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The Uber Story: From Idea to Global Mobility Giant

  • Writer: Damian Brzeski
    Damian Brzeski
  • Jun 4
  • 17 min read

Can a winter evening in Paris change the world? Travis Kalanick and Garrett Camp proved that it can – that’s when Uber was born, and in a few short years it revolutionized the way we get around, order food, and think about urban mobility.


But behind this success story are also controversies, protests, scandals and monumental changes. How did one of the most influential companies of the 21st century come into being? Discover how an idea grew into a global ecosystem of services that continues to shape the future of cities.



Uber Logo

How Uber changed the world: from idea to global app?


It all started with a simple thought: "What if you could order a ride by phone?" And it was from this idea that Uber was born - today the giant Uber platform , which has revolutionized urban transport and beyond.


Thanks to the vision and determination of its founders, Uber Technologies Inc. quickly transformed into a global player, and its influence can be seen on the streets of almost every major city. Uber and transportation ?


Today, they are an inseparable pair. But that's not all - Uber's services now extend much further. From UberX rides, through luxury options, to Uber Eats , thanks to which you can order your favorite meal at home in a few clicks.


Interestingly, the development of the Uber platform is not only about successes – it is also a constant struggle with regulations, controversies and internal changes.


And yet – the company has overcome many obstacles, showing that it can find its way in any situation. Thanks to Uber Eats, the approach to takeaway food has also changed, and Uber drivers have become part of the urban landscape.



The genesis of the technological revolution (2008–2010)


Before Uber became a symbol of urban mobility and inspired millions of startups around the world, it all started with… cold feet and frustration in Paris.


Yes – not from a lab or a conference room, but from the street and a very human problem. And it was from this one winter situation that the entire revolution that changed the face of uber and transportation – not only in the US but also globally – began.


Paris Taxi Inspiration: A Problem Looking for a Solution


It all started in 2008. Two computer engineers – Travis Kalanick and Garrett Camp – froze in Paris, trying unsuccessfully to catch a taxi on a snowy night.


From that frustration came a question that changed the world: “What if you could order a ride with just a tap of your phone?” A simple idea that turned out to be the spark for something big.


It was this personal situation – seemingly a small thing – that hit the systemic problem of urban mobility. And instead of complaining, Camp and Kalanick decided to act. This is how the idea was born, which eventually turned into the Uber app and later – into the global Uber platform .


Co-Founders: Travis Kalanick and Garrett Camp


Garrett Camp , formerly known as the co-founder of StumbleUpon, initially dreamed of a luxury "black car" service for businessmen.


In August 2008, he reserved the domain ubercab.com . At that time, he was joined by Travis Kalanick , who had experience with peer-to-peer startups like Red Swoosh.

It was Kalanick’s experience in connecting people through technology and his reluctance to own expensive assets (like a fleet of cars) that shaped the key principle of Uber’s app services – drivers operate on their own account. This made the model scalable and ready for global success.

Their collaboration was dynamic. Camp had a vision of premium, Kalanick of apps without their own cars. From this mix emerged a formula that worked.


This wasn’t a one-time flash in the pan – it was a process. And the rapid evolution from luxury cars to regular UberX rides was proof of their flexibility.


From UberCab to Uber: Initial Concept and Operations


In March 2009, UberCab was founded and headquartered in San Francisco. Ryan Graves , the company's first CEO, joined the team shortly thereafter and ran the company for ten months before Travis Kalanick took over in December 2010.


The first tests of the Uber application took place in 2010 – in San Francisco. The first ride took place in July of that same year. But it was not without problems: local authorities (San Francisco MTA) tried to block the activity, threatening with fines and even imprisonment.


Kalanick? Ignored the order, changed its name from UberCab to simply Uber , avoiding the impression that it was a regularUber taxi .


It was a breakthrough. The “act, then ask” strategy became the company’s trademark. Uber and the technology behind it didn’t intend to wait for permissions – they intended to change the world. On the one hand – rapid development and expansion. On the other – the beginning of years of battles with offices and opponents. This was the price of innovation.

Key Global Milestones (2008-2014)


Year

Month/Date

Type of event

Details

Fragment ID

2008

Summer

The concept of the idea

Travis Kalanick and Garrett Camp couldn't find a taxi in Paris; the idea for a ride-hailing app was born.


2009

March

Establishing a company

UberCab founded by Garrett Camp and Travis Kalanick in San Francisco.


2010

January

Application testing

Camp and Kalanick began testing the service.


2010

May

Launching the application (Beta)

UberCab beta launches in San Francisco for friends.


2010

July

First ride order

The company received its first ride order in San Francisco.


2010

October

Regulatory Challenge and Rebranding

San Francisco Transit Authority issues cease and desist order; UberCab renamed Uber.


2010

December

Change of management

Travis Kalanick was named CEO, replacing Ryan Graves.


2010


Financing

Raised $1.25 million in seed round.


2011

May

International expansion

Uber has expanded services outside the U.S. with a launch in Paris, France.


2011


Financing

Raised $11 million (Series A) from Benchmark.


2011

Late

Financing

Raised an additional $32 million (Series B).


2012

July

Product launch

Uber has announced UberX, a cheaper service that uses regular cars.


2013

August

Product launch

Uber launched Uber Eats (initially as a feature or early concept).


2013


Expansion

Expanded operations to over 100 cities; operated in 40 countries.


2013


Financing

$258 million raised.


2014

June

Financing

$1.2 billion was raised, valuing the company at $18.2 billion.


2014

August

Product launch

Uber has launched UberPool, a ride-sharing service.


2014

December

Financing

$1.2 billion was raised, valuing the company at $40 billion.



Scaling Up: Growth, Funding, and Technological Evolution (2010–2014)


As the first rides in San Francisco began to pick up speed, Uber was ready to shift into high gear. The years from 2010 to 2014 saw the company go from experimental startup to full-fledged player on the global tech scene.


That’s when Uber and apps , Uber and technology , and Uber and the market started to mesh, creating a mix that changed the face of mobility. What did that journey look like?


Space-class financing, thriller-like technical issues, and an expansion that knew no bounds. This is the chapter on how the Uber platform really began to grow.


Key Funding Rounds and Valuation Milestones


Uber ’s early years were a wild ride when it came to funding. Back in 2010, despite distrust from names like Mark Cuban and Gary Vaynerchuk, UberCab raked in $1.25 million to start.


And who would have thought that those first $5,000 invested by the pioneers would one day turn into $25 million after the IPO?

In 2011, Benchmark entered the game with a Series A round worth $11 million, and at the end of the year another injection of $32 million from, among others, Goldman Sachs and... Jeff Bezos himself.


But that’s just the beginning. In 2013 and 2014, Uber Technologies attracted capital like a magnet: 258 million in 2013, then an impressive 1.2 billion in 2014. Valuation? From 3.5 billion to 40 billion in just 18 months.


This shows one thing: economics and Uber have always revolved around the "first come, first served" strategy. Huge capital allowed not only to lower ride prices and attract Uber drivers , but also to dominate new markets.


Even if it meant losses at the start. Investors like Bezos and Google Ventures saw potential in it – and for good reason.


Uber's History

Evolution of Uber's Tech Stack and Early Scaling Challenges


In the beginning there was... chaos. The first version of the uber app was built on a classic LAMP stack and – interestingly – the code was written in Spanish. The problem?


As the Uber platform grew, things started to fall apart: one driver assigned to two passengers, two cars to one person – a classic.


The solution? Uber and technology have reached a new level. Node.js, a modern approach to handling real-time data, is implemented, and the entire infrastructure is switched to microservices.


By 2014, Uber Technologies Inc. already manages a hundred independent services, with a backend based mainly on Python and Tornado. Data? Processed by the proprietary "Schemaless" system.

Without this technological transformation, Uber’s entire platform could have collapsed under its own weight. Instead, it survived “Halloween night” (an internal term for extreme system overload) and emerged as a leader.


Rapid expansion and basic ride-hailing services


In 2011, Uber and its services set off on a tour of the US – New York, Boston, Seattle, Chicago, DC. And in May of the same year, Uber in Paris becomes a fact – the first international expansion becomes a symbol of global ambitions.


The breakthrough comes in 2012/2013, when UberX appears – an option for ordinary people, not just businessmen. In addition, there is UberPool , i.e. sharing rides and cutting costs. All this to make the Uber application services reach the widest possible audience.


In 2013, the company already operates in 40 countries, including such giants as Uber in China , India and Russia. A year later – 250 locations in the world. Expansion? Instead of a country – Uber and the market focus on specific cities and local partnerships.


The result? Maximum adaptation and minimum risk.


Thanks to such decisions, Uber and its prices became more affordable, and the Uber app became a permanent part of the daily lives of millions of people. It was no longer a passing fad – it was the beginning of a global change in the way we travel.


Diversification and global market penetration (2014–2017)


Ordering rides was just the beginning. In the years that followed, Uber showed that it could deliver much more – literally and figuratively. From a burger to your door, through courier deliveries, to a global presence – this phase of the company’s development is a show of strength, courage and strategic thinking.


Uber Eats' strategic launch and rapid growth


When Uber dominated the ride-hailing market, it decided to reach for something more – our plates. That’s how Uber Eats began.


That was the moment when Uber decided to do more than just transport people. In August 2014, UberFRESH launched in Santa Monica, and a year later, a legend was born:


Uber Eats . Initially as a feature in the app, and later as a full-fledged Uber Eats app , which began its journey in Toronto.


And what happened next? True expansion! By 2021, Uber Eats was present in over 6,000 cities, and by 2024, it had already arrived in 11,500 locations, working with a million restaurants .


Revenue? From $0.6 billion in 2017 to $13.7 billion in 2024! Number of users? From 5 to 95 million! 🚀


Uber Eats has made the company shockproof—literally. When the COVID-19 pandemic hit, demand for food delivery exploded. In March 2020 alone, customer numbers increased by 30%, and revenue jumped to $4.8 billion. And what is Uber doing? It’s taking on competitors—Postmates (2020) and Drizly (2021). The latter, for alcohol, was later absorbed by the Uber Eats app .

But not everything was rosy – Uber withdrew from South Korea, Hong Kong and Brazil to focus on healthy growth. This shows that Uber and the market are more than just a passing fling – they are a serious relationship with a long-term vision.


The development of Uber Eats was a key strategic move. It wasn’t an experiment, but a deliberate decision that helped build Uber’s platform , resilient to fluctuations and ready to serve the everyday needs of city dwellers.


Expansion into new service verticals


Not just food. In 2014, Uber also focused on delivery. In New York, Uber Rush was launched – a fast courier service using cyclists. It was a clear signal: Uber and its services are much more than rides.


Behind this move was a deep understanding of its own capabilities: a great app, a dynamic pricing system, a multitude of available drivers.


So why limit yourself to people when you can also deliver packages? That’s how Uber began to expand its horizons and transform into a platform for urban mobility —something much bigger than just a transportation company.


Aggressive Global Expansion Strategy


By 2014, Uber was already operating in 250 locations around the world. And that was just the beginning. Over the years, the company has spread its tentacles to more than 70 countries and 10,500 cities.

Strategy? Urban approach – not the whole country at once, but city by city.


Add to that local partnerships and clever adaptation to the realities of a given market. But this rapid expansion came at a price – Uber often entered without an invitation, which ended in court battles, protests and media crises.


Still, the “act first, ask later” model allowed Uber to gain first-mover advantage and build a network effect that is hard to replicate. Was it controversial? Absolutely. But also incredibly effective.


Uber and apps have taken on a whole new meaning in this time. The car-ordering tool has become a super-app of city life: rides, food, shopping, packages... and who knows what else?


uber logo history

Navigating Through Turbulence: Controversy and Leadership Change (2014–2019)


It’s not just a success story. Between 2014 and 2019, Uber faced a series of crises: protests, bans, raids, scandals and, ultimately, a change of leadership.


If this period has taught us anything, it is that dynamic growth without a solid cultural and ethical foundation can lead to turbulence that shakes the entire organization.


In this installment, we look at how Uber and its services , Uber Technologies Inc , and the brand itself struggled to survive and rebuild trust.


Battles, protests and the law on your back


Uber’s expansion has not been to everyone’s liking. As the Uber platform has entered more cities, local taxi drivers have reacted.


In Paris in 2014 – burning tires and street blockades. A year later – Amsterdam and even protests in Poland. Uber entered with a bang, and the resistance was equally loud.


And that's not all. Governments have been keeping an eye on Uber and the technology . In Amsterdam, there was even a raid on an office, and in India - after a serious incident - Uber was banned in Delhi.


The authorities began to ask about control over drivers, background checks, and a system of accountability.


Disturbing practices have come to light. The company used a “kill switch” to cut off access to its servers during raids. It also used the Greyball tool to… evade law enforcement. Sounds like a thriller? Unfortunately, it’s a business reality.

In addition, Uber has fought for years to have Uber drivers treated as independent contractors rather than employees—because that means completely different obligations and costs. There have been ongoing lawsuits in many countries.


Internal Scandals: What Happened Behind the Scenes


In 2017, a blog by former Uber engineer Susan Fowler went viral. She described ignored harassment reports, a toxic work environment, and a lack of management response. The case went to former U.S. Attorney General Eric Holder. The result? 20 people fired, dozens of complaints investigated.


This wasn’t the only blow. One of the executives had previously used the God View tool to track a journalist – the company paid a fine for it. And in 2016, the data of 57 million users and an Uber driver was leaked – the company tried to cover it up by paying hackers.

In addition, there is a lawsuit from Google – an accusation of stealing technology related to autonomous vehicles. The case ended with a settlement for $245 million.


All of this exposed serious problems within the company, from a lack of ethics to opaque management. The #DeleteUber campaign only added fuel to the fire. A company that had built its brand on trust and simplicity suddenly had to fight to survive in the public eye.


The Fall of Kalanick and the Khosrowshahi Era


After a series of scandals and pressure from investors, Travis Kalanick stepped down as CEO in June 2017. He stayed on the board for a while, but by 2019 he had sold almost all of his shares, raking in about $2.5 billion.


In his place was Dara Khosrowshahi , previously CEO of Expedia. His mission? Rebuild. Calm the market. Improve relations with drivers. Bring order.


It was a turning point. Uber moved from a culture of “move fast and break the rules” to a philosophy of steady growth and trust.


This wasn’t just a change at the top—it was a fresh start for the entire organization. Khosrowshahi was tasked with showing that Uber and its apps could be not only innovative, but also responsible.


The Public Company Era: Financial Performance and Strategic Evolution (2019–present)


Turning a fast-paced startup into a mature, publicly traded corporation? It was no walk in the park. Since entering Wall Street in 2019, Uber Technologies Inc. has had to show that it can not only grow, but also make money.


This phase is no longer about spectacular acquisitions or media storms, but about specific numbers, difficult decisions and strategic maturity. Let's see how Uber and the market have coped in the world of hard data.


Stock exchange debut: IPO without fireworks


May 9, 2019 – the day that changed Uber and apps forever. The company went public on the New York Stock Exchange (NYSE), offering 180 million shares at $45 each. The goal? $8.1 billion and a valuation of about $75 billion. Officially, it was the largest IPO of the year on the NYSE.


But the joy didn't last long. The shares fell to $42 at the start. In addition, Travis Kalanick , thanks to the end of the lock-up period, quickly sold his shares, raking in billions - to the dissatisfaction of many investors.


Private markets loved visions and promises. Public markets? They want specifics and profitability. Uber's debut showed that it was time for a new set of rules. Uber and its stock prices were no longer based on dreams – now it was the numbers that mattered.


From big losses to first profit


In 2017, Uber recorded a loss of $4.5 billion. But that all changed. In 2023, the company made a profit for the first time as a public company – almost $1.89 billion.


Uber's Annual Revenue? Here's What Happened:


  • 2020: $10.2 billion

  • 2021: $17.45 billion

  • 2022: $31.87 billion

  • 2023: $37.28 billion

  • 2024: $43.97 billion

  • 2025 (TTM): $45.38 billion


This transformation was no accident. It was the result of Dara Khosrowshahi ’s direction – focusing on efficiency, controlling costs and strategic scaling. Uber went from being a “market disruptor” to a financially stable global corporation.


For investors – proof that the first years of losses were an investment in domination.


Uber after the pandemic: flexibility is key to success


In 2020, the world came to a standstill. The COVID-19 pandemic hit Uber and transportation – people stopped moving. But then Uber Eats came to the rescue. The increase in orders and expansion into new markets allowed the company to minimize losses.


Today, Uber services offer a wide range of options: rides (UberX, Green, Black, etc.), Uber Eats , solutions for businesses ( Uber for Business ), integrated public transport ( Transit ) and logistics ( Uber Freight ).


The pandemic has shown that Uber's platform is not one-dimensional. It can adapt to the crisis and use its assets in new ways. Thanks to Uber Eats' efforts and the flexibility of the model, the company not only survived - it emerged from the crisis stronger.


This is proof that Uber and technology are a combination that still has potential – not only for development, but for a real impact on how we move and use services in a modern city.


Uber team in the beginning

Uber in Poland: A Case Study of Local Adaptation


Entering the Polish market in 2013 was supposed to be another step in Uber's global expansion. But reality quickly showed that Poland is not just a new city on the map, but a real testing ground for global ambitions and local challenges.


From protests, through changes in the law, to fierce competition with Bolt and FreeNow – it's a story full of twists and turns.


How did the Uber platform cope in the Polish reality? What problems did it encounter? And what can be learned from this local case study? Let's dive into the Polish landscape of Uber and services .


Beginnings in Poland: UberX, Uber Eats and Rapid Expansion


Uber launched in Poland in 2013, starting in Warsaw. However, it quickly established itself in over 40 cities. At first, it offered classics, such as UberX , UberXL , Comfort , Black , Green , and even Uber Pets . Soon, the Uber Eats app entered the game, serving food straight to your door.


Poland proved to be the perfect breeding ground for Uber’s app services . The “city by city” strategy worked. The company used its global know-how to tailor its offering to local needs. Still, it wasn’t without its turbulence.


Protests and the fight for legalization


In 2017, Uber drivers became the target of protests by licensed taxi drivers. The argument? "Unfair competition." Unlicensed drivers , no cash registers, no psychological tests. The culmination? Roadblocks in Warsaw, Wrocław, Poznań, and Łódź.


In addition, there were court cases in Krakow and increasing pressure to regulate Uber's activities. A scenario familiar from other countries, but in Poland it took on a local dynamic. Uber and the market encountered a harsh regulatory reality.


New law, new challenges


As of June 17, 2024, regulations requiring Uber drivers to have a Polish driving license came into effect. For foreigners? Only after 185 days of stay.


The result? Uber predicted that 15-30% of drivers could leave the market. Rides would become as much as 50% more expensive, and waiting times would be significantly longer. This is a blow to the availability and profitability of Uber services in Poland. Prices up, the number of rides down? Ultimately, a small rain falls from a large cloud.

The new regulations are not just a result of safety concerns, but also pressure from traditional lobbies. They show how quickly Uber and the market can change in response to political and social interventions.


Competition and Uber's place on the Polish market


Although the Uber brand is recognizable worldwide, it's not easy in Poland. The main rival is Bolt , which wins in terms of app downloads and active users. In addition, there 's FreeNow , Yandex Go , and even BlaBlaCar .


Global reputation is not enough. Local strategies are needed, adapted to regulations, habits and expectations. New requirements for drivers may further reshuffle the market, favoring those who will better adapt to changing realities.


What's Next for the Uber App? Strategy for Tomorrow and the Day After


After years of dynamic growth, numerous turbulences and profound transformation, Uber Technologies Inc. has entered a new phase.


Today, its ambition is no longer just to transport people from point A to B, but to create a complete urban ecosystem of mobility and logistics services.


Where is this technology platform headed? Let's take a look at the most important directions.


Current Strategic Priorities Under Dara Khosrowshahi's Leadership


Dara Khosrowshahi , Uber’s current CEO, has set a new tone for the company, focusing on rebuilding its reputation, strengthening relationships with drivers, and achieving sustainable profitability .


The company is developing a cohesive ecosystem, combining services like UberX , Uber Eats and Uber Freight, in a bid to not only attract but also retain drivers and passengers.


It’s a departure from the aggressive “move fast and break the rules” philosophy of the Travis Kalanick era. The new strategy is based on trust, transparency and long-term value.


Investing in autonomous vehicles, AI/ML and other advanced technologies


Uber doesn’t want to sleep through the next revolution. It’s betting on autonomous vehicles , artificial intelligence, and machine learning.


Instead of developing everything in-house, it partners with companies like Momenta, May Mobility, and Cruise, which reduces risk while staying in the game for the future of mobility.


These technologies also help better match drivers to passengers, improve efficiency, and personalize services. Uber is building a platform that will work no matter who (or what) is behind the wheel.


Continued diversification of services and expansion of the ecosystem


Uber and apps are no longer just about rides. The company is expanding Uber Eats , package deliveries, grocery shopping, and even integrating public transportation. All in an effort to become the “app for city living.”


This approach creates strong network effects, increases user loyalty , and stabilizes revenue. Uber wants to be an app instead of just one of many, but the one you use every day—for everything.


Commitment to safety and maintaining market leadership


Safety is now a cornerstone, the company says. Uber is introducing alarms, better driver verification systems and adjusting services to local regulations.


After past scandals, the company is committed to accountability and transparency. This is not only a regulatory requirement, but also a condition for gaining and maintaining trust.


Uber and technology go hand in hand with social responsibility. And this – especially in increasingly regulated markets – may be the company’s greatest asset in the fight for the future.


Conclusions from a road full of twists and turns


The story of Uber is more than just an app or global expansion. It’s a story about how technology has the power to redefine an entire industry —from transportation to delivery to the way we think about urban mobility.


From UberCab in San Francisco to protests in Paris and Warsaw to the rise of services like Uber Eats , the company has repeatedly tested the boundaries of the law, the patience of regulators and the trust of users. At times it has been a symbol of innovation, at others of controversy.


Ultimately, it survived. And not only did it survive— it became one of the most important players in the global platform economy .


There are several lessons to be learned from this story:


  • Disruption is power, but it requires responsibility.

  • Expansion without limits can backfire if it is not matched by maturity.

  • Diversification of services , as in the case of the Uber Eats app , can save a company in a crisis.

  • And finally, leaders like Dara Khosrowshahi have the ability to breathe new life into a company that was teetering on the brink.


Uber showed the world what innovation looks like in practice – sometimes dirty, often difficult, but always pushing the boundaries of what is possible.


What's next? One thing is certain: Uber and technology will surprise us again.

 
 
 

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