Leading with a global perspective: Maisie Lam at Uber

As a leader of a global, cross functional team, Maisie Lam is driving change across many different markets & geographies. She’s at the helm of programs that strive to enhance transparency and fairness for Uber’s drivers and couriers and also push the envelope on what it means to lead with integrity in tech. With a varied background in global markets and a knack for scaling operations sensitively across cultures, Maisie’s not just a leader; she’s a trailblazer. As Uber navigates new challenges and opportunities, her innovative approach and dedication to inclusivity are helping shape a more equitable future for all. Dive into how Maisie Lam’s leadership is making a lasting impact at Uber, fostering innovation and opening doors for many.

Tell us about yourself and your current role.

I work in Core Services, a team that brings together critical and foundational cross-company functions such as safety, customer support, payments, insurance, scaled tech solutions and data science. It’s a function which operates at an enormous scale with global scope, with team members located across all mega regions. 

Specifically, I lead a cross functional program laser-focused on the goal of improving the experiences for drivers and couriers on the Uber platform, particularly in helping ensure the transparency and fairness of processes which may impact earners’ access to the platform.

You’ve spent quite a bit of time within the Community Operations prior to your current role. What were your biggest learnings?

Community Operations is a worldwide team encompassing support, sales, conversion, onboarding and safety, including a network of ~150 in-person hubs that make it easy for new earners to get on the road. 

My first role at Uber was to manage these retail hubs across Australia, New Zealand and North Asia. This experience gave me a good understanding of the different businesses across Uber, and the local market needs and requirements in which the business operates. 

When I reflect on my learnings during my time on the team, the first one is how to operationalise quickly and at scale. Uber moves fast and its growth has in part been enabled by Community Operations’ ability to scale the required operational support with speed across the different business lines and diverse markets. The other learning is the importance of understanding local nuances and cultural differences, both in building teams comprising geographically diverse team members, and being sensitive to local cultural and market needs when rolling out global initiatives.

You’ve operated globally and lived across different megaregions. What’s one piece of advice you’d give to others who are interested in global mobility?

Moving countries is exciting and challenging in equal measure! Outside of Australia where I grew up, I have lived and worked in the United Kingdom, Switzerland, Germany, Netherlands, Hong Kong and now the United States. One needs to be patient (all that cross country admin and packing up personal belongings!), flexible and open to cultural differences at both a personal and professional level. Moving countries can be hard but I love immersing myself into different cultures – it’s so rewarding and enriching. I’ve always considered traveling and living in different countries as part of both my personal and professional growth. It certainly opens up all sorts of career opportunities that you may not have considered.

Looking forward, what are you most excited about in Uber’s future, and how do you see yourself and your team being a part of it?

Over the past 6 years that I’ve been at Uber, the fast growth, new products, partnerships and markets never ceases to amaze and excite me. All these present new operational and strategic problems to tackle, forcing you to think differently in solving such a wide range of challenges (of which many do not have existing playbooks). 

It also means that we need to collaborate in finding solutions to these problems; and build constructive relationships across markets, business lines and functional teams in delivering outcomes. This has been a large part of Uber’s success and remains important for its future success. 

As a member of the Asian community, what are some stereotypes you have encountered in your career, and how have you challenged them?

Born in Hong Kong and raised in Sydney, Australia, I’ve always been conscious about the cross cultural differences that have surfaced both professionally and personally. One stereotype is the perception that Asian people are reserved and introverted, and work hard without seeking self promotion. In part, this stereotype stems from traditional cultural upbringing of respecting parents and authority, and a collective consensus which goes against more individualistic mindsets of Australian and American work cultures. 

How I’ve challenged this perception, particularly as I’ve progressed in my career, is to turn my collective mindset to strong collaboration and always seeking to understand other perspectives, whether it be different teams across Uber or the people who use the Uber platform. 

With regard to advocating for oneself, I’ve learnt to become comfortable in hearing my voice in meetings, particularly with senior leaders. I am clear about my professional motivators and openly discuss my growth plans with my line managers and mentors in reaching these career objectives. This has allowed me to identify and take up opportunities across Uber, and taken me from Sydney to San Francisco. 

Talk to us about your background and experiences that you believe uniquely contribute to your team and Uber’s goals.

I describe my personal background as working class immigrants. My parents made the move to Australia to make sure their children were provided with opportunities that were not necessarily available to them in Hong Kong. I understand how hard it is to move countries, to build a new social and professional network and where English is not your first language. As the eldest child, I often had to help my parents translate or navigate government financial paperwork. 

With this experience, I see the earning opportunities Uber provides to people across the globe, particularly as an immigrant in a new country. My personal experience enables me to understand the challenges that immigrants need to overcome and challenges me to think how I can support their success on the Uber platform. 

Any advice to young Asian professionals who aspire to take on leadership roles?

Be proud of your cultural heritage and use what may be perceived as stereotypes as your strengths. For example, a collectivism mindset is an openness to collaborate and willingness to make space for others; introversion is being an active listener and hearing other viewpoints. These are all important traits of engaging, empathetic, inclusive leaders.

Also (and this is general advice to anyone wanting to take on leadership roles), be curious about taking on roles that are sideway steps vs lateral promotions. These opportunities will deepen your expertise and knowledge, broaden your professional network, and strengthen your leadership capabilities. This has personally guided me through my career where I have hopped into different industries/sectors, moved across different functions and relocated to different markets. Building a sustained, interesting and multifaceted career is my primary motivator. 

Tell us what you’d like to share during Asian Pacific Islander Month about breaking barriers and creating an inclusive workspace. 

The large Asian diaspora means there are so many dimensions to being Asian & Pacific Islander. We are such an interesting mix of different cultures, heritage, social economic backgrounds and identities. Without you thinking about it, it’s likely you have already broken through a barrier or two. With our experiences and empathy, I see the opportunity for all of us to role model building diversity and inclusion as leaders at Uber. 

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