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Josh Clemm
Engineering Leadership at Uber Eats
Josh Clemm is an accomplished professional currently leading the flagship Uber Eats food delivery business and core platform. With a strong background in product and software engineering strategy, he oversees multiple consumer and platform teams, focusing on developing leaders and cultivating an inclusive work environment. Prior to his current role, Josh held key positions at LinkedIn, contributing to the growth and success of various consumer product engineering teams. His expertise extends to leveraging ML for personalization and data products, building popular mobile apps, and designing robust backend systems. Beyond work, he actively engages in mentoring, writing, speaking, diversity initiatives, and tech branding. Josh's educational journey includes studies at St. Francis High School, earning a Master's degree from Carnegie Mellon University, a Bachelor's degree from California Polytechnic State University-San Luis Obispo, and additional studies at UCL.
Highlights
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Another key lesson from "A Brief History of Scaling Uber" is that sometimes you need to "do things that don't scale."
Here's an insight from the early days of Uber Eats that illustrates this concept.
Launched in 2015/16, we were the "newest" food delivery company on the market. So needed to move quick to catch up with the competition. As a result, our tech platform was a work in progress. We initially only enabled basic levers for our Operations team to manage their city's marketplace. Things like managing restaurants, adjusting the delivery radii, positioning drivers, optimizing pricing, etc.
So, how did Uber Eats manage to grow into the largest food delivery platform across the globe in record time?
The answer lies in the hustle and ingenuity of our early Operators. They turned to spreadsheets and scripts, creating makeshift solutions that filled the gaps left by the initial tech stack. This gritty approach allowed the marketplace to not only function but thrive.
It not only bought valuable time for our engineering team to build auto-optimizations of these critical levers into the platform, but also informed us on what other levers we needed.
This is a powerful reminder that sometimes, to build something scalable, we must first be willing to do the things that aren't. It's about embracing the manual, the tedious, and the seemingly inefficient processes that enable us to understand deeply what our platform and our users need. Only then can we truly innovate and create solutions that are not just effective but transformative.
So remember - the road to scaling is often paved with actions that initially don't seem scalable. But it's in these actions that we find the keys to unlocking our full potential.
Would love to hear your thoughts and experiences with "doing things that don't scale." Have you ever faced a similar situation? How did it shape your project or company's trajectory?
Read a "Brief History of Uber" here: https://lnkd.in/gAiZvKFg
#Scaling #Innovation #Uber #UberEats
