The thing to do, Kalanick argued, was to make the service a low-cost accessible luxury. "If Uber is lower-priced, then more people will want it," he explains. "And if more people want it and can afford it, then you have more cars on the road. And if you have more cars on the road, then your pickup times are lower, your reliability is better. The lower-cost product ends up being more luxurious than the high-end one." Kalanick had been resisting Camp’s overtures to become CEO, but it was this insight that got him excited: Uber could be huge. ... All that struggle and setback from his first two startups set up Kalanick almost perfectly for what was to come. "If you looked at everything he’s done, I don’t think there was another human who was more destined to build Uber," says Angelo Sotira. "You had peer-to-peer networks, aggressive dealings, large lawsuits." ... This new, subdued Travis Kalanick who claims he’d never heard of a libertarian seemed to me a significant overcorrection from the badass antigovernment crusader he has played for the past few years—and also just one sliver of his actual personality. That in itself is telling. Kalanick is not the kind of person who clings to beliefs, or even a fixed sense of himself. ... Some Silicon Valley founders pride themselves on being visionaries; Kalanick exults in an ability to read the data, revise, and adapt, likening running Uber to driving a car without a clear destination in sight. ... As of this summer, Uber has cars on the road in 15 Chinese cities with plans to be in 50 next year. The results so far have been astonishing: In just nine months, three Chinese cities (Chengdu, Guangzhou, and Hangzhou) have each already accounted for more rides than New York.