In Singapore, Vidit was part of a cluster of small, scrappy teams scattered across Asia, trying to seize new markets simultaneously, with the headquarters in San Francisco leading the charge.

When I first joined, there was very little and limited understanding of the brand and the product in Southeast Asia, the whole of Asia, actually.

Nobody had heard about the brand.

When I told my parents I'm going to join Uber, they were like, you're going to become a taxi operator.

We were in a small office.

We probably had like three desks, and that's all space we had.

Very lean, three-member team that went around launching this business globally.

And that's a way to sort of burn up cash very quickly, which is what has happened for both the companies.