Lyft’s newest CEO David Risher might have left Amazon greater than 20 years in the past—however his work on the platform is immortalized with a personalised thanks word from Jeff Bezos, nonetheless out there on the net large’s website.

It’s this proximity to Bezos—who’s price some $133 billion, in keeping with Forbes—that Risher is hoping to capitalize on in his newest position.

Risher says he needs to repeat his former boss’s strategy to customer support guided by a principal of “outsourcing stress” from client to companies.

It’s a turnaround that may’t come quickly sufficient for the embattled transportation supplier, which has misplaced 90% of its market worth since entering into public in 2019.

Since taking over the San Francisco-based firm final month, Risher has needed to make some unpopular choices, together with shedding 1,000 members of workers—equal to 26% of the workforce.

His onboarding has prompted the departure of two of the corporate’s co-founders from their day-to-day roles: Logan Inexperienced, Lyft’s former chief govt, and John Zimmer, its former president, moved from their hands-on roles to the corporate’s board of administrators.

Lyft introduced its first product replace beneath Risher for the primary time final week—an airport pre-booking system which prospects can affirm as quickly because the craft touches down.

It’s then over to the enterprise to account for a way lengthy it would take for its prospects to get via baggage claims, immigration and passport management, and some other delays, whereas making certain the automobile is outdoors for the patron after they exit the airport.

The intention is solely to make life simpler for its prospects, Risher advised CNN: “Our focus proper now as summer season journey begins is absolutely de-stressing the airport expertise particularly,” he stated, and this focus would be the new guiding principal for the enterprise.

“You’ll be able to outsource a whole lot of that stress to us, that’s what we need to do. And that actually is Jeff Bezos,” he defined. “I’m simply copying his technique that labored fairly nicely for Amazon. I believe it could possibly work fairly nicely for Lyft and our prospects.

“We’re going to deal with prospects. That’s a basic, simply reality of enterprise—in the event you can create a enterprise that, actually, your prospects love, you are able to do wonderful issues for the world.”

Buyer obsession

Amazon’s so-called “buyer obsession” has been on the coronary heart of the corporate since 1997, with Bezos writing to shareholders the day of the Amazon.com launch: “We got down to supply prospects one thing they merely couldn’t get some other manner.”

And Risher was a part of that cohort—he was Amazon’s thirty seventh worker—along with his thanks word from Bezos studying: “David, from the shop launches you oversaw to your deal with buyer expertise, you’ve been a giant a part of what we’ve constructed.”

Like his former colleagues at Amazon, Risher additionally isn’t afraid to cut back headcount to be a “robust participant”.

In March this yr Amazon introduced 9,000 layoffs on high of the 18,000 confirmed earlier within the yr.

Of Lyft’s personal workers cuts of greater than 1,000 colleagues, Risher stated: “It was a really, very powerful resolution and a troublesome, you recognize, set of days and weeks to undergo, in fact. No person likes it. But it surely’s additionally actually vital for us to be a robust participant.”

The Uber query

Risher admitted Lyft had suffered a tough few years, saying one thing “went unsuitable” for the enterprise through the pandemic.

Questioned on whether or not he had been appointed to prepared Lyft for a sale, Risher—co-founder of studying platform Worldreader—stated he was not focussed on turning into “a part of any individual else’s firm”.

Though rival Uber had a equally bumpy lockdown whereas prospects have been compelled to remain of their houses, that platform has insisted it has bounced again, beating forecasts with its 2022 monetary yr outcomes which revealed its highest ever quarterly and full-year income.

As an alternative of pushing to interchange Uber within the primary spot, Risher propositioned Lyft as an alternative choice to its $77.82 billion counterpart: “My view is each single one who’s a rider ought to have each apps on their telephone, I actually consider that, as a result of typically you desire a selection,” Risher defined.

“However then we would like you to decide on Lyft, and the explanation we would like you to decide on Lyft is as a result of we predict we will present a greater expertise.”