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Peter Deng: Why Uber's product was price and ETA, not pixels

How chess-move planning beats sprinting once a product scales up; Uber Reserve grew into a $5 billion line because operations carried the rider, not UI.

Lenny RachitskyhostPeter Dengguest
Jun 22, 20251h 55mWatch on YouTube ↗

CHAPTERS

  1. 0:00 – 5:41

    Introduction to Peter Deng

  2. 5:41 – 11:35

    AI and AGI insights

  3. 11:35 – 16:53

    The future of education with AI

  4. 16:53 – 21:01

    The power of language in leadership

  5. 21:01 – 36:44

    Building iconic products

  6. 36:44 – 41:56

    Scaling from zero to 100

  7. 41:56 – 47:12

    Balancing short- and long-term goals

  8. 47:12 – 50:02

    Creating a healthy tension in teams

  9. 50:02 – 55:39

    The five archetypes of product managers

  10. 55:39 – 58:47

    Primary and secondary archetypes

  11. 58:47 – 1:15:52

    Hiring for growth mindset and autonomy

  12. 1:15:52 – 1:19:23

    Effective management and communication strategies

  13. 1:19:23 – 1:25:50

    Presentation advice and self-advocacy

  14. 1:25:50 – 1:30:40

    Balancing craft and practicality in product management

  15. 1:30:40 – 1:35:45

    The importance of empathy in design thinking

  16. 1:35:45 – 1:42:05

    Career decisions and learning opportunities

  17. 1:42:05 – 1:45:42

    Lessons from product failures

  18. 1:45:42 – 1:55:28

    Lightning round and final thoughts

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