When Uber launched in March of 2009, the initial go-to-market plan didn’t involve infinite scale. The service launched as a black car hailing mobile app, one that was marketed heavily to San Francisco’s business elite. It wasn’t until the influence of an early investor that the company moved towards a plan for mass adoption and global scale. It’s this scale that provided billions in wealth for early investors. It’s also this scale that has, at least temporarily, hindered the company’s path to profitability.
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