regulations that you see at any given point in time aren’t absolutely fixed, for anyone starting a technology-based company, there will be regulations that do get created that affect your business. Stepping outside of transportation, we can see that going on now with the big tech firms and sort of the antitrust investigations they’re are under. And the policymakers in the US and Europe are really trying to evolve the set of regulations to reflect the different businesses that Apple, Facebook, Microsoft, Google are involved in.

BRIAN KENNY: One thing we haven’t touched on, and it’s not touched on in the case obviously because it just sort of started fairly recently, is the pandemic and the implications of the pandemic for the rideshare industry as fewer people find themselves in need of going anywhere. Have you given any thought to that and whether that’s going to have any effect on the regulations?

ALEX MACKAY: It certainly could. Uber is in a somewhat fortunate position, at least if you judge by their market capitalization, with respect to the pandemic. Initially their stocks took a pretty big hit, but rebounded pretty quickly, and part of this is because the primary part of their business is the transportation through Uber X, but they do also offer the delivery services through Uber Eats, and that business has really picked up during this pandemic. There’s certainly a mix of views about the future, but I think most people do believe that at some point we’ll get back to business as usual, at least for Uber services, when we come up with a vaccine. I think most people anticipate that they’ll be resuming use of Uber once it becomes safe to do so. And I think, to be frank, a lot of people already have resumed using Uber, especially people who don’t have cars or who see it as a valuable alternative or a safer alternative to public transit.

BRIAN KENNY: Yeah, that’s a really good point. And the Uber Eats thing is interesting as another example of how it’s important for businesses to re-imagine the business that they’re in because that, in many ways, may be helping them through a really tough patch here. This has been a really interesting conversation, Alex, I want to ask you one final question, which is, as the students are packing up to leave class, what’s the one thing you want them to take away from the case?

ALEX MACKAY: So I would hope the students take away the importance of regulation in business strategy. And I think the case of Uber really highlights that. And if you look at the conversation around Uber I’d say for the first 10 years of their existence, it was essentially around the superiority of their technology and not so much how they handled regulation. If you think back to the cease-and-desist letter that San Francisco issued in 2010, if Uber had simply stopped operations then, we wouldn’t have the ridesharing world that we have today. So their strategy of principle confrontation with respect to regulation was really essential for their future growth. Again, this does raise important ethical considerations as you’re operating in a legal gray area, but it’s certainly an essential part of strategy.

BRIAN KENNY: Alex, thanks so much for joining us on Cold Call today. It’s been great talking to you.

ALEX MACKAY: Thank you so much, Brian.

BRIAN KENNY: If you enjoy Cold Call, you might like other podcasts on the HBR Presents Network. Whether you’re looking for advice on navigating your career, you want the latest thinking in business and management, or you just want to hear what’s on the minds of Harvard Business School professors, the HBR Presents Network has a podcast for you. Find them on Apple podcasts or wherever you listen. I’m your host, Brian Kenny, and you’ve been listening to Cold Call , an official podcast of Harvard Business School on the HBR Presents Network.

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Uber ends the year in the black for the first time ever

The once perennially unprofitable company has finally found its financial footing..

By Andrew J. Hawkins , transportation editor with 10+ years of experience who covers EVs, public transportation, and aviation. His work has appeared in The New York Daily News and City & State.

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Well, it only took 15 years, but better late than never.

For the first time in its history, Uber ended the year having made more money than it spent on its ridehailing and delivery operations. As noted by Business Insider , the company reported an operating profit of $1.1 billion in 2023, compared to a $1.8 billion loss in 2022. Moreover, Uber said it made a net income of $1.9 billion after losing a whopping $9.1 billion in 2022.

“Looking back, 2023 was an inflection point for Uber,” CEO Dara Khosrowshahi said in an earnings call this week, “proving that we can continue to generate strong profitable growth at scale.”

“Looking back, 2023 was an inflection point for Uber”

Under Khosrowshahi, Uber has made steady progress in the years following the pandemic. Even as far back as February 2020, Uber was sounding like profitability was well within reach . But covid led to a major crash, as the company’s rides business collapsed. Demand for delivery spiked, but it was barely enough to keep the company afloat.

As the pandemic subsided, driver supply became a major issue, so Uber started spending huge piles of cash luring them back to the platform. That led to more big quarterly losses, spurring Khosrowshahi to order a  “hardcore” cost-cutting effort . In August 2022, Uber reported its first positive cash flow , which indicated that the company was generating more money from its business operations than it was losing. Still, profitability remained elusive.

Less than two years later, Khosrowshahi finally found the right balance and will have a lot to brag about heading into the company’s investor day event next week. Analysts are predicting some sort of share repurchase program and updated financial targets.

But all that belies the importance of getting Uber onto stronger financial ground. For years, the company was derided for using its bundles of venture capital cash to subsidize the price of a car trip in a city, artificially lowering the cost of a ride to lure in millennial customers who were turned off by clunky, digitally hostile taxis. And critics predicted that Uber would never be profitable because its business model was fundamentally flawed.

Now, Uber trips are more expensive, and taxi fleets are slowly rebuilding their operations. In fact, Uber is adding taxis to its app in a bid to offer a helping hand to its former rival. And instead of subverting the law and thumbing its nose at regulators , the company is attempting to play nice — or at least that’s what it says.

Still, it faces legal challenges around the world. It recently announced it’s spending $30 million in California’s upcoming races to elect friendly lawmakers. What better use for all those new profits?

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Deliver this complete deck to your team members and other collaborators. Encompassed with stylized slides presenting various concepts, this Uber Company Profile Powerpoint Presentation Slides CP CD is the best tool you can utilize. Personalize its content and graphics to make it unique and thought-provoking. All the fifty nine slides are editable and modifiable, so feel free to adjust them to your business setting. The font, color, and other components also come in an editable format making this PPT design the best choice for your next presentation. So, download now.

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Bestiality references allegedly made during presentation at Renmark High School

Warning for readers: This article contains graphic language.

The South Australian Department for Education is investigating a presentation delivered to year 9 girls in a regional high school that allegedly referenced bestiality as being accepted by the LGBTQIA+ community.

Female students said teachers at Renmark High School told them to leave their lessons and attend a presentation in a separate classroom.

Students who attended the presentation on March 22 say two staff from the Headspace centre in the neighbouring town of Berri introduced a "third-party" presenter who facilitated an hour-long presentation focused on relationships.

Parents said they were not notified about the presentation, nor was it consented to.

Students said they were left unsupervised for the duration of the presentation.

Student Courtney White, 14, said she felt confused and blindsided by the presentation.

"We had a teacher that told us to grab a chair and sit in front of the board, and then the Headspace people came in and then [the teacher] left, so then we're sitting in front of a board alone with no teachers, just the Headspace people," she said.

"The first slide of the PowerPoint on the board was 'You can see queerly now' and 'No point hiding.'"

Girls felt 'really uncomfortable'

Fourteen-year-old Emelia Wundenberg said the presenter was graphic when referencing their own sexual preferences and spoke in sexually explicit terms about growing up and being confused about whether they idolised people of the same gender or wanted to be intimate with them.

Students say they were then given an explanation of the initialism LGBTQIA+, with each word and its meaning displayed on the screen.

"There was a slide for what the 'plus' means, and they just started randomly saying words that no-one knew, like bestiality," Emelia said.

"It was on the board when they were showing what the 'plus' meant."

The students said bestiality was then explained in detail and the presenter seemed to imply it was something practised by people who identified as LGBTQIA+.

"They said [the queer community] just accepts all of it, even though … isn't it illegal?" Emelia said.

As the talk went on multiple girls, including Courtney, began to feel uncomfortable and asked to leave the classroom to "go to the bathroom".

"We're all just sitting there like, 'What the hell? What are we doing here? Why are we learning about animals having sex with humans?'" she said.

"It was really disgusting, it was really uncomfortable."

Emelia said many of those who asked to leave the classroom did not return.

When the ABC sought comment from the presenter a response was sent on the person's behalf asking that reporters refrained from reaching out or naming them in its coverage.

'Normal procedure' not followed

Letters seen by the ABC that were sent to parents on behalf of Renmark High School principal Mat Evans stated that the presentation was meant to discuss "respectful relationships".

The letter acknowledged that the school's "normal procedure for notifying parents ahead of specific presentations was not followed".

Mr Evans said the third-party presenter had "been suspended from department schools while the department undertakes an investigation".

"We are undertaking an internal review to ensure that processes around such notifications and procedures with regard to third parties attending at our school are always met," he said.

The ABC contacted the Department for Education, which provided a similar statement and said the presentation was being investigated.

SA education department chief executive Martin Westwell said the presentation was "unacceptable" and "shouldn't have happened".

Speaking with ABC Radio Adelaide on Thursday, Professor Westwell said conversations about sexual health, societal norms, stereotypes and sexuality were normal parts of the Australian curriculum, but the presentation at Renmark High School was not.

"The core idea that students should understand sexuality and other sexualities is, I think, really important — but the way [the presenter] went about it was unacceptable," he said.

"The school has clearly made some mistakes.

"There should have been a teacher in the room when that occurred, but there wasn't and the principal has apologised for that.

"They hadn't reviewed the content.

"There was a few things that went wrong and it ended up with this inappropriate language and a few things being discussed in that session that were just not appropriate."

Support being provided to students

Headspace's national head of clinical leadership Nicola Palfrey said the organisation was aware of concerns raised by members of the Renmark community.

"We take all feedback very seriously and are reviewing how we can support and guide Headspace centres … to ensure presentations they facilitate or deliver are aligned with evidence and best practice and are safe and appropriate for young people," she said.

FocusOne Health Board chair Ian Gartley said the "focus at Headspace Berri, operated under licence by FocusOne Health, is on the mental health and wellbeing of young people".

"We are aware of concerns raised by local members of the Renmark community following a presentation delivered by a lived experience speaker that Headspace Berri facilitated at Renmark High School," he said.

"Our priority right now is ensuring that any young people and their families who may be experiencing distress receive the support they need."

All parties involved in the alleged incident declined to provide the presentation to the ABC.

Following the presentation, a follow-up letter seen by the ABC was sent to parents offering counselling services from the education department, which had arranged a social worker to attend the school to help support affected students.

Parents express shock and outrage

Parents of students who attended the presentation said it was a poor representation of the queer community and had raised many concerns about the school's protocols for third-party presentations.

"Who vetted this material? Who made sure it was safe for 14- and 15-year-old girls? Some of them are still 13," Emelia's mother Kristy Fyfe said.

"It has done a huge disservice to the [queer] community."

Following the presentation, Courtney's mother Nicki Gaylard removed her three children from Renmark High School. 

"My kids are in limbo," she said.

"They're not in an education department at this point.

"I'm not putting them anywhere until I know this won't happen again.

"Under no circumstances should a child in that school ever feel trapped and unsafe without someone with their certificate, meaning a teacher."

The ABC has spoken to five other parents whose children attended the presentation.

They substantiated the two girls' claims.

LGBTQIA+ educators condemn 'slur'

Sexuality educators and LGBTQIA+ inclusion advocates Mel Brush and Eleonora Bertsa-Fuchs conduct consent and queer inclusion training for schools, parents and workplaces via their social enterprise Let's Talk About X.

Both are secondary teachers and Mx Bertsa-Fuchs said queer education was important but should be delivered in a safe and appropriate setting.

"The teachers are the people that these young people have a relationship with, that they are familiar with, that they're comfortable with," Mx Bertsa-Fuchs said.

"When you're in a vulnerable situation, like a respectful relationships workshop or seminar, there should be someone in the room that you are familiar with."

Mx Brush said the alleged use of the word bestiality in the presentation was damaging to the queer community.

"It's pretty shocking to think about that term being thrown around like that, especially given how loaded it is, and for a historical context of the way that it's been used as a slur and to discriminate against LGBT+ people," Mx Brush said.

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Warner Bros. Pictures at CinemaCon 2024: Everything Announced and Revealed

Joker: folie à deux, furiosa: a mad max saga, beetlejuice beetlejuice, and much more..

CinemaCon 2024 has officially kicked off and many of the big movie studios are in Las Vegas ready to show off what the future holds for each of them. We here at IGN are in attendance and will be breaking down all the big news from the biggest presentations.

We must sadly share, however, that not everything is released to the public right away after a presentation, do we will do our best to describe as much as we can so you can learn more about your favorite upcoming films!

Warner Bros. Pictures' presentation was the first we attended and was highlighted by Joker: Folie à Deux, Furiosa: A Mad Max Saga, and Beetlejuice Beetlejuice. We also got a new look at Kevin Costner's Horizon and M. Night Shyamalan's Trap.

Check out all the big news from Warner Bros. Pictures' CinemaCon panel below and be sure to stay tuned for more coverage as the week continues. And be sure to let us know what your favorite reveal was at CinemaCon!

Joker: Folie à Deux First Trailer Unites Joaquin Phoenix's Arthur Fleck With Lady Gaga's Harley Quinn

As we mentioned, not everything shown at CinemaCon is released to the public. Luckily for DC fans, the first trailer for Joker: Folie à Deux was and it is already taking the internet by storm.

In the footage, we see parts of Joaquin Phoenix's Arthur Fleck and Lady Gaga's Harley Quinn relationship. What is perhaps most striking is how it appears to switch from what could be described as their romantic delusions to a grimmer reality. It also looks to confirm a big change in Harley Quinn's story in that she will now be a patient at Arkham Asylum rather than a psychiatrist.

Director Todd Phillips took the stage to discuss the film and confirmed that while the sequel is not a full musical, music will be an "essential element." It also apparently won't "veer" too much from the original film and that Arthur Fleck has always had "music in him."

Joker: Folie à Deux will hit theaters on October 4, 2024.

Furiosa: A Mad Max Saga Footage Shows Anya Taylor-Joy on a Mission

The above trailer is not from CinemaCon.

Those in attendance at Warner Bros. Pictures' CinemaCon panel were treated to an extended sneak peek at Furiosa: A Mad Max Saga. The few moments on display showcased the early life story of Anya Taylor-Joy's Furiosa and her arduous journey to avenge her mom and lost childhood. We also saw some of this story in the most recent trailer for Furiosa.

Director George Miller also stopped by CinemaCon and said Furiosa will take place over a span of 16-18 years of backstory and Taylor-Joy shared that this is "the story of one woman's committment to impossible hope."

Furiosa: A Mad Max Saga rides into theaters on May 24, 2024.

Beetlejuice Beetlejuice Is Almost Back After 36 Years of Waiting

Beetlejuice Beetlejuice took center stage at Warner Bros.' presentation and we were shown new footage of the sequel in action alongside previous clips from the trailer. We get good looks at Keaton's Beetlejuice, the Deetzes - Winona Ryder's Lydia, Catherine O'Hara's Delia, and Jenna Ortega's Astrid - and even Willem Dafoe's character. Lydia also seemingly confirms the film will deal with the dead and the living trying to co-exist.

Keaton has seen the film two times now and says it is "really f***** good" and that Ortega is "just perfect" in the movie and got what they were going for right away.

Beetlejuice Beetlejuice opens in theaters on September 6, 2024.

Mickey 17 Trailer Shows the Many Lives of Robert Pattinson's Mickey

The first trailer for Mickey 17 was shown at Warner Bros.' panel and showed how Robert Pattinson's Mickey is an "expendable" asset who can be reprinted whenever he dies. The film is based on Edward Ashton's Mickey 7, but director Bong Joon-ho of Parasite fame changed the title to Mickey 17 because he kills Pattinson's character 10 more times than the book did.

The footage featured Pattinson acting against himself multiple times in this futuristic sci-fi world and Bong-ho knew he could play all these different versions of Mickey because he has a "crazy thing in his eyes." We also got to see Mark Ruffalo's dictator character, his wife who is played by Toni Collette, Mickey's girlfriend who is played by Naomi Ackie, and Steven Yeun, who will be playing Mickey's "strange buddy."

Mickey 17, which really is the story of a "simple man who ends up saving the world," will be released in theaters on January 31, 2025.

Horizon: An American Saga Gets a Breathtaking First Look

Footage from Horizon: An American Saga, the two-part Western epic that stars and is directed, produced, and co-written by Kevin Costner, was revealed at CinemaCon and what was shown was a breathtaking sizzle reel of sorts from the films that tell a story set in the Civil War expansion and settlement of the American West.

Costner said to the audience that he first tried to make these films back in 1988 and then in 2012 and he's so happy he now finally gets to get them across the finish line. However, his full plan for Horizon involves four movies that tell more of the story.

He also discussed how this film will explore the "promise" of America that was earned by people who claimed it for their own by being tough and resilient. However, that came at the expense of those already here. He also wants music to be an important focus for this epic and he even went to Scotland to get 92 musicians to work on the score.

Horizon: An American Saga Part 1 is set to arrive in theaters on June 28, 2024, and the second part will be released on August 16, 2024.

M. Night Shyamalan's Trap Looks to Send Audiences to a Concert Gone Wrong

M. Night Shyamalan's next film is called Trap and he told us that his daughter Saleka, who is a musician, helped him form the idea for the project. As for what the movie is about, Trap looks to tell a story of an immersive experience like a concert that turns into a thriller.

When the concert begins and the singer Lady Raven (played by Saleka!) comes on stage, something terrible happens and you come to find out this has all been a trap to capture a wanted serial killer who is played by Josh Hartnett.

Trap will be released in theaters on August 9, 2024.

Have a tip for us? Want to discuss a possible story? Please send an email to [email protected] .

Adam Bankhurst is a writer for IGN. You can follow him on X/Twitter @AdamBankhurst and on TikTok.

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‘Joker 2’ Trailer: Lady Gaga and Joaquin Phoenix Unleash Bad Romance in Thrilling First Footage

By Rebecca Rubin

Rebecca Rubin

Senior Film and Media Reporter

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The Clown Prince of Crime and Harley Quinn want you to know that what the world needs now is… love.

That’s the message of the first trailer for “ Joker: Folie à Deux ,” which sees Joaquin Phoenix reprise his Oscar-winning role as Arthur Fleck (who later becomes Batman’s notorious foe) and conspire with Lady Gaga as the equally twisted Harley Quinn.

“I’m nobody. I haven’t done anything with my life like you have,” Harley Quinn, dressed down in sweats, tells Joker as she makes a finger-gun gesture and mimes shooting herself in the head.

The first film served as a moody origin story for the Joker, who is portrayed in this cinematic universe a reclusive, struggling stand-up comedian and part-time clown. In the sequel, he takes his act on the road and performs on all kinds of stages with Harley Quinn as his demented muse — and she’s wearing his signature makeup, smeared lipstick and all. This time around, though, Arthur Fleck doesn’t seem so lonely.

“I’ll tell you what’s changed,” Joker says in the trailer. “I’m not alone anymore — that’s what we should be talking about!”

The trailer ends with Harley at Arkham Asylum as she draws a happy face with red lipstick on the glass partition between her and Joker. “I want to see the real you,” she tells him.

Director Todd Phillips debuted the footage at CinemaCon , the annual convention for movie theater owners. Although the original 2019 “Joker” was billed as a “one-off,” Phillips said he and Phoenix always talked about making a sequel.

“We loved the character of Arthur too much, but we didn’t want to jinx the [original] movie,” Phillips said. “We cast Gaga because she’s magic.”

“I like to say it’s a movie where music is an essential element,” says Phillips. “It doesn’t veer too far from the first film. Arthur has music in him. He has a grace to him.”

Before introducing the trailer, Phillips thanked the room of theater owners for playing “Joker” on the big screen despite reports that the gruesome, blood-soaked film would inspire violence.

“About a month before the first ‘Joker’ came out, the narrative on the film really turned and there [were] these bizarre warnings about the movie,” he said. “It was amazing that exhibitors didn’t budge an inch, and when the movie came out, it did huge business. That attitude was a huge reason for our success.”

As Phillips alluded, “Joker” became a massive blockbuster with $1 billion at the global box office. It became the first R-rated film to pass the billion-dollar mark and earned 11 Oscar nominations, including best picture.

“Joker 2” will debut on the big screen on Oct. 4, 2024 — exactly five years after the first film. The original cost $62.5 million to produce, an unusually conservative budget for a comic book adaptation. Given its runaway financial success, the follow-up was granted a much more substantial $200 million price tag.

The sequel will screen in the Imax 70mm format. Although it was shot with Imax-certified lenses that modify digital cameras and not its film cameras, the company has created at least 10 film prints of “Joker: Folie à Deux” to play in select worldwide locations.

Footage of “Joker” debuted as part of Warner Bros.’ presentation to exhibitors. The studio also has “Beetlejuice 2,” “Horizon: An American Saga” and “Mad Max” prequel “Furiosa” on its 2024 slate.

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