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Uber·Product Manager·Onsite - Product Sense / Strategy·Intermediate

Intermediate
May 2026

Summary

Interviewed for a PM role at Uber and got hit with a question about COVID's impact on the business. Pretty focused session, not a lot of fluff.

Questions Asked (1)

Q1

How did COVID-19 impact Uber's business, and how should the company respond?

Product StrategyProduct Analytics & MetricsAdaptability & Ambiguity
Author's notes

This felt like a trap disguised as a simple current-events question but I caught myself before just listing obvious stuff like 'rides dropped.' I tried to break it into the two sides of the marketplace, drivers and riders, and then talk about how Eats actually became a lifeline.

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AI HintsAI Generated

Suggested Approach

Start by segmenting Uber's business into its core lines (Mobility, Delivery, Freight) and analyzing how each was impacted by COVID-19. Then, propose a strategic response that balances short-term recovery with long-term growth, leveraging Uber's platform strengths and data capabilities.

Pro tip: Demonstrate a nuanced understanding of Uber's two-sided marketplace: during COVID, driver supply and rider demand had asymmetric shocks, so recovery strategies must address both sides. Also, highlight how Uber's investments in Delivery and Freight helped offset Mobility losses, showing portfolio resilience.

1. Segment the Business

Break down Uber's operations into key segments: Mobility (ridesharing), Delivery (Uber Eats), and Freight. Analyze the distinct impact of COVID-19 on each, considering factors like lockdowns, remote work, and changing consumer behavior.

2. Quantify the Impact

Use metrics to illustrate the impact: e.g., Mobility bookings dropped ~80% in Q2 2020, while Delivery gross bookings grew ~100% YoY. Discuss how these shifts affected overall revenue and profitability.

3. Identify Strategic Responses

Propose responses for each segment: for Mobility, focus on safety features (e.g., mask requirements, partitions) and new use cases (e.g., essential trips); for Delivery, expand merchant selection and courier fleet; for Freight, capitalize on supply chain disruptions.

4. Prioritize and Execute

Recommend prioritization based on impact and feasibility. For example, double down on Delivery growth, while preparing Mobility for recovery with cost-cutting and innovation. Emphasize cross-platform synergies (e.g., Uber Pass).

5. Measure and Iterate

Define success metrics (e.g., Mobility recovery rate, Delivery market share, Freight revenue) and suggest a feedback loop to adapt strategies as the pandemic evolves.

Key Points to Mention

  • Segment-specific impact: Mobility down due to lockdowns and remote work; Delivery up due to at-home dining; Freight impacted by supply chain disruptions.
  • Safety and hygiene: Implementation of health protocols to restore rider and driver confidence.
  • Diversification benefits: How Delivery and Freight helped offset Mobility losses, demonstrating portfolio resilience.
  • Cost management: Reducing fixed costs and optimizing operations to preserve cash during the downturn.
  • Accelerated trends: Shift to delivery, remote work, and e-commerce, and how Uber can capitalize on these long-term changes.
  • Competitive landscape: How competitors like Lyft and DoorDash responded, and Uber's relative position.

AI-generated suggestions, not part of the candidate's original notes. May be inaccurate — verify before relying on them.