Brandon Donnelly

Daily insights for city builders, delivered every morning at 6 AM ET. I’m Brandon Donnelly — a Toronto-based real estate developer and founder of Globizen. I’ve been writing here since 2013.

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Tag: $uber

  • San Francisco now has autonomous vehicle taxis

    These are two short videos of autonomous Cruise vehicles driving around San Francisco. Cruise, which is owned by General Motors, received a permit from the state of California to operate autonomous vehicles — without a safety driver — in September of last year. In November 2021, one of the cofounders of Cruise took the first ever driverless taxi ride in the company’s history. And on February 1, 2022, Cruise announced that it was opening up to the public.

    If you read the comments on Twitter you’ll see that some people have found these vehicles to be hyper reactive to traffic lights and to do oddly long pauses at stop signs. So I guess they’re not perfect. But oddly long pauses are certainly better than not stopping at all. Either way, this is a big deal. I’m not sure if these are the first unsupervised autonomous vehicles out in the wild, but they are easily some of the first.

    There has been a lot of discussion over the last few years about autonomy being a hugely tricky technical problem to solve. One that is perhaps more difficult than a lot of people thought it would be at the outset. I’m assuming that this is at least one of the reasons why ridesharing companies like Uber and Lyft ended up selling off their AV divisions while searching for profitability.

    But the market never gave up and it’s pretty exciting to see this coming to fruition. Oliver Cameron is VP, Product at Cruise and the former CEO of Voyage (which was acquired by Cruise last year). If his tweets (above) are any indication, San Francisco is going to be seeing many more autonomous vehicles in the coming months.

    This is going to have a profound impact on the unit economics for ride sharing companies like Uber, but more importantly it is likely to have a profound impact on our cities. Mobility innovations have a way of doing that. Some of the impacts might be negative, but I believe that many of the impacts can and will be positive.

    As most of you will know, I am a believer in dense and walkable cities. I do not believe in planning cities around cars. And so that is not what I am advocating for here. My view is simply that I think autonomy grants us the ability to rethink our definition of a “vehicle.” And maybe it becomes something that more closely resembles public transit. That could be a positive thing for our cities and something that draws people away from private vehicle ownership.

    So I remain both optimistic and excited about what’s to come.

    Have any of you had a chance to ride in an autonomous vehicle? If so, leave a comment below or on Twitter.

  • The enduring allure of private vehicles

    Uber’s recent investor day presentation (link here) is interesting if you’re an investor or thinking about becoming an investor, but it’s also interesting from an urbanism standpoint. Part of the promise of Uber was that it was going to help lure people away from owning cars. Looking at the data though (see below), ridesharing penetration is still pretty low in even Uber’s largest markets: 3.9% for the US and 3.3% for Canada. Brazil is a leader here, which you might think is because of a lower cost per mile, but Australia isn’t far behind.

    At the end of the day, the vast majority of mobility trips are still being done through personal vehicles. This is certainly the case in the US with 6.6 billion weekly trips in personal vehicles versus 191 million on public transit and 22.6 million with UberX (all 2019 data). And for those taking Ubers, about 90% of riders are using some form of UberX — that being a solo, on-demand, point-to-point trip with a 4-door car. So sharing a car with strangers and using different/multiple modes of transport hasn’t really caught on here.

  • The road to full recovery

    Food was, not surprisingly, very resilient during this pandemic. In the case of Uber, food delivery became its biggest business (higher gross bookings than mobility). But mobility is coming back (first chart above) as our cities continue to reopen. In fact, Uber’s mobility business is probably a good proxy for our return to normal. Big and sudden drop in March 2020 and a longer climb back. You’ve seen this graphic before. We’re not fully back, yet, but we’re getting there. Based on this metric (mobility), it looks like we could get there by late summer or early fall in many cities.

    The above slides were taken from Uber’s Q1-2021 earnings report.

  • More drivers, more supply

    This week, Lyft announced that it is going to be selling its autonomous vehicle division to Toyota for some $550 million. (Apparently $200 million of this will be paid upfront, with the remaining $350 million paid out over a five year period.) This is notable because Uber did the exact same thing last year when it sold its autonomous vehicle business to Aurora (which happens to be working with Toyota), and because the reasons for selling seem clear: getting to full autonomy is going to cost a bunch more money and both Uber and Lyft are determined to reach profitability sooner rather than later.

    The other thing that you might be able to glean from these announcements is that neither company seemingly feels like they need to fully own/control the autonomous piece. Presumably the thinking is that someone else can spend the money on developing full autonomy and they’ll just stick to building out their ride-hailing network. Once we have autonomous taxis, they’ll need a network to run on anyway, right? I guess. But wouldn’t this dramatically undermine the network effects of Uber and Lyft?

    If you go back to Uber’s S-1, there was a diagram that explained Uber’s “liquidity network effect.” See above. It starts with more drivers and more supply (1), because more cars driving around means that wait times and fares are lower (2) and so more people are likely to use Uber (3). Network size matters. But if you no longer have drivers — only autonomous vehicles — isn’t it relatively easy to add more supply to any network? I suppose this partially depends on how the ownership structure will end up working for these autonomous taxis. Still, I wonder about the barriers to entry under this scenario.

  • Delivery > mobility

    I was picking up food the other night on Bloor Street (via Uber Eats) and the lineup of delivery drivers outside of the restaurant was at least ten people deep when we arrived. While we were waiting, another handful of drivers pulled over to quickly pickup their deliveries. This is what is happening in our cities right now, especially here in Toronto while we live through another stay-at-home order. And the numbers certainly reflect it.

    Last month in March, Uber’s delivery business (which is separate from the company’s mobility business) recorded a 150% year-over-year increase in annualized gross bookings. The company’s run-rate as of March is now $52 billion. To put this number into perspective, the company’s mobility business also had its best ever month in March with an annualized gross bookings run-rate of $30 billion.

    Delivery > mobility right now. Makes sense.

    To further put this into perspective, total restaurant spending across the entirety of the United States was $670 billion in 2019 (figure from Benedict Evans). So Uber Eats has quickly become a meaningful part of how we eat. I obviously believe that people are dying to get out and eat at restaurants again, but these figures are still interesting nonetheless.

    It’s also interesting to think about the above trendline from a broader logistics perspective. Alongside the rise in Uber Eats, we are seeing a wave of capital move toward “rapid delivery apps.” These are platforms that allow meals, groceries, and other stuff to be delivered, in some cases, almost right away, which aligns with where I think consumers are moving. Rather than making lists and doing weekly shops, it’s now about just-in-time delivery.

    It’s arguably a lazier way of going about things, but water will always find the path of least resistance.

    Many, or perhaps most, of these platforms have adopted an asset light approach. Instacart, which partners with existing grocers, would fall into this category. Their model revolves around gig workers going into existing stores, picking orders directly from the shelves, and then delivering those orders. And it is what Blair Welch was getting at in his recent RENX interview when he reasoned that grocery shopping is still being done, almost exclusively, at local stores.

    This approach is enough for Instacart to be valued at nearly $40 billion, according to the Financial Times. So something seems to be working.

  • How to get rich (and why talking about money is okay)

    I’ve written about this before on the blog, but one of my qualms about architecture school was that it was too often taboo to talk about business and money. Why? Talking about and understanding the realities of the world doesn’t have to mean that you’re compromising on good design. Constraints are often good for design innovation. Similarly, I’ve always felt that personal finance should feature more prominently in schools at an early age. It should be considered a basic life skill.

    In any event, I came across this tweet thread last night by Naval Ravikant talking about how to get rich (without getting lucky). It’s from 2018, but the lessons — and there are many — obviously haven’t changed. (For those of you who may not be familiar, Naval was the co-founder of AngelList and was an early stage investor in companies like Uber, Twitter, and Opendoor.)

    When you see a headline like this it’s perfectly normal for your bullshit radar to go off. (In fact, it is one of his points.) But this thread is not bullshit. It’s about building wealth. Owning equity instead of renting out your time. Working hard. Taking a long view. Leveraging your time and skills. Understanding compound interest. Partnering with people of integrity. Being accountable. And becoming the best at what you do because you’re pursuing genuine curiosity (among many other great points).

    Here are a couple of his tweets. But I would encourage you to have a full read.

  • My 2021 predictions

    Life will feel a lot more normal by spring/summer (Q2). By this time, the various vaccines should be broadly available (at least in the developed world). This is something that never happened during the Spanish Flu. From what I have read, the Spanish Flu lasted about two years and there were four major waves, the second of which was by far the most deadly. Ultimately, a vaccine was never found. It just petered out as people developed immunity. But medicine then was not what it is today, so surely we are destined to do better.

    What happens with working from home is going to be one of the most important outcomes of 2021. Right now it feels like tech vs. commercial real estate. The tech industry has been quick to renounce offices (while many large tech companies continued to lease more space through 2020). And the commercial real estate industry has naturally pointed out that we’re all still going to need physical offices.

    My view is that, yes, people appreciate the flexibility of being able to work remotely, but that we’re greatly exaggerating the extent to which work is going to disperse in the short-term. I think it comes down to three main things. 1) It’s nice being around other humans, both in the office and for those after work drinks. 2) Collaborative and knowledge-intensive endeavors work better when people are in the same room. And 3) corporate politics will encourage people to return to the office. Who do you think is going to get promoted first, the person who Zooms in from the Caribbean for meetings or the person who shows up to the office and grinds it out every day?

    As the world returns to normal, we will, however, see an explosion in global travel. Many will be questioning how Airbnb’s sky-high valuation makes any sort of sense, but it’ll have the right story for what’s going on in the world (some people call these “story stocks”). The reality is that there will be a massive amount of pent up demand that starts to come out as soon as people start to feel safe and governments start to allow people to travel en masse. I’m already looking forward to the 2021-2022 ski season, which I fully expect to be a blockbuster season.

    Because of this, we will see a decline in recreational real estate. The kind that was fulfilling people’s need for local travel during this pandemic. Instead, people will turn their attention to more international experiences and try and make up for lost time. Many will also come to realize that the whole working from home thing didn’t stick as expected and so they’ll start deriving less utility from their property outside of the city. Expect a kind of reversion to the mean when it comes to prices.

    Urban/downtown real estate will strongly rebound in the second half of 2021. As restaurants reopen, as people return to offices, and as urban life in general resumes, we will see an increase in demand for condos/apartments, and probably larger urban spaces given the run-up in prices for single-family homes that many cities saw last year. (A bit more on this point can be found over here.)

    The trends that are being accelerated as a result of this pandemic are not going to stop, though their rate of increase will temper. The apps and platforms that people started using in 2020, perhaps for the first time, have established new habits. People’s credit cards are now on file and it’ll be very easy for those online habits to remain. But the opposing force to all of this will be the strong desire for socializing, travel, and novel experiences. It’ll be the more routine stuff that will continue to live entirely on our phones.

    The restaurant/food industry will bounce back in a slightly different form. Sadly, many businesses will have failed. But we will also see an explosion in new ideas and new concepts, satisfying our demand to be out socializing and trying new things throughout the new roaring twenties. Ghost kitchens and on-demand food delivery companies will continue to disaggregate how some restaurants are setup. Companies like Uber will see their ride-sharing businesses quickly snap back, which will more than offset the decline in food delivery as people resume eating out.

    Public transit ridership probably won’t return to its pre-pandemic levels until at least the fall. Possibly late fall. This is going to be a serious problem for the various levels of government that subsidize virtually all public transit authorities. Many transit networks have seen ridership declines of 70% or so and, if my timing projections are correct, that will have been the case for about a year and a half.

    The migration from high tax states (like California and New York) to low tax states (like Texas and Florida) will continue. This trend was well underway before COVID-19 and so I don’t see it reversing. What is perhaps more interesting to consider is how this dispersion of economic activity will ultimately play out against some of the centralizing/polarizing forces of the global economy. Urban agglomeration economies aren’t going to go away.

    To end, I will say that I think it’s safe to assume that we’re all looking forward to the world getting back to normal, whatever that happens to mean. But ironically, once that happens, I reckon that some of us might look back on this period of time and feel hints of nostalgia. Perhaps you learned a new skill or perhaps you were able to spend more time with love ones. Time and distance may better reveal these silver linings.

    Onward, my friends. What a time to be alive.

  • The minimum parking problem for on-demand mobility

    There is data to suggest that on-demand (OD) mobility services — such as Uber — are increasing vehicle kilometers traveled (i.e. causing greater traffic congestion) by inducing people away from public transit and other forms of urban mobility. This is potentially even more of an issue right now with most urban transit agencies looking at massive budget shortfalls.

    But there’s potentially another way to look at this problem. A recent study led by Dániel Kondor of the MIT Senseable City Lab has looked at not only vehicle kilometers traveled but also something that the team calls the “minimum parking problem.” What is the minimum amount of parking that you need assuming a world with more on-demand mobility, and eventually autonomous vehicles?

    To try and answer this problem the researchers looked at the small city-state of Singapore. With a population of about 5.6 million people and somewhere around 1 million vehicles, Singapore actually has one of the lowest number of private vehicles per capita in the developed world. Even still, it has some 1.37 million parking spaces taking up valuable room.

    What the team found was that on-demand mobility could reduce parking infrastructure needs in Singapore by as much as 86%. This is the absolute minimum number, which would take the current estimate of 1.37 million spots down to about 189,000 — a significant reduction.

    However, the tradeoff is that it could increase vehicle kilometers traveled by about 24%. Without ample parking, their model assumes that these on-demand vehicles would need to “deadhead” between trips. That is, drive around aimlessly while they wait for their next passenger. Demand isn’t usually neat and tidy.

    However, it’s worth noting that the above percentage increase assumes that if people were instead driving themselves around that they always found a parking spot as soon as they arrived at their destination. This, as we all know, is not often the case, and so this increase is probably a worst case scenario.

    Nevertheless, the team did also find that a 57% reduction in parking could be achieved with only a modest 1.3% increase in vehicle kilometers traveled. This, to me, is meaningful because it says that you could, in theory, cut parking supply in at least half and not much would happen in the way of traffic congestion.

    It would, however, free up a bunch of space for things like bicycle lanes, green space, and other valuable urban amenities. Now, if on-demand vehicles are pulling people away from transit, then maybe we’re no better off. But if the alternative is people driving and parking everywhere they go, then it would seem that there are much better uses for that space.

    Photo by Jordi Moncasi on Unsplash

  • CloudKitchens has spent more than $130 million on property over the last two years

    According to a recent Wall Street Journal review of property and corporate records, Travis Kalanick’s ghost kitchen startup, called CloudKitchens, has spent over $130 million over the past two years buying more than 40 properties in about two dozen cities.

    Travis is co-founder and the former CEO of Uber and this latest startup provides commercial kitchens to restauranteurs who are looking for a low-cost way to launch delivery-only food concepts.

    In some ways, it can be compared to coworking spaces for delivery-only restaurants. Instead of renting a full restaurant space, you lease 200-300 square feet of real estate at a lower cost address. CloudKitchens then handles all of the distribution and fulfillment, effectively lowering the barriers to entry for food startups.

    Some of the properties that they have been buying include a vacant restaurant space in Miami Beach for $9.2 million (May 2020) and an industrial property in Queens, New York for $6.6 million (March 2020). They’ve also bought in cities like Portland and Las Vegas.

    As you might imagine, now is a pretty good time to be buying some of these properties. And if you think about it, there are some real cost advantages to what they are doing, not to mention some co-working-style arbitrage on the real estate.

    The company is apparently going to great lengths to conceal what and where they are buying. But what is perhaps more interesting is their asset-heavy approach. They’re buying lots of real estate, which is inline with what companies like Opendoor are doing, but is distinct from Uber’s asset-light approach.

    It is also different from what many other ghost kitchen startups are doing. It seems that most are leasing their spaces. There has to be a reason for this difference.

  • Uber to adopt 100% EV rides by 2030

    Last week, Uber made this green announcement.

    In it, they committed to becoming a “zero-emission platform” by 2040, with 100% of rides taking place in zero-emission vehicles, on public transit, or with micromobility. In the US, Canada, and Europe, they have gone even further and committed to 100% of rides taking place in an electric vehicle by 2030. And at the corporate level, they are similarly targeting net-zero emissions by 2030.

    To achieve all of this, the company will be focusing on helping drivers transition to EVs by 2025, investing in their multimodal network, and trying to encourage less reliance on personal car ownership, among other things. They’ll also be incentivizing both drivers (+$1.50 per Green ride) and consumers (3x Uber Rewards points per Green ride, instead of 2x). And I think these will be key.

    According to Uber, global carbon emissions fell by some 17% in the month of April as a result of lockdowns. But by June that decline had diminished to only 5%. What is obvious is that this was a short-term blip. “Normal” will return at some point. But once on-demand mobility is able to fully transition to electric vehicles, we’ll certainly be looking at a different kind of normal.

    For the full news release, click here.

    Full disclosure: I am long Uber.