“我能表现得像一名Uber的狂热追随者，他表示，“我同时也意识到有些追随者用不一样的“A来形容我，首先我要承认的是，我并不完美，我的公司也是。

When I first met Kalanick in January 2012, Uber wasn't so polished, so much as frat-like. The service was just in eight cities then — a far cry from the 300 cities it is in now. Its haphazard offices occupied the top floor of a small building in San Francisco's shopping district — not the sleek, sprawling 200,000 square foot headquarters it inhabits today. And Kalanick wasn’t yet the buttoned-up leader recalling Uber's birth as a sweet Parisian brainstorm.

当笔者在2012年1月份与Kalanick的初次见面的时候，Uber并不完善，更多的像一个兄弟会。打车服务当时只限于8个城市，跟如今的纵横300个城市天壤之别。随机的办公室坐落在三藩市商务区的一间小房屋的顶楼，而不是如今井然有条、覆盖200,000平方英尺的总部。并且在当时，Kalanick还不能把Uber的创立看作美妙的巴黎头脑风暴。

“In the beginning, it was a lifestyle company," Kalanick told me then, tossing a mini-NERF football around in a red Radio Shack shirt, faded jeans and sneakers. The gray-haired entrepreneur liked to punctuate his sentences with a wide grin and brief pause, letting his words sink in.

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