This is my vision on the future of Uber community organization. It broadly covers the following topics for the community operations in CEE region: / Key success factors / Mission and values / Stakeholder management / Value proposition / Map of goals / Metrics / Initiatives / Organizational model / Modus operandi / Roll-out / Costs & benefits / How to write a success story

1. CEE COMMUNITY
OPERATIONS
A VISION ON THE FUTURE
OF SUPPORT ORGANISATION
1

2. OVERVIEW
/ Introduction
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of goals
/ Metrics
/ Initiatives
/ Organizational model
/ Modus operandi
/ Roll-out
/ Costs & benefits
/ How to write a success story
2

3. INTRODUCTION
3
WHAT IS THE CHALLENGE AND KEY SUCCESS FACTORS?

4. INTRODUCTION
CEE CommOps
4
STATUS QUO
• 9 locations
• CommOps tasks performed locally
• CommOps service center in Sofia
• Not fully standardized
service operations in terms of:
– Processes
– Data sets & metrics
– Training programs
– Technology platforms
• Different local cultures and habits
THE CHALLENGE
• Get support operations off
the ground in 90 days
• Set up a framework for
a cost efficient and customer
focused unit

5. KEY SUCCESS FACTORS
CEE CommOps
5
IN ORDER TO SUCCEED
WE NEED TO: Be data
driven
Build
a winning
team
across
different
locations
Keep
focus on
stakehol-
ders
Excel in
customer
service
Balance
between
standardi-
zation and
the local
expertise
Mix
creativity
with
delivery
We will evaluate quality
of our plans and deliverables, in
the context
of the Key Success Factors
CEE CommOps

6. THE STRATEGY
6
WHAT GOALS ARE WE AIMING AT?

7. MISSION AND VALUES
CEE CommOps
CEE CommOps MISION
To deliver the world class support to our riders, partners, and other members of Uber community.
• By world class support we understand setting or at least matching benchmarks in terms of:
– Rider and partner support experience
– Quality of service
– Response time
– Cost effectiveness
– Adoption of innovation without loosing the human touch
CEE CommOps VALUES
• Purpose (our actions match our goals)
• Accuracy (we are proud of what we do, and we do it right)
• Lean (we avoid waste by making things in a smart way)
• Innovation (we are brave to try new things)
• Team spirit (we share success, and take a responsibility for the job)
• Constructiveness in what we do and speak (we only do things that contribute to our goals)
7
• Mission and values are our tools
of communication
• We will adjust the mission and
values to make sure we fit the
Uber culture

8. STAKEHOLDERS MAP
CEE CommOps
8
Stakeholders map is built,
based on the assumptions with
respect to the scope of
CommOps responsibility, and
should be adjusted to the real
world conditions.
CEE
CommOps
Riders
Partners
Vendors
(e.g.. ITC, insurance, financing)
inside the company outside of the company
Local
teams
Vendors
(egg. ITC, Marketing)
Country
managers

9. STAKEHOLDER MANAGEMENT
CEE CommOps
9
STAKEHOLDER MATRIX
Latents Promoters
Apathetics Defenders
• The classic stakeholder matrix
is a good tool for structuring
stakeholder management
• It is possible to influence
stakeholders by moving them on
the axis of interest
Interest
Power
Manage closely:
• full engagement
• the greatest effort to satisfy
Keep informed:
• ensure that no major issues are arising
• may be very helpful with the detail of
your tasks
Keep satisfied:
• make sure they are satisfied
• do not bore with too much
communication
Monitor:
• monitor to secure risks
• do not bore with too much
communication
Rider
Partner
Vendor
Loc.teamC.Mgr
Regulator
Blogger
Business stakeholder
Non-business stakeholder

10. VENDOR MANAGEMENT
CEE CommOps
10
CHALLENGES
• Achieve optimal level of quality to costs for vendor sourced products, services and technologies
• Improve vendor performance, relationships and vendor risk control
VENDOR MANAGEMENT APPROACH
Strategize
and Plan
Develop
Gover-
nance
Execute
Measure
and
Improve
• Define the structure, roles/responsibilities and resources to put a
formal vendor management discipline in place and drive the right
behaviors (product or service elements) to IT or business outcomes for
all the collective third-party relationships.
• Establish an optimal process for making
decisions and assigning decision rights related to
vendor management.
• Agree on authority and flow for decision making.
• Implement and set up feedback mechanisms.
• Use assessment and industry
data to track vendor management
operations and success.
• Responsibilities include
managing and improving vendor
performance, and monitoring and
mitigating vendor risks.
• Ensure optimal management of the vendor contract life cycle and the
commercial parts of the vendor relationship.
• Other responsibilities include managing and improving vendor
performance, and monitoring and mitigating vendor risks.
Relationship
development
Contract
management
Centralized
procurement
Requests
management
Vendor risk
management
Process and
financial
control

11. VALUE PROPOSITION - SUPPORT
CEE CommOps
11
RIDERS
Service Relations Image
• My issue is understood and addressed
• I get a bit more than Uber has to give
me
• I can easily find answers to most of my
issues myself
• Social CSR: rider-to-rider support
(positive feedback rewarded with ride
credits)
• I am encouraged to solve my issues on my
own and use a social CSR*
• All issues answered within 24 hours
• Personal touch to answers
* another rider willing to help
• Digital, yet with human touch
PARTNERS
Service Relations Image
• My issue is understood and addressed
• Uber helps me to have a better lifestyle
(training, manuals, community deals)
• Uber helps me to make more money
(training, manuals)
• I can easily find answers to most of my
issues myself
• Social CSR: partner-to-partner support
in exchange for ride credits
• I am encouraged to solve my issues on my
own and share the experience with other
partners
• All issues answered within 24 hours
• Personal touch to answers
• Business partner you may rely on
The value propositions should be
adjusted to the company
strategy, and constructed for all
key stakeholder groups.

12. MAP OF GOALS
CEE CommOps
12
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Contribute to Uber
brand through world
class support
Continuously improve
the customer support
based on innovation
Excel in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology

13. Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Contribute to Uber brand through
world class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excel in service to the rapidly
growing customer base
• Variance between locations in support
costs / no. of rides
• Quality index (mystery shopper, weighted
average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % realization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assessment (average)
• Number of posts on the intranet message
board by CommOps employees
Uber culture toolbox
METRICS
CEE CommOps
13
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals

14. INITIATIVES SUPPORTING THE GOALS
CEE CommOps
14
Only after setting the targets,
each initiative should be
turned into project, with
project manager, stages,
timeline and budget.
Customer service
benchmarking &
innovation
Customer journey
(riders, partners)
CEE support
excellence
Lean support
model
Technology
standardization
Staff recruitment
and training
Uber culture
toolbox
PR/
communication of
community support
efforts
CEE CommOps
INITIATIVES
SAMPLE INITIATIVE SET, TO BE REFINED WITHIN FIRST 90 DAYS

15. THE BUSINESS MODEL
15
WHAT MODEL WILL SUPPORT OUR GOALS BEST?

16. ORGANIZATIONAL MODEL
CEE CommOps
16
LEAN, RESPONSIVE, AND SCALABLE ORGANIZATION
UBER CEE
UBER
POLAND
UBER
RUSSIA
UBER
HUNGARY
UBER
CZECH
UBER
BULGARIA
e.g.. MARKETING / TECHNOLOGY / LEGAL / ADMIN
…
UBER CEE
HEAD
CommOps
CEE HEAD*
CommOps
GLOB. HEAD
CommOps
Manager* +
CSR
CommOps
Manager + CSR
+ Support Center
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
…
CEE HEAD
…
CEE HEAD
Mixed functional and process
structure will allow
to manage global process
organization, while staying
close to local markets.
* CommOps CEE HEAD = CommOps Manager Poland

17. MODUS OPERANDI
CEE CommOps
17
CUSTOMER FOCUS AND COST EFFECTIVENESS
CommOps
CEE Head
CommOps
Manager
Support
Center
Customer
Service Rep.
(CSR)
Riders
Partners
Vendors
• Setting goals and
standards for
community support
• Motivation and
coaching of the
team
• Monitoring of
metrics for the
region
• Supervision of
regional initiatives
• Sharing best
practice within
organization
• Adaptation of
support standards
to the local market
• Organization of
CSR work
• Motivation and
coaching of CSR
• Monitoring of
metrics for the
country
• Supervision and
execution of
CommOps initiatives
• Sharing best
practice within
organization
• Handling of
exceptions and
non-standard
issues
• Monitoring of
metrics for the
country
• Execution of
CommOps initiatives
• Sharing best
practice within
organization
• Handling of
standard customer
requests
• Monitoring of
metrics for the
CommOps function
• Execution of
CommOps initiatives
• Sharing best
practice within
organization
Standard support tasks
will be performed by
Support Center, while
exceptions and customer
relationships are
managed locally.
Whole support process is
optimized and centrally
managed.
CENTRAL LOCAL

18. WORK PHILOSOPHY
CEE CommOps
18
WORK SMART, USE TECHNOLOGY
CEE
CommOps
Riders
Partners
Vendors
We:
• seek profit while staying connected to customers
• read data, imagine and test scenarios
• listen to each other
• avoid problems instead of solving them, reduce
waste
• fiercely improve
• deliver perfect first-time quality
• put tools in the service of the idea
• apply autonomation & smart standardization

19. CHALLENGE – BALANCE CENTRAL VS LOCAL
CEE CommOps
19
TOUCH-POINTS: CENTRAL TEAM - CITY TEAMS
CENTRALIZED LOCAL
Vision, strategy, process model
Support process management
Competence management
Technology management
Data management
Vendor management
Innovation management
Exceptions management
Support process adjustment
Local competence development
Local response time management
Best practice implementation
Local cost management
Local innovation sourcing
Standard customer requests
processing
Support
Center
Communication management Cultural differences management
CEE
Comm
Ops

20. INTERACTION / COACHING MODEL
CEE CommOps
20
EFFECTIVE COMMUNICATION & FEEDBACK
CommOps
CEE Head
CommOps
Manager
CSR
FEEDBACK
input to
new standards,
performance analysis
CONCEPT
vision, standards, models,
tools, best practice
DEPLOYMENT
training, coaching,
solutions, tools
SUPPORT REQUEST
exceptions & problems
to be managed
FEEDBACK
from the local
markets
WORK
ENVIRONMENT
KPIs, CEE team building
CEE
Comm
Ops

21. TRANSLATION OF GOALS TO LOCAL UNITS
CEE CommOps
21
MBO SYSTEM AS A BASE FOR BONUS PLAN
UBER
POLAND
UBER
RUSSIA
UBER
HUNGARY
UBER
CZECH
UBER
BULGARIA
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
MAP OF GOALS
CEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of
the support organization
Make riders love Uber
for the support they get
Support Uber partners
in lifestyle improvement
and making money
Build Uber brand
through world class
support
Continuously improve
the customer support
based on innovation
Excell in service to
rapidly growing
customer base
Effectively manage data
and technology
platforms
Develop strategic
competences
(data analysis, customer service,
project management)
Build CommOps
dream team
Stay on top of customer
service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICS
CEE CommOps
11
Metrics will allow:
- make goals more precise
- set the pace of change
- answer the question whether
we achieved our goals
• Goals and KPIs will be deployed
local units and to the Support Center
• The goals and KPIs facilitate
informed discussion and allow
management by objectives
• The goals and KPIs will set the base
for a bonus scheme
CommOps
CEE HEAD*
CommOps
Manager* +
CSR
CommOps
Manager + CSR
+ Support Center
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR

22. THE PLAN
22
WHAT WILL HAPPEN IN THE FIRST 90 DAYS?

23. ROLL-OUT
CEE CommOps
23
MAIN STEPS FOR FIRST 90 DAYS
Review of the
processes and
expectations for
community support*
Best practice implementation
Recruit & Train
CEE CommOps initiatives
3o days 6o days 9o days
QUICK WIN
PREPARATION
Stages
IMPLEMENTATION
Goals, KPIs, targets and Initiatives refinement
* On-site visits, relationship building, understanding of local specifics, data collection and process analysis

24. THE BOTTOM LINE
24
WHAT WILL BE TAKEN INTO THE COST-BENEFITS ANALYSIS?

25. COSTS & BENEFITS
CEE CommOps
25
Operational expenses:
• Salaries:
• Travel:
• Other:
CommOps initiatives expenses:
• Customer journey (partners)
• PR/Communication of community
support efforts
• Lean support model
• CEE support excellence
• Technology standardization
• Staff training & recruitment
• Customer service benchmarking &
innovation
• Uber culture toolbox
CALCULATION MODEL HIGHLITS
Operational expenses:
EUR 12k (1 pers. * EUR7k + 2 pers. * EUR2.5k)
EUR 8k (e.g. 10 days * EUR400/day * 2 pers.)
EUR 2k (e.g. 10% budget reserve)
CommOps initiatives expenses:
• Possible to estimate after definition of
initiatives
• Initiatives are possible to define after
confirmation of goals and targets (e.g.
an initiative aimed at cutting the response
time by 5% would need a different effort and
budget than an initiative supporting the goal of
cutting the response time by 50%)
Monthly Project benefits calculation model,
monthly basis
Cost savings – Reduction in no. of
tickets:
Average cost of ticket processing:
EUR 5
• Average tickets monthly:
9 locations * 50 tickets/day * 30 days =
EUR 67,500
• Estimated savings on the no. of tickets
= 20%
• Estimated savings on the cost of ticket
processing =
EUR 13,500
The key cost drivers are:
• no. of locations / towns
• no. of partners / drivers
• no. of riders
• no. of ride requests
• no. of rides / completed trips
• no. of tickets
• no. of employees
• driver rating
• local legal regulations and culture
• At the time of preparing this
material no real values are disclosed,
except no. of locations. Thus, only
selected issues related to cost
budgeting are highlighted here.

26. THE SUCCESS STORY IS ABOUT TO BEGIN
26
HOW TO BUILD LEADERSHIP AND INTERACT WITH UBER ORGANIZATION?

27. HOW TO WRITE A SUCCESS STORY
CEE CommOps
27
LEADERSHIP DELIVERED
Recruit
based on
the values
Set the
clear rules
of the
game
Motivate
to excel
Listen and
communi-
cate
Give
honest
judgment WORK RIGHT
WITH THE
RIGHT
PEOPLE
• No strict control over the team – it is
costly and not efficient
• What should be taken into consideration?
• Local cultural differences
• Uber’s unique data & analysis
driven culture
• What leadership model would be the
most efficient? It would be to give people:
• Sense of purpose
• Space for creativity
• Room for mistakes that come from
courage to innovate
• Educational support to improve
their weaknesses
• Possibility to celebrate success
• No poppycock
• Example through own acting

28. HOW TO WRITE A SUCCESS STORY
CEE CommOps
28
USING GLOBAL EXPERIENCE AND LOCAL PRESENCE
• Establishing a regular communication channels
with CommOps leads and managers in other
regions (video conference, email, chat)
• Working on the global standard for a CommOps
function that could be adjusted to local
conditions
• Setting up CommOps benchmarks and best
practice database
• Setting the platform to share projects, project
ideas, and project outcomes
• One annual conference of all managers and
leaders responsible for CommOps (sport
chllenge as a vehicle to free revolutionary ideas
and bring people closer together)

29. THANK YOU
29
JAKUB BANBURA
JBANBU@GAZETA.PL
+48 606 394 762
CLICK HERE TO VISIT ME:
www.linkedin.com/in/jakubbanbura