Ran 15 markets like my own business.
Full P&L across fifteen US markets, sales, marketing, operations, and customer success, in a street fight with DoorDash for share inside a $75B company.
Publicly-named Uber Eats customers.
Uber Eats was fighting DoorDash for share and moving off a centralized model back to market-based ownership. Core-market launches were rinse-and-repeat, but the business was diversifying into new verticals with no playbook, and no signal system to tell it where demand and supply actually justified the push.
The seam was information. The company was launching and spending everywhere at once with no read on where it would pay off. An internal, market-level signal system matched category demand to market supply and pointed sales and marketing at the density that actually returned. Core launches were already rinse-and-repeat, so the new verticals got framed as a workflow too, instead of reinventing each one.
Every function per market, marketing, operations, sales, and CS, ran under one P&L, on the systems each market actually needed, the lead-scoring and the launch motion, not a bloated stack bolted on.
The rote launch and scoring work went on rails so the team spent its hours winning accounts, not reinventing the motion, and the company's first management track let leaders scale themselves.
How the build unfolded.
What I owned, and what it produced.
The whole commercial number, and the receipts it threw off. Pick a lens.
Built Texas from zero to the number-one region in the country, at 155% of target.
What the people I built with said.
One of the strongest sales leaders across UberEats US and Canada. He built teams that became high-performing within weeks, and operates at a strategic level on segmentation, ideal clients, and messaging.
A standout sales leader and a major piece of US/CAN Uber Eats' success. He built the Dallas office, hired world-class leaders and reps, and set the cultural norms and coaching standards.
One word comes to mind when I think of Heath: leadership. He stepped in as we shifted to a territory model and drove Austin from the ground up toward category position number one.
Not only a manager but a great mentor. Heath knows how to motivate a team and bring out the best in the people around him.
In four and a half years and eleven managers at Uber, Heath stood out. Data-driven, leads by example, and made sure every action had a purpose and the numbers to back it.
An incredible business partner with a rare skillset: trusted by senior leaders to step into a cross-functional project and represent an entire sales department. His execution helped grow UberEats in the right direction.
See how it played out elsewhere.
Same method, on your workflow.
The playbooks and skills in Operator School are these builds, genericized so you can run the loop yourself. Get the next one in your inbox.