diff --git a/.github/workflows/integration-test-workflow-debian.yml b/.github/workflows/integration-test-workflow-debian.yml index f027ee3d6..70f754484 100644 --- a/.github/workflows/integration-test-workflow-debian.yml +++ b/.github/workflows/integration-test-workflow-debian.yml @@ -81,7 +81,7 @@ jobs: poetry run r2r rag --query="What was Uber's profit in 2020?" echo "RAG with Hybrid Search" - poetry run r2r rag --query="Who is John Snow?" --use-hybrid-search + poetry run r2r rag --query="Who is Jon Snow?" --use-hybrid-search echo "Streaming RAG" poetry run r2r rag --query="who was aristotle" --use-hybrid-search --stream diff --git a/docs/cookbooks/walkthrough.mdx b/docs/cookbooks/walkthrough.mdx index d828fc682..42a4b0da6 100644 --- a/docs/cookbooks/walkthrough.mdx +++ b/docs/cookbooks/walkthrough.mdx @@ -773,21 +773,21 @@ R2R also supports hybrid search in RAG, combining the power of vector search and ```bash -r2r rag --query="Who is John Snow?" --use-hybrid-search +r2r rag --query="Who is Jon Snow?" --use-hybrid-search ``` ```javascript -results = client.rag("Who is John Snow?", {"use_hybrid_search": True}) +results = client.rag("Who is Jon Snow?", {"use_hybrid_search": True}) ``` ```javascript await client.rag({ - query: "Who is John Snow?", + query: "Who is Jon Snow?", }); ``` @@ -797,7 +797,7 @@ await client.rag({ curl -X POST http://localhost:7272/v2/rag \ -H "Content-Type: application/json" \ -d '{ - "query": "Who is John Snow?", + "query": "Who is Jon Snow?", "vector_search_settings": { "use_vector_search": true, "search_filters": {}, @@ -823,7 +823,7 @@ curl -X POST http://localhost:7272/v2/rag \ index=0, logprobs=None, message=ChatCompletionMessage( - content="John Snow is mentioned in the context as one of Samwell (Sam) Tarly's closest companions at the Wall [5], [6].", + content="Jon Snow is mentioned in the context as one of Samwell (Sam) Tarly's closest companions at the Wall [5], [6].", role='assistant', function_call=None, tool_calls=None) @@ -946,7 +946,7 @@ await client.rag({ curl -X POST http://localhost:7272/v2/rag \ -H "Content-Type: application/json" \ -d '{ - "query": "Who is John Snow?", + "query": "Who is Jon Snow?", "rag_generation_config": { "model": "claude-3-haiku-20240307", "temperature": 0.7 diff --git a/docs/documentation/js-sdk/ingestion.mdx b/docs/documentation/js-sdk/ingestion.mdx index 109ee87cd..fa471a2c8 100644 --- a/docs/documentation/js-sdk/ingestion.mdx +++ b/docs/documentation/js-sdk/ingestion.mdx @@ -52,7 +52,7 @@ const ingestResponse = await client.ingestFiles(files, { - The chunking config override parameter enables developers to customize their R2R chunking strategy at runtime. + The ingestion config override parameter enables developers to customize their R2R chunking strategy at runtime. Which chunking provider to use. Options are "r2r", "unstructured_local", or "unstructured_api". @@ -220,7 +220,7 @@ const updateResponse = await client.updateFiles(files, { - The chunking config override parameter enables developers to customize their R2R chunking strategy at runtime. + The ingestion config override parameter enables developers to customize their R2R chunking strategy at runtime. Which chunking provider to use, `r2r` or `unstructured`. Selecting `unstructured` is generally recommended when parsing with `unstructured` or `unstructured_api`. diff --git a/docs/documentation/js-sdk/retrieval.mdx b/docs/documentation/js-sdk/retrieval.mdx index f784f9762..2631ed00c 100644 --- a/docs/documentation/js-sdk/retrieval.mdx +++ b/docs/documentation/js-sdk/retrieval.mdx @@ -418,7 +418,7 @@ Use hybrid search in RAG: ```javascript const hybridRagResponse = await client.rag({ - query: "Who is John Snow?", + query: "Who is Jon Snow?", use_hybrid_search: true }); ``` diff --git a/docs/documentation/python-sdk/ingestion.mdx b/docs/documentation/python-sdk/ingestion.mdx index 3e432cd49..81e7185d7 100644 --- a/docs/documentation/python-sdk/ingestion.mdx +++ b/docs/documentation/python-sdk/ingestion.mdx @@ -57,7 +57,7 @@ ingest_response = client.ingest_files( - The chunking config override parameter enables developers to customize their R2R chunking strategy at runtime. + The ingestion config override parameter enables developers to customize their R2R chunking strategy at runtime. Which chunking provider to use. Options are "r2r", "unstructured_local", or "unstructured_api". diff --git a/docs/documentation/python-sdk/retrieval.mdx b/docs/documentation/python-sdk/retrieval.mdx index f4503e8e5..69360e286 100644 --- a/docs/documentation/python-sdk/retrieval.mdx +++ b/docs/documentation/python-sdk/retrieval.mdx @@ -469,7 +469,7 @@ Learn more about the RAG [API here](/api-reference/endpoint/rag). It allows perf ```python hybrid_rag_response = client.rag( - "Who is John Snow?", + "Who is Jon Snow?", vector_search_settings={"use_hybrid_search": True} ) ``` diff --git a/py/core/base/__init__.py b/py/core/base/__init__.py index 37d8ef310..779fb8710 100644 --- a/py/core/base/__init__.py +++ b/py/core/base/__init__.py @@ -52,8 +52,6 @@ "KGCreationSettings", "KGEnrichmentSettings", "KGRunType", - "KGCreationEstimationResponse", - "KGEnrichmentEstimationResponse", # User abstractions "Token", "TokenData", diff --git a/py/core/base/abstractions/__init__.py b/py/core/base/abstractions/__init__.py index bcd63fa31..5d8c5bda5 100644 --- a/py/core/base/abstractions/__init__.py +++ b/py/core/base/abstractions/__init__.py @@ -29,9 +29,7 @@ Triple, ) from shared.abstractions.kg import ( - KGCreationEstimationResponse, KGCreationSettings, - KGEnrichmentEstimationResponse, KGEnrichmentSettings, KGRunType, ) @@ -122,8 +120,6 @@ "KGCreationSettings", "KGEnrichmentSettings", "KGRunType", - "KGCreationEstimationResponse", - "KGEnrichmentEstimationResponse", # User abstractions "Token", "TokenData", diff --git a/py/core/base/api/models/__init__.py b/py/core/base/api/models/__init__.py index b3d350afd..53d8102da 100644 --- a/py/core/base/api/models/__init__.py +++ b/py/core/base/api/models/__init__.py @@ -36,6 +36,7 @@ WrappedCollectionListResponse, WrappedCollectionOverviewResponse, WrappedCollectionResponse, + WrappedDeleteResponse, WrappedDocumentChunkResponse, WrappedDocumentOverviewResponse, WrappedGetPromptsResponse, @@ -107,6 +108,7 @@ "WrappedUserCollectionResponse", "WrappedDocumentChunkResponse", "WrappedCollectionOverviewResponse", + "WrappedDeleteResponse", # Retrieval Responses "SearchResponse", "RAGResponse", diff --git a/py/core/base/providers/kg.py b/py/core/base/providers/kg.py index 6e3e366d2..ae0febacc 100644 --- a/py/core/base/providers/kg.py +++ b/py/core/base/providers/kg.py @@ -84,6 +84,9 @@ async def add_kg_extractions( @abstractmethod async def get_entities( self, + collection_id: UUID, + offset: int, + limit: int, entity_ids: list[str] | None = None, with_description: bool = False, ) -> list[Entity]: @@ -92,7 +95,11 @@ async def get_entities( @abstractmethod async def get_triples( - self, triple_ids: list[str] | None = None + self, + collection_id: UUID, + offset: int, + limit: int, + triple_ids: list[str] | None = None, ) -> list[Triple]: """Abstract method to get triples.""" pass @@ -155,7 +162,7 @@ async def perform_graph_clustering( self, collection_id: UUID, leiden_params: dict, # TODO - Add typing for leiden_params - ) -> Tuple[int, int, set[tuple[int, Any]]]: + ) -> int: """Abstract method to perform graph clustering.""" pass @@ -172,12 +179,18 @@ async def get_community_details(self, community_number: int): pass @abstractmethod - async def get_entity_count(self, document_id: UUID) -> int: + async def get_entity_count( + self, + collection_id: Optional[UUID] = None, + document_id: Optional[UUID] = None, + ) -> int: """Abstract method to get the entity count.""" pass @abstractmethod - async def delete_graph_for_collection(self, collection_id: UUID) -> None: + async def delete_graph_for_collection( + self, collection_id: UUID, cascade: bool + ) -> None: """Abstract method to delete the graph for a collection.""" pass diff --git a/py/core/base/providers/orchestration.py b/py/core/base/providers/orchestration.py index b9dbefa0d..11d8203d9 100644 --- a/py/core/base/providers/orchestration.py +++ b/py/core/base/providers/orchestration.py @@ -50,7 +50,9 @@ def failure(self, *args, **kwargs) -> Any: pass @abstractmethod - def register_workflows(self, workflow: Workflow, service: Any) -> None: + def register_workflows( + self, workflow: Workflow, service: Any, messages: dict + ) -> None: pass @abstractmethod diff --git a/py/core/main/api/ingestion_router.py b/py/core/main/api/ingestion_router.py index fff763948..1e6775708 100644 --- a/py/core/main/api/ingestion_router.py +++ b/py/core/main/api/ingestion_router.py @@ -320,7 +320,9 @@ def _validate_ingestion_config(ingestion_config): if ingestion_config: R2RProviderFactory.create_ingestion_provider(ingestion_config) else: - logger.info("No chunking config override provided. Using default.") + logger.info( + "No ingestion config override provided. Using default." + ) @staticmethod async def _process_files(files): diff --git a/py/core/main/api/kg_router.py b/py/core/main/api/kg_router.py index e99f665e3..cc81f216e 100644 --- a/py/core/main/api/kg_router.py +++ b/py/core/main/api/kg_router.py @@ -15,6 +15,10 @@ from core.base.providers import OrchestrationProvider, Workflow from core.utils import generate_default_user_collection_id from shared.abstractions.kg import KGRunType +from shared.api.models.kg.responses import ( + KGCreationEstimationResponse, + KGEnrichmentEstimationResponse, +) from ..services.kg_service import KgService from .base_router import BaseRouter @@ -69,8 +73,7 @@ async def create_graph( description="Settings for the graph creation process.", ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedKGCreationResponse, - ): + ) -> WrappedKGCreationResponse: """ Creating a graph on your documents. This endpoint takes input a list of document ids and KGCreationSettings. If document IDs are not provided, the graph will be created on all documents in the system. This step extracts the relevant entities and relationships from the documents and creates a graph based on the extracted information. @@ -107,7 +110,7 @@ async def create_graph( "user": auth_user.json(), } - return await self.orchestration_provider.run_workflow( + return await self.orchestration_provider.run_workflow( # type: ignore "create-graph", {"request": workflow_input}, {} ) @@ -129,8 +132,7 @@ async def enrich_graph( description="Settings for the graph enrichment process.", ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedKGEnrichmentResponse, - ): + ) -> WrappedKGEnrichmentResponse: """ This endpoint enriches the graph with additional information. It creates communities of nodes based on their similarity and adds embeddings to the graph. This step is necessary for GraphRAG to work. """ @@ -164,7 +166,7 @@ async def enrich_graph( "user": auth_user.json(), } - return await self.orchestration_provider.run_workflow( + return await self.orchestration_provider.run_workflow( # type: ignore "enrich-graph", {"request": workflow_input}, {} ) diff --git a/py/core/main/api/management_router.py b/py/core/main/api/management_router.py index 6d3566adf..fe8e5482a 100644 --- a/py/core/main/api/management_router.py +++ b/py/core/main/api/management_router.py @@ -18,6 +18,7 @@ WrappedCollectionListResponse, WrappedCollectionOverviewResponse, WrappedCollectionResponse, + WrappedDeleteResponse, WrappedDocumentChunkResponse, WrappedDocumentOverviewResponse, WrappedGetPromptsResponse, @@ -59,14 +60,13 @@ async def health_check(): @self.base_endpoint async def server_stats( auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedServerStatsResponse, - ): + ) -> WrappedServerStatsResponse: if not auth_user.is_superuser: raise R2RException( "Only an authorized user can call the `server_stats` endpoint.", 403, ) - return { + return { # type: ignore "start_time": self.start_time.isoformat(), "uptime_seconds": ( datetime.now(timezone.utc) - self.start_time @@ -86,8 +86,7 @@ async def update_prompt_app( {}, description="Input types" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedPromptMessageResponse, - ): + ) -> WrappedPromptMessageResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `update_prompt` endpoint.", @@ -97,7 +96,7 @@ async def update_prompt_app( result = await self.service.update_prompt( name, template, input_types ) - return result + return result # type: ignore @self.router.post("/add_prompt") @self.base_endpoint @@ -106,15 +105,14 @@ async def add_prompt_app( template: str = Body(..., description="Prompt template"), input_types: dict[str, str] = Body({}, description="Input types"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedPromptMessageResponse, - ): + ) -> WrappedPromptMessageResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `add_prompt` endpoint.", 403, ) result = await self.service.add_prompt(name, template, input_types) - return result + return result # type: ignore @self.router.get("/get_prompt/{prompt_name}") @self.base_endpoint @@ -127,8 +125,7 @@ async def get_prompt_app( None, description="Prompt override" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedPromptMessageResponse, - ): + ) -> WrappedPromptMessageResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `get_prompt` endpoint.", @@ -137,36 +134,34 @@ async def get_prompt_app( result = await self.service.get_prompt( prompt_name, inputs, prompt_override ) - return result + return result # type: ignore @self.router.get("/get_all_prompts") @self.base_endpoint async def get_all_prompts_app( auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedGetPromptsResponse, - ): + ) -> WrappedGetPromptsResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `get_all_prompts` endpoint.", 403, ) result = await self.service.get_all_prompts() - return {"prompts": result} + return {"prompts": result} # type: ignore @self.router.delete("/delete_prompt/{prompt_name}") @self.base_endpoint async def delete_prompt_app( prompt_name: str = Path(..., description="Prompt name"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=None, - ): + ) -> WrappedDeleteResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `delete_prompt` endpoint.", 403, ) await self.service.delete_prompt(prompt_name) - return None + return None # type: ignore @self.router.get("/analytics") @self.base_endpoint @@ -174,8 +169,7 @@ async def get_analytics_app( filter_criteria: Optional[Json[dict]] = Query({}), analysis_types: Optional[Json[dict]] = Query({}), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedAnalyticsResponse, - ): + ) -> WrappedAnalyticsResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `analytics` endpoint.", 403 @@ -206,8 +200,7 @@ async def logs_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedLogResponse, - ): + ) -> WrappedLogResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `logs` endpoint.", 403 @@ -223,8 +216,7 @@ async def logs_app( @self.base_endpoint async def app_settings( auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedAppSettingsResponse, - ): + ) -> WrappedAppSettingsResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `app_settings` endpoint.", @@ -238,8 +230,7 @@ async def score_completion( message_id: str = Body(..., description="Message ID"), score: float = Body(..., description="Completion score"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedScoreCompletionResponse, - ): + ) -> WrappedScoreCompletionResponse: message_uuid = UUID(message_id) return await self.service.score_completion( message_id=message_uuid, score=score @@ -252,8 +243,7 @@ async def users_overview_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedUserOverviewResponse, - ): + ) -> WrappedUserOverviewResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can call the `users_overview` endpoint.", @@ -268,7 +258,7 @@ async def users_overview_app( user_ids=user_uuids, offset=offset, limit=limit ) - return users_overview_response["results"], { + return users_overview_response["results"], { # type: ignore "total_entries": users_overview_response["total_entries"] } @@ -277,10 +267,9 @@ async def users_overview_app( async def delete_app( filters: str = Query(..., description="JSON-encoded filters"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=None, ): filters_dict = json.loads(filters) if filters else None - return await self.service.delete(filters=filters_dict) + return await self.service.delete(filters=filters_dict) # type: ignore @self.router.get( "/download_file/{document_id}", response_class=StreamingResponse @@ -320,7 +309,7 @@ async def file_stream(): break yield data - return StreamingResponse( + return StreamingResponse( # type: ignore file_stream(), media_type=mime_type, headers={ @@ -336,8 +325,7 @@ async def documents_overview_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedDocumentOverviewResponse, - ): + ) -> WrappedDocumentOverviewResponse: request_user_ids = ( None if auth_user.is_superuser else [auth_user.id] ) @@ -353,7 +341,7 @@ async def documents_overview_app( limit=limit, ) ) - return documents_overview_response["results"], { + return documents_overview_response["results"], { # type: ignore "total_entries": documents_overview_response["total_entries"] } @@ -364,8 +352,7 @@ async def document_chunks_app( offset: Optional[int] = Query(0, ge=0), limit: Optional[int] = Query(100, ge=0), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedDocumentChunkResponse, - ): + ) -> WrappedDocumentChunkResponse: document_uuid = UUID(document_id) document_chunks = await self.service.document_chunks( @@ -390,7 +377,7 @@ async def document_chunks_app( 403, ) - return document_chunks_result, { + return document_chunks_result, { # type: ignore "total_entries": document_chunks["total_entries"] } @@ -401,8 +388,7 @@ async def collections_overview_app( offset: Optional[int] = Query(0, ge=0), limit: Optional[int] = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionOverviewResponse, - ): + ) -> WrappedCollectionOverviewResponse: user_collections: Optional[Set[UUID]] = ( None if auth_user.is_superuser @@ -434,7 +420,7 @@ async def collections_overview_app( ) ) - return collections_overview_response["results"], { + return collections_overview_response["results"], { # type: ignore "total_entries": collections_overview_response["total_entries"] } @@ -446,12 +432,11 @@ async def create_collection_app( "", description="Collection description" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionResponse, - ): + ) -> WrappedCollectionResponse: collection_id = await self.service.create_collection( name, description ) - return await self.service.add_user_to_collection( + return await self.service.add_user_to_collection( # type: ignore auth_user.id, collection_id.collection_id ) @@ -460,8 +445,7 @@ async def create_collection_app( async def get_collection_app( collection_id: str = Path(..., description="Collection ID"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionResponse, - ): + ) -> WrappedCollectionResponse: collection_uuid = UUID(collection_id) if ( not auth_user.is_superuser @@ -473,7 +457,7 @@ async def get_collection_app( ) result = await self.service.get_collection(collection_uuid) - return result + return result # type: ignore @self.router.put("/update_collection") @self.base_endpoint @@ -486,8 +470,7 @@ async def update_collection_app( None, description="Updated collection description" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionResponse, - ): + ) -> WrappedCollectionResponse: collection_uuid = UUID(collection_id) if ( not auth_user.is_superuser @@ -498,7 +481,7 @@ async def update_collection_app( 403, ) - return await self.service.update_collection( + return await self.service.update_collection( # type: ignore collection_uuid, name, description ) @@ -517,7 +500,7 @@ async def delete_collection_app( "The currently authenticated user does not have access to the specified collection.", 403, ) - return await self.service.delete_collection(collection_uuid) + return await self.service.delete_collection(collection_uuid) # type: ignore @self.router.get("/list_collections") @self.base_endpoint @@ -525,8 +508,7 @@ async def list_collections_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionListResponse, - ): + ) -> WrappedCollectionListResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can list all collections.", 403 @@ -535,7 +517,7 @@ async def list_collections_app( offset=offset, limit=min(max(limit, 1), 1000) ) - return list_collections_response["results"], { + return list_collections_response["results"], { # type: ignore "total_entries": list_collections_response["total_entries"] } @@ -545,8 +527,7 @@ async def add_user_to_collection_app( user_id: str = Body(..., description="User ID"), collection_id: str = Body(..., description="Collection ID"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedAddUserResponse, - ): + ) -> WrappedAddUserResponse: collection_uuid = UUID(collection_id) user_uuid = UUID(user_id) if ( @@ -561,7 +542,7 @@ async def add_user_to_collection_app( result = await self.service.add_user_to_collection( user_uuid, collection_uuid ) - return {"result": result} + return {"result": result} # type: ignore @self.router.post("/remove_user_from_collection") @self.base_endpoint @@ -584,7 +565,7 @@ async def remove_user_from_collection_app( await self.service.remove_user_from_collection( user_uuid, collection_uuid ) - return None + return None # type: ignore # TODO - Proivde response model @self.router.get("/get_users_in_collection/{collection_id}") @@ -596,8 +577,7 @@ async def get_users_in_collection_app( 100, ge=1, le=1000, description="Pagination limit" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedUsersInCollectionResponse, - ): + ) -> WrappedUsersInCollectionResponse: collection_uuid = UUID(collection_id) if ( not auth_user.is_superuser @@ -616,7 +596,7 @@ async def get_users_in_collection_app( ) ) - return users_in_collection_response["results"], { + return users_in_collection_response["results"], { # type: ignore "total_entries": users_in_collection_response["total_entries"] } @@ -629,8 +609,7 @@ async def get_collections_for_user_app( 100, ge=1, le=1000, description="Pagination limit" ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedUserCollectionResponse, - ): + ) -> WrappedUserCollectionResponse: if str(auth_user.id) != user_id or not auth_user.is_superuser: raise R2RException( "The currently authenticated user does not have access to the specified collection.", @@ -643,7 +622,7 @@ async def get_collections_for_user_app( ) ) - return user_collection_response["results"], { + return user_collection_response["results"], { # type: ignore "total_entries": user_collection_response["total_entries"] } @@ -665,7 +644,7 @@ async def assign_document_to_collection_app( 403, ) - return await self.service.assign_document_to_collection( + return await self.service.assign_document_to_collection( # type: ignore document_uuid, collection_uuid ) @@ -675,8 +654,7 @@ async def remove_document_from_collection_app( document_id: str = Body(..., description="Document ID"), collection_id: str = Body(..., description="Collection ID"), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=None, - ): + ) -> WrappedDeleteResponse: collection_uuid = UUID(collection_id) document_uuid = UUID(document_id) if ( @@ -691,7 +669,7 @@ async def remove_document_from_collection_app( await self.service.remove_document_from_collection( document_uuid, collection_uuid ) - return None + return None # type: ignore @self.router.get("/document_collections/{document_id}") @self.base_endpoint @@ -700,8 +678,7 @@ async def document_collections_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedCollectionListResponse, - ): + ) -> WrappedCollectionListResponse: if not auth_user.is_superuser: raise R2RException( "Only a superuser can get the collections belonging to a document.", @@ -713,7 +690,7 @@ async def document_collections_app( ) ) - return document_collections_response["results"], { + return document_collections_response["results"], { # type: ignore "total_entries": document_collections_response["total_entries"] } @@ -724,8 +701,7 @@ async def documents_in_collection_app( offset: int = Query(0, ge=0), limit: int = Query(100, ge=1, le=1000), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedDocumentOverviewResponse, - ): + ) -> WrappedDocumentOverviewResponse: collection_uuid = UUID(collection_id) if ( not auth_user.is_superuser @@ -742,7 +718,7 @@ async def documents_in_collection_app( ) ) - return documents_in_collection_response["results"], { + return documents_in_collection_response["results"], { # type: ignore "total_entries": documents_in_collection_response[ "total_entries" ] diff --git a/py/core/main/api/retrieval_router.py b/py/core/main/api/retrieval_router.py index f169020e3..a38f91d2a 100644 --- a/py/core/main/api/retrieval_router.py +++ b/py/core/main/api/retrieval_router.py @@ -1,6 +1,6 @@ import asyncio from pathlib import Path -from typing import Any, Optional +from typing import Any, Optional, Union import yaml from fastapi import Body, Depends @@ -47,11 +47,12 @@ def _register_workflows(self): pass def _select_filters( - self, auth_user: Any, vector_search_settings: VectorSearchSettings + self, + auth_user: Any, + search_settings: Union[VectorSearchSettings, KGSearchSettings], ) -> dict[str, Any]: selected_collections = { - str(cid) - for cid in set(vector_search_settings.selected_collection_ids) + str(cid) for cid in set(search_settings.selected_collection_ids) } if auth_user.is_superuser: @@ -83,7 +84,7 @@ def _select_filters( ] # type: ignore } - if vector_search_settings.filters != {}: + if search_settings.filters != {}: filters = {"$and": [filters, vector_search_settings.filters]} # type: ignore return filters @@ -110,8 +111,7 @@ async def search_app( description=search_descriptions.get("kg_search_settings"), ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedSearchResponse, - ): + ) -> WrappedSearchResponse: """ Perform a search query on the vector database and knowledge graph. @@ -167,8 +167,7 @@ async def rag_app( description=rag_descriptions.get("include_title_if_available"), ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedRAGResponse, - ): + ) -> WrappedRAGResponse: """ Execute a RAG (Retrieval-Augmented Generation) query. @@ -201,7 +200,7 @@ async def stream_generator(): return StreamingResponse( stream_generator(), media_type="application/json" - ) + ) # type: ignore else: return response @@ -240,8 +239,7 @@ async def agent_app( ), ), auth_user=Depends(self.service.providers.auth.auth_wrapper), - response_model=WrappedRAGAgentResponse, - ): + ) -> WrappedRAGAgentResponse: """ Implement an agent-based interaction for complex query processing. @@ -278,8 +276,8 @@ async def stream_generator(): return StreamingResponse( stream_generator(), media_type="application/json" - ) + ) # type: ignore else: - return {"messages": response} + return {"messages": response} # type: ignore except Exception as e: raise R2RException(str(e), 500) diff --git a/py/core/main/orchestration/hatchet/ingestion_workflow.py b/py/core/main/orchestration/hatchet/ingestion_workflow.py index 2a8739ae6..9cb9f862e 100644 --- a/py/core/main/orchestration/hatchet/ingestion_workflow.py +++ b/py/core/main/orchestration/hatchet/ingestion_workflow.py @@ -366,7 +366,7 @@ async def finalize(self, context: Context) -> dict: collection_id = await self.ingestion_service.providers.database.relational.assign_document_to_collection( document_id=document_info.id, collection_id=generate_default_user_collection_id( - str(document_info.user_id) + document_info.user_id ), ) self.ingestion_service.providers.database.vector.assign_document_to_collection( diff --git a/py/core/main/services/ingestion_service.py b/py/core/main/services/ingestion_service.py index ffe45080d..b09dee1a8 100644 --- a/py/core/main/services/ingestion_service.py +++ b/py/core/main/services/ingestion_service.py @@ -288,7 +288,7 @@ async def ingest_chunks_ingress( self, document_id: UUID, metadata: Optional[dict], - chunks: list[dict], + chunks: list[RawChunk], user: UserResponse, *args: Any, **kwargs: Any, @@ -366,3 +366,14 @@ def parse_ingest_chunks_input(data: dict) -> dict: "document_id": data["document_id"], "chunks": [RawChunk.from_dict(chunk) for chunk in data["chunks"]], } + + @staticmethod + def parse_update_files_input(data: dict) -> dict: + return { + "user": IngestionServiceAdapter._parse_user_data(data["user"]), + "document_ids": [UUID(doc_id) for doc_id in data["document_ids"]], + "metadatas": data["metadatas"], + "ingestion_config": data["ingestion_config"], + "file_sizes_in_bytes": data["file_sizes_in_bytes"], + "file_datas": data["file_datas"], + } diff --git a/py/core/pipes/kg/storage.py b/py/core/pipes/kg/storage.py index b9ac01ed4..ded8a78d5 100644 --- a/py/core/pipes/kg/storage.py +++ b/py/core/pipes/kg/storage.py @@ -57,7 +57,8 @@ async def store( Stores a batch of knowledge graph extractions in the graph database. """ try: - return await self.kg_provider.add_kg_extractions(kg_extractions) + await self.kg_provider.add_kg_extractions(kg_extractions) + return except Exception as e: error_message = f"Failed to store knowledge graph extractions in the database: {e}" logger.error(error_message) diff --git a/py/core/providers/database/document.py b/py/core/providers/database/document.py index 5d0522efb..3eb97564d 100644 --- a/py/core/providers/database/document.py +++ b/py/core/providers/database/document.py @@ -319,9 +319,15 @@ async def get_workflow_status( out_model, table_name = self._get_status_model_and_table_name( status_type ) - result = map( - (await self._get_status_from_table(ids, table_name, status_type)), - out_model, + result = list( + map( + ( + await self._get_status_from_table( + ids, table_name, status_type + ) + ), + out_model, + ) ) return result[0] if isinstance(id, UUID) else result diff --git a/py/core/providers/database/vecs/adapter/base.py b/py/core/providers/database/vecs/adapter/base.py index 7559d9e27..47870d10c 100644 --- a/py/core/providers/database/vecs/adapter/base.py +++ b/py/core/providers/database/vecs/adapter/base.py @@ -21,7 +21,6 @@ UUID, UUID, UUID, - UUID, list[UUID], Iterable[Numeric], str, diff --git a/py/core/providers/ingestion/unstructured/base.py b/py/core/providers/ingestion/unstructured/base.py index 95a92510a..54524085f 100644 --- a/py/core/providers/ingestion/unstructured/base.py +++ b/py/core/providers/ingestion/unstructured/base.py @@ -82,9 +82,9 @@ class UnstructuredIngestionProvider(IngestionProvider): DocumentType.PNG: [parsers.ImageParser], DocumentType.SVG: [parsers.ImageParser], DocumentType.MP3: [parsers.AudioParser], - DocumentType.JSON: [parsers.JSONParser], - DocumentType.HTML: [parsers.HTMLParser], - DocumentType.XLSX: [parsers.XLSXParser], + DocumentType.JSON: [parsers.JSONParser], # type: ignore + DocumentType.HTML: [parsers.HTMLParser], # type: ignore + DocumentType.XLSX: [parsers.XLSXParser], # type: ignore } IMAGE_TYPES = { diff --git a/py/core/providers/kg/postgres.py b/py/core/providers/kg/postgres.py index 07338027d..383de032e 100644 --- a/py/core/providers/kg/postgres.py +++ b/py/core/providers/kg/postgres.py @@ -18,10 +18,13 @@ Triple, ) from shared.abstractions import ( - KGCreationEstimationResponse, KGCreationSettings, - KGEnrichmentEstimationResponse, KGEnrichmentSettings, + KGRunType, +) +from shared.api.models.kg.responses import ( + KGCreationEstimationResponse, + KGEnrichmentEstimationResponse, ) from shared.utils import llm_cost_per_million_tokens @@ -508,7 +511,7 @@ async def get_all_triples(self, collection_id: UUID) -> List[Triple]: SELECT id, subject, predicate, weight, object FROM {self._get_table_name("triple_raw")} WHERE document_id = ANY($1) """ triples = await self.fetch_query(QUERY, [document_ids]) - return triples + return [Triple(**triple) for triple in triples] async def add_communities(self, communities: List[Any]) -> None: QUERY = f""" @@ -548,7 +551,7 @@ async def perform_graph_clustering( self, collection_id: UUID, leiden_params: Dict[str, Any], - ) -> Tuple[int, int, set[Tuple[int, Any]]]: + ) -> int: """ Leiden clustering algorithm to cluster the knowledge graph triples into communities. @@ -573,10 +576,10 @@ async def perform_graph_clustering( G = self.nx.Graph() for triple in triples: G.add_edge( - triple["subject"], - triple["object"], - weight=triple["weight"], - id=triple["id"], + triple.subject, + triple.object, + weight=triple.weight, + id=triple.id, ) hierarchical_communities = await self._compute_leiden_communities( @@ -586,9 +589,9 @@ async def perform_graph_clustering( def triple_ids(node: int) -> list[int]: # TODO: convert this to objects return [ - triple["id"] - for triple in triples - if triple["subject"] == node or triple["object"] == node + triple.id or i + for i, triple in enumerate(triples) + if triple.subject == node or triple.object == node ] # upsert the communities into the database. @@ -959,7 +962,7 @@ async def get_triples( if triple_ids: conditions.append(f"id = ANY(${len(params) + 1})") - params.append([str(ele) for ele in triple_ids]) + params.append([str(ele) for ele in triple_ids]) # type: ignore query = f""" SELECT id, subject, predicate, object @@ -972,7 +975,7 @@ async def get_triples( ORDER BY id OFFSET ${len(params) + 1} LIMIT ${len(params) + 2} """ - params.extend([offset, limit]) + params.extend([str(offset), str(limit)]) results = await self.fetch_query(query, params) total_entries = await self.get_triple_count( diff --git a/py/core/providers/orchestration/hatchet.py b/py/core/providers/orchestration/hatchet.py index 41599c39f..a94d3ebae 100644 --- a/py/core/providers/orchestration/hatchet.py +++ b/py/core/providers/orchestration/hatchet.py @@ -18,7 +18,7 @@ def __init__(self, config: OrchestrationConfig): ) self.orchestrator = Hatchet() self.config: OrchestrationConfig = config # for type hinting - self.messages = {} + self.messages: dict[str, str] = {} def workflow(self, *args, **kwargs) -> Callable: return self.orchestrator.workflow(*args, **kwargs) diff --git a/py/core/providers/orchestration/simple.py b/py/core/providers/orchestration/simple.py index 0331b952e..0496a6e63 100644 --- a/py/core/providers/orchestration/simple.py +++ b/py/core/providers/orchestration/simple.py @@ -43,13 +43,15 @@ def register_workflows( self.kg_workflows = simple_kg_factory(service) async def run_workflow( - self, workflow_name: str, input: dict, options: dict + self, workflow_name: str, parameters: dict, options: dict ) -> dict[str, str]: if workflow_name in self.ingestion_workflows: - await self.ingestion_workflows[workflow_name](input.get("request")) + await self.ingestion_workflows[workflow_name]( + parameters.get("request") + ) return {"message": self.messages[workflow_name]} elif workflow_name in self.kg_workflows: - await self.kg_workflows[workflow_name](input.get("request")) + await self.kg_workflows[workflow_name](parameters.get("request")) return {"message": self.messages[workflow_name]} else: raise ValueError(f"Workflow '{workflow_name}' not found.") diff --git a/py/shared/abstractions/__init__.py b/py/shared/abstractions/__init__.py index 89658ccea..485789b07 100644 --- a/py/shared/abstractions/__init__.py +++ b/py/shared/abstractions/__init__.py @@ -22,13 +22,7 @@ RelationshipType, Triple, ) -from .kg import ( - KGCreationEstimationResponse, - KGCreationSettings, - KGEnrichmentEstimationResponse, - KGEnrichmentSettings, - KGRunType, -) +from .kg import KGCreationSettings, KGEnrichmentSettings, KGRunType from .llm import ( GenerationConfig, LLMChatCompletion, @@ -110,9 +104,7 @@ # KG abstractions "KGCreationSettings", "KGEnrichmentSettings", - "KGEnrichmentEstimationResponse", "KGExtraction", - "KGCreationEstimationResponse", "KGRunType", # User abstractions "Token", diff --git a/py/shared/abstractions/kg.py b/py/shared/abstractions/kg.py index 43e14e26b..de6c8794e 100644 --- a/py/shared/abstractions/kg.py +++ b/py/shared/abstractions/kg.py @@ -13,99 +13,6 @@ class KGRunType(Enum): RUN = "run" -class KGCreationEstimationResponse(R2RSerializable): - """Response for knowledge graph creation estimation.""" - - message: str = Field( - default="", - description="The message to display to the user.", - ) - - document_count: int = Field( - default=-1, - description="The number of documents in the collection.", - ) - - number_of_jobs_created: int = Field( - default=-1, - description="The number of jobs created for the graph creation process.", - ) - - total_chunks: int = Field( - default=-1, - description="The estimated total number of chunks.", - ) - - estimated_entities: str = Field( - default="NA", - description="The estimated number of entities in the graph.", - ) - - estimated_triples: str = Field( - default="NA", - description="The estimated number of triples in the graph.", - ) - - estimated_llm_calls: str = Field( - default="NA", - description="The estimated number of LLM calls in millions.", - ) - - estimated_total_in_out_tokens_in_millions: str = Field( - default="NA", - description="The estimated total number of input and output tokens in millions.", - ) - - estimated_total_time_in_minutes: str = Field( - default="NA", - description="The estimated total time to run the graph creation process in minutes.", - ) - - estimated_cost_in_usd: str = Field( - default="NA", - description="The estimated cost to run the graph creation process in USD.", - ) - - -class KGEnrichmentEstimationResponse(R2RSerializable): - """Response for knowledge graph enrichment estimation.""" - - total_entities: int = Field( - default=-1, - description="The total number of entities in the graph.", - ) - - total_triples: int = Field( - default=-1, - description="The total number of triples in the graph.", - ) - - estimated_llm_calls: str = Field( - default="NA", - description="The estimated number of LLM calls.", - ) - - estimated_total_in_out_tokens_in_millions: str = Field( - default="NA", - description="The estimated total number of input and output tokens in millions.", - ) - - estimated_total_time_in_minutes: str = Field( - default="NA", - description="The estimated total time to run the graph enrichment process.", - ) - - estimated_cost_in_usd: str = Field( - default="NA", - description="The estimated cost to run the graph enrichment process.", - ) - - estimated_total_time_in_minutes: str = Field( - default="NA", - description="The estimated total time to run the graph enrichment process.", - ) - - class KGCreationSettings(R2RSerializable): """Settings for knowledge graph creation.""" diff --git a/py/shared/api/models/kg/responses.py b/py/shared/api/models/kg/responses.py index e0c3ad890..af1165e74 100644 --- a/py/shared/api/models/kg/responses.py +++ b/py/shared/api/models/kg/responses.py @@ -1,7 +1,9 @@ +from typing import Union from uuid import UUID from pydantic import BaseModel, Field +from shared.abstractions.base import R2RSerializable from shared.api.models.base import ResultsWrapper @@ -43,5 +45,102 @@ class Config: } -WrappedKGCreationResponse = ResultsWrapper[KGCreationResponse] -WrappedKGEnrichmentResponse = ResultsWrapper[KGEnrichmentResponse] +class KGCreationEstimationResponse(R2RSerializable): + """Response for knowledge graph creation estimation.""" + + message: str = Field( + default="", + description="The message to display to the user.", + ) + + document_count: int = Field( + default=-1, + description="The number of documents in the collection.", + ) + + number_of_jobs_created: int = Field( + default=-1, + description="The number of jobs created for the graph creation process.", + ) + + total_chunks: int = Field( + default=-1, + description="The estimated total number of chunks.", + ) + + estimated_entities: str = Field( + default="NA", + description="The estimated number of entities in the graph.", + ) + + estimated_triples: str = Field( + default="NA", + description="The estimated number of triples in the graph.", + ) + + estimated_llm_calls: str = Field( + default="NA", + description="The estimated number of LLM calls in millions.", + ) + + estimated_total_in_out_tokens_in_millions: str = Field( + default="NA", + description="The estimated total number of input and output tokens in millions.", + ) + + estimated_total_time_in_minutes: str = Field( + default="NA", + description="The estimated total time to run the graph creation process in minutes.", + ) + + estimated_cost_in_usd: str = Field( + default="NA", + description="The estimated cost to run the graph creation process in USD.", + ) + + +class KGEnrichmentEstimationResponse(R2RSerializable): + """Response for knowledge graph enrichment estimation.""" + + message: str = Field( + default="", + description="The message to display to the user.", + ) + + total_entities: int = Field( + default=-1, + description="The total number of entities in the graph.", + ) + + total_triples: int = Field( + default=-1, + description="The total number of triples in the graph.", + ) + + estimated_llm_calls: str = Field( + default="NA", + description="The estimated number of LLM calls.", + ) + + estimated_total_in_out_tokens_in_millions: str = Field( + default="NA", + description="The estimated total number of input and output tokens in millions.", + ) + + estimated_cost_in_usd: str = Field( + default="NA", + description="The estimated cost to run the graph enrichment process.", + ) + + estimated_total_time_in_minutes: str = Field( + default="NA", + description="The estimated total time to run the graph enrichment process.", + ) + + +WrappedKGCreationResponse = ResultsWrapper[ + Union[KGCreationResponse, KGCreationEstimationResponse] +] +WrappedKGEnrichmentResponse = ResultsWrapper[ + Union[KGEnrichmentResponse, KGEnrichmentEstimationResponse] +] diff --git a/py/shared/api/models/management/responses.py b/py/shared/api/models/management/responses.py index 5652f7005..870f3eed3 100644 --- a/py/shared/api/models/management/responses.py +++ b/py/shared/api/models/management/responses.py @@ -98,7 +98,7 @@ class DocumentOverviewResponse(BaseModel): class DocumentChunkResponse(BaseModel): - id: UUID + extraction_id: UUID document_id: UUID user_id: UUID collection_ids: list[UUID] @@ -159,3 +159,4 @@ class AddUserResponse(BaseModel): WrappedDocumentChunkResponse = PaginatedResultsWrapper[ list[DocumentChunkResponse] ] +WrappedDeleteResponse = ResultsWrapper[None] diff --git a/py/tests/regression/expected_outputs/test_retrieval.json b/py/tests/regression/expected_outputs/test_retrieval.json index b84c439ad..bb8385532 100644 --- a/py/tests/regression/expected_outputs/test_retrieval.json +++ b/py/tests/regression/expected_outputs/test_retrieval.json @@ -475,7 +475,7 @@ "index": 0, "logprobs": null, "message": { - "content": "John Snow is Ned Stark\u2019s bastard son. Since Catelyn is not his mother, he is not a proper member of the Stark family, and he often feels himself an outsider. He is also a highly capable swordsman and thinker, with a knack for piercing observations [1].", + "content": "Jon Snow is Ned Stark\u2019s bastard son. Since Catelyn is not his mother, he is not a proper member of the Stark family, and he often feels himself an outsider. He is also a highly capable swordsman and thinker, with a knack for piercing observations [1].", "refusal": null, "role": "assistant", "function_call": null, @@ -516,7 +516,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -536,7 +536,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -556,7 +556,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -576,7 +576,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -597,7 +597,7 @@ ], "unstructured_page_number": 208, "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -617,7 +617,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -638,7 +638,7 @@ ], "unstructured_page_number": 293, "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -658,7 +658,7 @@ "eng" ], "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -679,7 +679,7 @@ ], "unstructured_page_number": 36, "partitioned_by_unstructured": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } }, { @@ -701,7 +701,7 @@ "unstructured_page_number": 13, "partitioned_by_unstructured": true, "unstructured_is_continuation": true, - "associated_query": "Who is John Snow?" + "associated_query": "Who is Jon Snow?" } } ], diff --git a/py/tests/regression/observed_outputs/test_document_management.json b/py/tests/regression/observed_outputs/test_document_management.json index a78253d1b..f541aac95 100644 --- a/py/tests/regression/observed_outputs/test_document_management.json +++ b/py/tests/regression/observed_outputs/test_document_management.json @@ -2,130 +2,178 @@ "ingest_sample_files": { "results": [ { - "message": "Ingestion task completed successfully.", + "task_id": "198fb971-1064-4e37-9572-d121efb0b176", + "message": "Ingestion task queued successfully.", "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa" }, { - "message": "Ingestion task completed successfully.", + "task_id": "670b99fb-872f-4da7-8e65-c74f2837a6f7", + "message": "Ingestion task queued successfully.", "document_id": "716fea3a-826b-5b27-8e59-ffbd1a35455a" }, { - "message": "Ingestion task completed successfully.", + "task_id": "94b1892a-61e2-4e7c-a7e3-97045dde745a", + "message": "Ingestion task queued successfully.", "document_id": "52e12576-090f-59db-91f4-6d4b2e29ae6c" }, { - "message": "Ingestion task completed successfully.", + "task_id": "2be661b4-c957-4fa0-9a34-d0a527397a00", + "message": "Ingestion task queued successfully.", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b" }, { - "message": "Ingestion task completed successfully.", + "task_id": "ac76f6dc-3108-480c-b0d0-94027f48171c", + "message": "Ingestion task queued successfully.", "document_id": "01d514a4-5cb1-5c86-be8c-0c5c312a02c9" }, { - 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"collection_ids": [], - "text": "A Project of One's Own", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "286b3218-517c-50bf-b8ea-1262e8ec6b42", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "June 2021A few days ago, on the way home from school, my nine year old son\ntold me he couldn't wait to get home to write more of the story he\nwas working on. This made me as happy as anything I've heard him", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "94aacd72-c343-5467-a57f-e35069b26d05", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "say \u2014 not just because he was excited about his story, but because\nhe'd discovered this way of working. Working on a project of your\nown is as different from ordinary work as skating is from walking.", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "db93e935-83e2-5930-84f1-00e60acb2b67", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "It's more fun, but also much more productive.What proportion of great work has been done by people who were\nskating in this sense? If not all of it, certainly a lot.There is something special about working on a project of your own.", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "4aa0529e-f7f3-5a0b-b70c-3d5957be6eea", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "I wouldn't say exactly that you're happier. A better word would be\nexcited, or engaged. You're happy when things are going well, but\noften they aren't. When I'm writing an essay, most of the time I'm", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "6b216db3-962d-593b-9d8a-ad096df71900", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "worried and puzzled: worried that the essay will turn out badly,\nand puzzled because I'm groping for some idea that I can't see\nclearly enough. Will I be able to pin it down with words? In the", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "6c192997-1f46-5646-9060-0c5c4fdb5b0c", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "end I usually can, if I take long enough, but I'm never sure; the\nfirst few attempts often fail.You have moments of happiness when things work out, but they don't\nlast long, because then you're on to the next problem. So why do", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "bebcc3b0-1911-58e9-b34d-9844e6c7cebb", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "it at all? Because to the kind of people who like working this way,\nnothing else feels as right. You feel as if you're an animal in its\nnatural habitat, doing what you were meant to do \u2014 not always", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "dd2b7c32-50ae-541e-82d3-c63eb38dbd63", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "happy, maybe, but awake and alive.Many kids experience the excitement of working on projects of their\nown. The hard part is making this converge with the work you do as\nan adult. And our customs make it harder. We treat \"playing\" and", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "3b446288-a384-527b-9ce0-5ae3ff4a6127", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "\"hobbies\" as qualitatively different from \"work\". It's not clear\nto a kid building a treehouse that there's a direct (though long)\nroute from that to architecture or engineering. And instead of", - "metadata": { - "version": "v0", - "document_type": "html" - } }, { - "extraction_id": "1f24eedd-a498-57df-98f2-35ff3f545136", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", + "id": "2f576170-c4f9-5141-a910-a0924f341de4", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "pointing out the route, we conceal it, by implicitly treating the\nstuff kids do as different from real work.\n[1]Instead of telling kids that their treehouses could be on the path\nto the work they do as adults, we tell them the path goes through", + "type": "pdf", "metadata": { - "version": "v0", - "document_type": "html" - } + "version": "v0" + }, + "title": "lyft_2021.pdf", + "version": "v0", + "size_in_bytes": 1920404, + "ingestion_status": "success", + "kg_extraction_status": "pending", + "created_at": "2024-10-03T22:45:59.294005Z", + "updated_at": "2024-10-03T22:45:59.294006Z", + "ingestion_attempt_number": null }, { - "extraction_id": "7f5e1067-018e-5a6d-88f8-69a89977bfee", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", + "id": "7c1105fc-8f62-5a8f-ac81-fe88f3ec9e4c", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "school. And unfortunately schoolwork tends to be very different from\nworking on projects of one's own. It's usually neither a project,\nnor one's own. So as school gets more serious, working on projects", + "type": "html", "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "d94e3ccb-f524-524b-acd1-5c3676c25901", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "of one's own is something that survives, if at all, as a thin thread\noff to the side.It's a bit sad to think of all the high school kids turning their\nbacks on building treehouses and sitting in class dutifully learning", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "41159be9-49fa-5dd6-b8ba-2f17fa152514", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "collaboration. And interestingly, it shades into collaboration in\ntwo different ways. One way to collaborate is to share a single\nproject. For example, when two mathematicians collaborate on a proof", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "ec8bf70e-7cfd-5404-9963-05de778a7027", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "about Darwin or Newton to pass some exam, when the work that made\nDarwin and Newton famous was actually closer in spirit to building\ntreehouses than studying for exams.If I had to choose between my kids getting good grades and", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "91a8d83a-d47b-5a74-a99f-af4843371342", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "working on ambitious projects of their own, I'd pick\nthe projects. And not because I'm an indulgent parent, but because\nI've been on the other end and I know which has more predictive\nvalue. When I was picking startups for Y Combinator, I didn't care", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "2cfc596a-5770-5448-b1b1-b2ac0dd411f6", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "about applicants' grades. But if they'd worked on projects of their\nown, I wanted to hear all about those.\n[2]It may be inevitable that school is the way it is. I'm not saying\nwe have to redesign it (though I'm not saying we don't), just that", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "a77ed9c4-5964-5bad-b6dc-37eed79476ce", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "we should understand what it does to our attitudes to work \u2014 that\nit steers us toward the dutiful plodding kind of work, often using\ncompetition as bait, and away from skating.There are occasionally times when schoolwork becomes a project of", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "5294e1b5-4060-52fb-9c64-849ac9f64e1e", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "one's own. Whenever I had to write a paper, that would become a\nproject of my own \u2014 except in English classes, ironically, because\nthe things one has to write in English classes are so\nbogus. And", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "208dff84-1585-5b7d-8884-22b9e7866552", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "bogus. And\nwhen I got to college and started taking CS classes, the programs\nI had to write became projects of my own. Whenever I was writing\nor programming, I was usually skating, and that has been true ever", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "38d53fb3-23a8-5acd-a380-880597165f89", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "since.So where exactly is the edge of projects of one's own? That's an\ninteresting question, partly because the answer is so complicated,\nand partly because there's so much at stake. There turn out to be", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "4d486be0-9a77-5ea7-9dca-d9e89b2ebca7", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "two senses in which work can be one's own: 1) that you're doing it\nvoluntarily, rather than merely because someone told you to, and\n2) that you're doing it by yourself.The edge of the former is quite sharp. People who care a lot about", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "09c22efb-c142-534a-9447-17494f84c9a3", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "their work are usually very sensitive to the difference between\npulling, and being pushed, and work tends to fall into one category\nor the other. But the test isn't simply whether you're told to do", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "e5d1b3d3-139f-5c23-801d-20558174d518", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "something. You can choose to do something you're told to do. Indeed,\nyou can own it far more thoroughly than the person who told you to\ndo it.For example, math homework is for most people something they're", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "af6ba0d0-c99c-5222-89ac-c5d8d6b28e7c", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "told to do. But for my father, who was a mathematician, it wasn't.\nMost of us think of the problems in a math book as a way to test\nor develop our knowledge of the material explained in each section.", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "55a6064d-e548-5026-9304-380b8f666adb", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "But to my father the problems were the part that mattered, and the\ntext was merely a sort of annotation. Whenever he got a new math\nbook it was to him like being given a puzzle: here was a new set", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "fbcce017-8d52-5f53-8285-a11289f21a36", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "of problems to solve, and he'd immediately set about solving all\nof them.The other sense of a project being one's own \u2014 working on it by\noneself \u2014 has a much softer edge. It shades gradually into", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "e8a5204a-a1a6-5497-a2ad-af07eb4bace7", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "that takes shape in the course of a conversation between them. The\nother way is when multiple people work on separate projects of their\nown that fit together like a jigsaw puzzle. For example, when one", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "bfa628c5-9800-54a4-a63e-07a08f2fefc2", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "person writes the text of a book and another does the graphic design.\n[3]These two paths into collaboration can of course be combined. But\nunder the right conditions, the excitement of working on a project", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "44b6b2da-5060-5cff-b49d-c2c07e4ab53b", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "of one's own can be preserved for quite a while before disintegrating\ninto the turbulent flow of work in a large organization. Indeed,\nthe history of successful organizations is partly the history of\ntechniques for preserving that excitement.", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "cdc83d2a-2dfb-5562-88bd-6854cfcfa560", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "techniques for preserving that excitement.\n[4]The team that made the original Macintosh were a great example of\nthis phenomenon. People like Burrell Smith and Andy Hertzfeld and\nBill Atkinson and Susan Kare were not just following orders. They", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "8393b1e4-dc5c-58a4-96e0-b11311bc5ef4", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "were not tennis balls hit by Steve Jobs, but rockets let loose by\nSteve Jobs. There was a lot of collaboration between them, but\nthey all seem to have individually felt the excitement of", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "d0a3ea65-fd9f-598e-91cb-ad60ca8cb225", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "working on a project of one's own.In Andy Hertzfeld's book on the Macintosh, he describes how they'd\ncome back into the office after dinner and work late into the night.\nPeople who've never experienced the thrill of working on a project", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "90eaa50f-e7f1-5dbe-a5b3-406f524cab69", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "they're excited about can't distinguish this kind of working long\nhours from the kind that happens in sweatshops and boiler rooms,\nbut they're at opposite ends of the spectrum. That's why it's a", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "f258c9a9-6d19-5a0f-a6a4-fe90a34e3886", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "mistake to insist dogmatically on \"work/life balance.\" Indeed, the\nmere expression \"work/life\" embodies a mistake: it assumes work and\nlife are distinct. For those to whom the word \"work\" automatically", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "0a3b3f7e-adec-5c9b-95b3-6439ecffb0bd", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "implies the dutiful plodding kind, they are. But for the skaters,\nthe relationship between work and life would be better represented\nby a dash than a slash. I wouldn't want to work on anything that I didn't", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "028bbbdb-ac34-570d-b06d-8d942d9c655d", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "want to take over my life.Of course, it's easier to achieve this level of motivation when\nyou're making something like the Macintosh. It's easy for something\nnew to feel like a project of your own. That's one of the reasons", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "420e6cc0-cd53-52a8-9603-b6341df16ca3", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "for the tendency programmers have to rewrite things that don't need\nrewriting, and to write their own versions of things that already\nexist. This sometimes alarms managers, and measured by total number", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "ca29fb7e-3f3b-5214-b1ff-8bbfe75ef8e1", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "of characters typed, it's rarely the optimal solution. But it's not\nalways driven simply by arrogance or cluelessness.\nWriting code from scratch is also much more rewarding \u2014 so much\nmore rewarding that a good programmer can end up net ahead, despite", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "7fa17848-6703-50d0-87bc-957ea785bf09", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "the shocking waste of characters. Indeed, it may be one of the\nadvantages of capitalism that it encourages such rewriting. A company\nthat needs software to do something can't use the software already", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "6806b7f4-8531-530f-a148-d4018961a842", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "written to do it at another company, and thus has to write their\nown, which often turns out better.\n[5]The natural alignment between skating and solving new problems is\none of the reasons the payoffs from startups are so high. Not only", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "d07324d2-645c-57c3-bafb-3abfde5607f6", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "is the market price of unsolved problems higher, you also get a\ndiscount on productivity when you work on them. In fact, you get a\ndouble increase in productivity: when you're doing a clean-sheet", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "7bee3ec0-8bc2-5809-9885-ad77e36c619b", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "design, it's easier to recruit skaters, and they get to spend all\ntheir time skating.Steve Jobs knew a thing or two about skaters from having watched\nSteve Wozniak. If you can find the right people, you only have to", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "36f55631-f972-5444-b7d9-df38f149c1ce", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "tell them what to do at the highest level. They'll handle the\ndetails. Indeed, they insist on it. For a project to feel like your\nown, you must have sufficient autonomy. You can't be working to\norder, or slowed down", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "eef34619-2797-5024-8873-42a011f9d1b9", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "order, or slowed down\nby bureaucracy.One way to ensure autonomy is not to have a boss at all. There are\ntwo ways to do that: to be the boss yourself, and to work on projects\noutside of work. Though they're at opposite ends of the scale", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "512b2629-40f6-5611-b39a-ded0925bba83", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "financially, startups and open source projects have a lot in common,\nincluding the fact that they're often run by skaters. And indeed,\nthere's a wormhole from one end of the scale to the other: one of\nthe best ways to discover", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "ed505044-a207-5d2e-b658-eb4356e81901", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "the best ways to discover\nstartup ideas is to work on a project\njust for fun.If your projects are the kind that make money, it's easy to work\non them. It's harder when they're not. And the hardest part, usually,", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "8cb9f991-78db-5796-9774-d3fd28e544e6", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "is morale. That's where adults have it harder than kids. Kids just\nplunge in and build their treehouse without worrying about whether\nthey're wasting their time, or how it compares to other treehouses.", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "c70d905f-608f-5d7d-bcbe-5a20f591a5e8", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "And frankly we could learn a lot from kids here. The high standards\nmost grownups have for \"real\" work do not always serve us well.The most important phase in a project of one's own is at the", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "a7a7fc21-f1da-595a-9571-7112607e1e27", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "beginning: when you go from thinking it might be cool to do x to\nactually doing x. And at that point high standards are not merely\nuseless but positively harmful. There are a few people who start", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "c1cba552-2381-5b9b-88c9-96bd58029425", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "too many new projects, but far more, I suspect, who are deterred\nby fear of failure from starting projects that would have succeeded\nif they had.But if we couldn't benefit as kids from the knowledge that our", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "d66492c5-ce35-5b44-b6ad-1783115ffc74", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "treehouses were on the path to grownup projects, we can at least\nbenefit as grownups from knowing that our projects are on a path\nthat stretches back to treehouses. Remember that careless confidence", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "90bde670-7caa-5f09-93ba-ab2b82b20ac3", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "you had as a kid when starting something new? That would be a\npowerful thing to recapture.If it's harder as adults to retain that kind of confidence, we at\nleast tend to be more aware of what we're doing. Kids bounce, or", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "08e0d5a1-fee3-5074-972d-b2cc05f05780", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "are herded, from one kind of work to the next, barely realizing\nwhat's happening to them. Whereas we know more about different types\nof work and have more control over which we do. Ideally we can have", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "8c4ab727-e5b9-5301-ae57-b21812cfd5d1", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "the best of both worlds: to be deliberate in choosing to work on\nprojects of our own, and carelessly confident in starting new ones.\nNotes[1]\n\"Hobby\" is a curious word. Now it means work that isn't real", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "2ba7e1e5-59e3-5376-b9dc-0f215279624f", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "work \u2014 work that one is not to be judged by \u2014 but originally it just\nmeant an obsession in a fairly general sense (even a political\nopinion, for example) that one metaphorically rode as a child rides", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "37babbc6-03b8-596b-85c5-7cb11461c4f3", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "a hobby-horse. It's hard to say if its recent, narrower meaning is\na change for the better or the worse. For sure there are lots of\nfalse positives \u2014 lots of projects that end up being important but", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "adc03e1d-89db-5c36-bb16-318eac3cb755", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "are dismissed initially as mere hobbies. But on the other hand, the\nconcept provides valuable cover for projects in the early, ugly\nduckling phase.[2]\nTiger parents, as parents so often do, are fighting the last", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "32ff9dd1-fce0-5766-8c3e-0bb8a9068e0e", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "war. Grades mattered more in the old days when the route to success\nwas to acquire\ncredentials\nwhile ascending some predefined ladder.\nBut it's just as well that their tactics are focused on grades. How", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "9222c916-8bc4-58ef-8c58-924ed71a35d0", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "awful it would be if they invaded the territory of projects, and\nthereby gave their kids a distaste for this kind of work by forcing\nthem to do it. Grades are already a grim, fake world, and aren't", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "00505280-32be-5925-b394-eeddb336ab26", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "harmed much by parental interference, but working on one's own\nprojects is a more delicate, private thing that could be damaged\nvery easily.[3]\nThe complicated, gradual edge between working on one's own", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "bac4a7ed-732e-5034-8932-1cffa3fb6b23", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "projects and collaborating with others is one reason there is so\nmuch disagreement about the idea of the \"lone genius.\" In practice\npeople collaborate (or not) in all kinds of different ways, but the", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "13168f68-b395-58ea-8015-32a52e1b577f", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "idea of the lone genius is definitely not a myth. There's a core\nof truth to it that goes with a certain way of working.[4]\nCollaboration is powerful too. The optimal organization would\ncombine collaboration and ownership in such a way as to do the least", - "metadata": { - "version": "v0", - "document_type": "html" - } - }, - { - "extraction_id": "e879b314-b886-50fd-8503-a3ff208f1796", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "damage to each. Interestingly, companies and university departments\napproach this ideal from opposite directions: companies insist on\ncollaboration, and occasionally also manage both to recruit skaters", - "metadata": { - "version": "v0", - "document_type": "html" - } + "version": "v0" + }, + "title": "pg_essay_5.html", + "version": "v0", + "size_in_bytes": 165040, + "ingestion_status": "success", + "kg_extraction_status": "pending", + "created_at": "2024-10-03T22:45:59.292811Z", + "updated_at": "2024-10-03T22:45:59.292813Z", + "ingestion_attempt_number": null }, { - "extraction_id": "8d705d89-4e26-5d28-ba87-68662c801efc", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", + "id": "716fea3a-826b-5b27-8e59-ffbd1a35455a", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "and allow them to skate, and university departments insist on the\nability to do independent research (which is by custom treated as\nskating, whether it is or not), and the people they hire collaborate\nas much as they choose.[5]", + "type": "txt", "metadata": { - "version": "v0", - "document_type": "html" - } + "version": "v0" + }, + "title": "got.txt", + "version": "v0", + "size_in_bytes": 12656, + "ingestion_status": "success", + "kg_extraction_status": "pending", + "created_at": "2024-10-03T22:45:59.289998Z", + "updated_at": "2024-10-03T22:45:59.290001Z", + "ingestion_attempt_number": null }, { - "extraction_id": "b11d3e48-3aa9-5bfd-8912-e7151435778a", - "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", + "id": "30f950f0-c692-57c5-b6ec-ff78ccf5ccdc", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "as much as they choose.[5]\nIf a company could design its software in such a way that the\nbest newly arrived programmers always got a clean sheet, it could\nhave a kind of eternal youth. That might not be impossible. If you", + "type": "txt", "metadata": { - "version": "v0", - "document_type": "html" - } - }, + "version": "v0" + }, + "title": "test.txt", + "version": "v0", + "size_in_bytes": 28, + "ingestion_status": "success", + "kg_extraction_status": "pending", + "created_at": "2024-10-03T21:49:17.961611Z", + "updated_at": "2024-10-03T22:45:59.376115Z", + "ingestion_attempt_number": null + } + ], + "total_entries": 16 + }, + "document_chunks_test": { + "results": [ { - "extraction_id": "2951ae53-3cd1-5c5e-8898-09b81fe23b64", + "extraction_id": "bcd08cd0-1551-5ee2-ad08-551ae15e5ed1", "document_id": "b4ac4dd6-5f27-596e-a55b-7cf242ca30aa", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "text": "had a software backbone defining a game with sufficiently clear\nrules, individual programmers could write their own players.\nThanks to Trevor Blackwell, Paul Buchheit, Andy Hertzfeld, Jessica\nLivingston, and Peter Norvig for reading drafts of this.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "text": "\n\nA Project of One's Own\n\nJune 2021A few days ago, on the way home from school, my nine year old son\ntold me he couldn't wait to get home to write more of the story he\nwas working on. This made me as happy as anything I've heard him\nsay \u2014 not just because he was excited about his story, but because\nhe'd discovered this way of working. Working on a project of your\nown is as different from ordinary work as skating is from walking.\nIt's more fun, but also much more productive.What proportion of great work has been done by people who were\nskating in this sense? If not all of it, certainly a lot.There is something special about working on a project of your own.\nI wouldn't say exactly that you're happier. A better word would be\nexcited, or engaged. You're happy when things are going well, but\noften they aren't. When I'm writing an essay, most of the time I'm\nworried and puzzled: worried that the essay will turn out badly,\nand puzzled because I'm groping for some idea that I can't see\nclearly enough. Will I be able to pin it down with words? In the\nend I usually can, if I take long enough, but I'm never sure; the\nfirst few attempts often fail.You have moments of happiness when things work out, but they don't\nlast long, because then you're on to the next problem. So why do\nit at all? Because to the kind of people who like working this way,\nnothing else feels as right. You feel as if you're an animal in its\nnatural habitat, doing what you were meant to do \u2014 not always\nhappy, maybe, but awake and alive.Many kids experience the excitement of working on projects of their\nown. The hard part is making this converge with the work you do as\nan adult. And our customs make it harder. We treat \"playing\" and\n\"hobbies\" as qualitatively different from \"work\". It's not clear\nto a kid building a treehouse that there's a direct (though long)\nroute from that to architecture or engineering. And instead of\npointing out the route, we conceal it, by implicitly treating the\nstuff kids do as different from real work.\n[1]Instead of telling kids that their treehouses could be on the path\nto the work they do as adults, we tell them the path goes through\nschool. And unfortunately schoolwork tends to be very different from\nworking on projects of one's own. It's usually neither a project,\nnor one's own. So as school gets more serious, working on projects\nof one's own is something that survives, if at all, as a thin thread\noff to the side.It's a bit sad to think of all the high school kids turning their\nbacks on building treehouses and sitting in class dutifully learning\nabout Darwin or Newton to pass some exam, when the work that made\nDarwin and Newton famous was actually closer in spirit to building\ntreehouses than studying for exams.If I had to choose between my kids getting good grades and\nworking on ambitious projects of their own, I'd pick\nthe projects. And not because I'm an indulgent parent, but because\nI've been on the other end and I know which has more predictive\nvalue. When I was picking startups for Y Combinator, I didn't care\nabout applicants' grades. But if they'd worked on projects of their\nown, I wanted to hear all about those.\n[2]It may be inevitable that school is the way it is. I'm not saying\nwe have to redesign it (though I'm not saying we don't), just that\nwe should understand what it does to our attitudes to work \u2014 that\nit steers us toward the dutiful plodding kind of work, often using\ncompetition as bait, and away from skating.There are occasionally times when schoolwork becomes a project of\none's own. Whenever I had to write a paper, that would become a\nproject of my own \u2014 except in English classes, ironically, because\nthe things one has to write in English classes are so\nbogus. And\nwhen I got to college and started taking CS classes, the programs\nI had to write became projects of my own. Whenever I was writing\nor programming, I was usually skating, and that has been true ever\nsince.So where exactly is the edge of projects of one's own? That's an\ninteresting question, partly because the answer is so complicated,\nand partly because there's so much at stake. There turn out to be\ntwo senses in which work can be one's own: 1) that you're doing it\nvoluntarily, rather than merely because someone told you to, and\n2) that you're doing it by yourself.The edge of the former is quite sharp. People who care a lot about\ntheir work are usually very sensitive to the difference between\npulling, and being pushed, and work tends to fall into one category\nor the other. But the test isn't simply whether you're told to do\nsomething. You can choose to do something you're told to do. Indeed,\nyou can own it far more thoroughly than the person who told you to\ndo it.For example, math homework is for most people something they're\ntold to do. But for my father, who was a mathematician, it wasn't.\nMost of us think of the problems in a math book as a way to test\nor develop our knowledge of the material explained in each section.\nBut to my father the problems were the part that mattered, and the\ntext was merely a sort of annotation. Whenever he got a new math\nbook it was to him like being given a puzzle: here was a new set\nof problems to solve, and he'd immediately set about solving all\nof them.The other sense of a project being one's own \u2014 working on it by\noneself \u2014 has a much softer edge. It shades gradually into\ncollaboration. And interestingly, it shades into collaboration in\ntwo different ways. One way to collaborate is to share a single\nproject. For example, when two mathematicians collaborate on a proof\nthat takes shape in the course of a conversation between them. The\nother way is when multiple people work on separate projects of their\nown that fit together like a jigsaw puzzle. For example, when one\nperson writes the text of a book and another does the graphic design.\n[3]These two paths into collaboration can of course be combined. But\nunder the right conditions, the excitement of working on a project\nof one's own can be preserved for quite a while before disintegrating\ninto the turbulent flow of work in a large organization. Indeed,\nthe history of successful organizations is partly the history of\ntechniques for preserving that excitement.\n[4]The team that made the original Macintosh were a great example of\nthis phenomenon. People like Burrell Smith and Andy Hertzfeld and\nBill Atkinson and Susan Kare were not just following orders. They\nwere not tennis balls hit by Steve Jobs, but rockets let loose by\nSteve Jobs. There was a lot of collaboration between them, but\nthey all seem to have individually felt the excitement of\nworking on a project of one's own.In Andy Hertzfeld's book on the Macintosh, he describes how they'd\ncome back into the office after dinner and work late into the night.\nPeople who've never experienced the thrill of working on a project\nthey're excited about can't distinguish this kind of working long\nhours from the kind that happens in sweatshops and boiler rooms,\nbut they're at opposite ends of the spectrum. That's why it's a\nmistake to insist dogmatically on \"work/life balance.\" Indeed, the\nmere expression \"work/life\" embodies a mistake: it assumes work and\nlife are distinct. For those to whom the word \"work\" automatically\nimplies the dutiful plodding kind, they are. But for the skaters,\nthe relationship between work and life would be better represented\nby a dash than a slash. I wouldn't want to work on anything that I didn't\nwant to take over my life.Of course, it's easier to achieve this level of motivation when\nyou're making something like the Macintosh. It's easy for something\nnew to feel like a project of your own. That's one of the reasons\nfor the tendency programmers have to rewrite things that don't need\nrewriting, and to write their own versions of things that already\nexist. This sometimes alarms managers, and measured by total number\nof characters typed, it's rarely the optimal solution. But it's not\nalways driven simply by arrogance or cluelessness.\nWriting code from scratch is also much more rewarding \u2014 so much\nmore rewarding that a good programmer can end up net ahead, despite\nthe shocking waste of characters. Indeed, it may be one of the\nadvantages of capitalism that it encourages such rewriting. A company\nthat needs software to do something can't use the software already\nwritten to do it at another company, and thus has to write their\nown, which often turns out better.\n[5]The natural alignment between skating and solving new problems is\none of the reasons the payoffs from startups are so high. Not only\nis the market price of unsolved problems higher, you also get a\ndiscount on productivity when you work on them. In fact, you get a\ndouble increase in productivity: when you're doing a clean-sheet\ndesign, it's easier to recruit skaters, and they get to spend all\ntheir time skating.Steve Jobs knew a thing or two about skaters from having watched\nSteve Wozniak. If you can find the right people, you only have to\ntell them what to do at the highest level. They'll handle the\ndetails. Indeed, they insist on it. For a project to feel like your\nown, you must have sufficient autonomy. You can't be working to\norder, or slowed down\nby bureaucracy.One way to ensure autonomy is not to have a boss at all. There are\ntwo ways to do that: to be the boss yourself, and to work on projects\noutside of work. Though they're at opposite ends of the scale\nfinancially, startups and open source projects have a lot in common,\nincluding the fact that they're often run by skaters. And indeed,\nthere's a wormhole from one end of the scale to the other: one of\nthe best ways to discover\nstartup ideas is to work on a project\njust for fun.If your projects are the kind that make money, it's easy to work\non them. It's harder when they're not. And the hardest part, usually,\nis morale. That's where adults have it harder than kids. Kids just\nplunge in and build their treehouse without worrying about whether\nthey're wasting their time, or how it compares to other treehouses.\nAnd frankly we could learn a lot from kids here. The high standards\nmost grownups have for \"real\" work do not always serve us well.The most important phase in a project of one's own is at the\nbeginning: when you go from thinking it might be cool to do x to\nactually doing x. And at that point high standards are not merely\nuseless but positively harmful. There are a few people who start\ntoo many new projects, but far more, I suspect, who are deterred\nby fear of failure from starting projects that would have succeeded\nif they had.But if we couldn't benefit as kids from the knowledge that our\ntreehouses were on the path to grownup projects, we can at least\nbenefit as grownups from knowing that our projects are on a path\nthat stretches back to treehouses. Remember that careless confidence\nyou had as a kid when starting something new? That would be a\npowerful thing to recapture.If it's harder as adults to retain that kind of confidence, we at\nleast tend to be more aware of what we're doing. Kids bounce, or\nare herded, from one kind of work to the next, barely realizing\nwhat's happening to them. Whereas we know more about different types\nof work and have more control over which we do. Ideally we can have\nthe best of both worlds: to be deliberate in choosing to work on\nprojects of our own, and carelessly confident in starting new ones.\nNotes[1]\n\"Hobby\" is a curious word. Now it means work that isn't real\nwork \u2014 work that one is not to be judged by \u2014 but originally it just\nmeant an obsession in a fairly general sense (even a political\nopinion, for example) that one metaphorically rode as a child rides\na hobby-horse. It's hard to say if its recent, narrower meaning is\na change for the better or the worse. For sure there are lots of\nfalse positives \u2014 lots of projects that end up being important but\nare dismissed initially as mere hobbies. But on the other hand, the\nconcept provides valuable cover for projects in the early, ugly\nduckling phase.[2]\nTiger parents, as parents so often do, are fighting the last\nwar. Grades mattered more in the old days when the route to success\nwas to acquire\ncredentials\nwhile ascending some predefined ladder.\nBut it's just as well that their tactics are focused on grades. How\nawful it would be if they invaded the territory of projects, and\nthereby gave their kids a distaste for this kind of work by forcing\nthem to do it. Grades are already a grim, fake world, and aren't\nharmed much by parental interference, but working on one's own\nprojects is a more delicate, private thing that could be damaged\nvery easily.[3]\nThe complicated, gradual edge between working on one's own\nprojects and collaborating with others is one reason there is so\nmuch disagreement about the idea of the \"lone genius.\" In practice\npeople collaborate (or not) in all kinds of different ways, but the\nidea of the lone genius is definitely not a myth. There's a core\nof truth to it that goes with a certain way of working.[4]\nCollaboration is powerful too. The optimal organization would\ncombine collaboration and ownership in such a way as to do the least\ndamage to each. Interestingly, companies and university departments\napproach this ideal from opposite directions: companies insist on\ncollaboration, and occasionally also manage both to recruit skaters\nand allow them to skate, and university departments insist on the\nability to do independent research (which is by custom treated as\nskating, whether it is or not), and the people they hire collaborate\nas much as they choose.[5]\nIf a company could design its software in such a way that the\nbest newly arrived programmers always got a clean sheet, it could\nhave a kind of eternal youth. That might not be impossible. If you\nhad a software backbone defining a game with sufficiently clear\nrules, individual programmers could write their own players.\nThanks to Trevor Blackwell, Paul Buchheit, Andy Hertzfeld, Jessica\nLivingston, and Peter Norvig for reading drafts of this.\n\n\n \n\n\n\n \n\n", "metadata": { "version": "v0", - "document_type": "html" + "chunk_id": 0, + "chunk_order": 0, + "document_type": "html", + "partitioned_by_unstructured": true } } ], - "total_entries": 67 + "total_entries": 1 }, "update_document_test": { "results": { + "task_id": "6d6bb051-88c0-46dd-a0cd-8e9739cab04d", "message": "Update task queued successfully.", "document_ids": [ "9fbe403b-c11c-5aae-8ade-ef22980c3ad1" @@ -1100,247 +509,276 @@ "rerun_documents_overview_test_1": { "results": [ { - "id": "5b1bd54f-4d70-56b9-a017-a618bc75f94c", - "collection_ids": [], + "id": "db02076e-989a-59cd-98d5-e24e15a0bd27", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - 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"title": "got.txt", + "title": "test.txt", "version": "v0", - "size_in_bytes": 12656, + "size_in_bytes": 28, "ingestion_status": "success", - "restructuring_status": "pending", - "created_at": "2024-09-27T17:00:08.177884Z", - "updated_at": "2024-09-27T17:00:08.177887Z", + "kg_extraction_status": "pending", + "created_at": "2024-10-03T21:49:17.961611Z", + "updated_at": "2024-10-03T22:45:59.376115Z", "ingestion_attempt_number": null } ], "total_entries": 15 }, "rerun_document_chunks_test": { - "results": "{\"detail\":{\"message\":\"An error 'list index out of range' occurred during document_chunks_app\",\"error\":\"list index out of range\",\"error_type\":\"IndexError\"}}" + "results": "{\"detail\":{\"message\":\"No chunks found for the given document ID.\",\"error_type\":\"R2RException\"}}" } -} +} \ No newline at end of file diff --git a/py/tests/regression/observed_outputs/test_group_management.json b/py/tests/regression/observed_outputs/test_group_management.json index 195daa6fc..d8ca64f67 100644 --- a/py/tests/regression/observed_outputs/test_group_management.json +++ b/py/tests/regression/observed_outputs/test_group_management.json @@ -17,4 +17,4 @@ "cleanup": { "error": "'R2RClient' object has no attribute 'delete_group'" } -} +} \ No newline at end of file diff --git a/py/tests/regression/observed_outputs/test_observability.json b/py/tests/regression/observed_outputs/test_observability.json index e1cd0032a..7ee1be089 100644 --- a/py/tests/regression/observed_outputs/test_observability.json +++ b/py/tests/regression/observed_outputs/test_observability.json @@ -7,38 +7,42 @@ "is_superuser": true, "is_active": true, "is_verified": true, - 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The information in these reports is not a part of this Form 10-K.\\n\\nAdditional Information\\n\\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\\n\\nTechnologies, Inc. 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He swears allegiance to Viserys as true king of Westeros, but he also feeds information about the Targaryens back to Varys.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 3, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"3cb1c2db-01e4-5ea8-a39f-31f5949637f8\", \"extraction_id\": \"02b64e7c-5aa5-5380-8fa0-3d8b64866aa8\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.20913409943187866, \"text\": \"Aerys II Targaryen\\n\\nKing of Westeros before Robert Baratheon. He was known as The Mad King because of his cruelty. Aerys murdered Ned\\u2019s older brother, Brandon Stark, in the Red Keep\\u2019s throne room. At the end of the war that followed, Jaime Lannister slew Aerys in the same room.\\n\\nRhaegar Targaryen\\n\\nThe heir to Aerys and older brother of Daenerys and Viserys. Rhaegar kidnapped Lyanna Stark, Robert\\u2019s betrothed, helping to set in motion the events that led to Robert\\u2019s Rebellion. The war effectively ended when Robert slew Rhaegar with his warhammer on the Trident River.\\n\\nJon Arryn\\n\\nThe recently deceased Lord of the Eyrie and Hand of the King. Jon Arryn fostered Ned Stark and Robert Baratheon at the Eyrie. 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Stannis does not seem to be well-liked.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 8, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"d143b410-f9a4-5f3b-bb46-fb412eda8201\", \"extraction_id\": \"37f940e2-18f4-50f5-93aa-cec422fc9211\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.1862841248512268, \"text\": \"Sandor (The Hound) Clegane\\n\\nPrince Joff\\u2019s unofficial bodyguard. Proud that he is not a knight, The Hound appears to have no scruples whatsoever and does what Joffrey orders, however cruel or unjust, without question. His face is scarred on one side by extensive burning inflicted by his brother, Gregor.\\n\\nRobb Stark\\n\\nThe eldest Stark son and thus heir to Ned Stark. 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Net loss attributable to Uber Technologies, Inc. also included $1.2 billion of stock-based compensation expense.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 445, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 53, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"2044e305-c042-5f0d-b05d-a2b97181f7a8\", \"extraction_id\": \"4329441a-5faf-5e9d-801f-ebd753ee1bd3\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.7071289420127869, \"text\": \"Total costs and expenses Loss from operations\\n\\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\\n\\nLess: net loss attributable to non-controlling interests, net of tax\\n\\n100 %\\n\\n46 % 16 % 32 % 20 % 24 % 5 % 144 % (44)% (4)% (15)% (62)% (2)% \\u2014 % (61)% \\u2014 % (61)%\\n\\n100 %\\n\\n54 % 11 % 27 % 12 % 13 % 5 % 122 % (22)% (3)% 19 % (6)% (3)% \\u2014 % (3)% \\u2014 % (3)%\\n\\nNet loss attributable to Uber Technologies, Inc.\\n\\n(1)\\n\\nTotals of percentage of revenues may not foot due to rounding.\\n\\nComparison of the Years Ended December 31, 2020 and 2021\\n\\nRevenue\\n\\nYear Ended December 31,\\n\\n(In millions, except percentages)\\n\\n2020\\n\\n2021\\n\\n2020 to 2021 % Change\\n\\nRevenue\\n\\n$\\n\\n11,139 $\\n\\n17,455\\n\\n57 %\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 463, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 57, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"3840834b-7c74-5417-9252-9080e609fb2f\", \"extraction_id\": \"cf934fe1-926d-5525-a230-30946961cf28\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6809690201571295, \"text\": \"Year Ended December 31, 2020\\n\\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization\\n\\nTotal costs and expenses Loss from operations\\n\\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\\n\\nLess: net loss attributable to non-controlling interests, net of tax\\n\\n$\\n\\n13,000 $\\n\\n6,061 2,302 4,626 4,836 3,299 472 21,596 (8,596) (559) 722 (8,433) 45 (34) (8,512) (6) (8,506) $\\n\\n11,139 $\\n\\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\\n\\nNet loss attributable to Uber Technologies, Inc. Net loss per share attributable to Uber Technologies, Inc. common stockholders:\\n\\n$\\n\\nBasic\\n\\n$\\n\\n(6.81) $\\n\\n(3.86) $\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 574, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 77, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"e2a37b27-0644-59e4-9746-37d48592a299\", \"extraction_id\": \"6b86ac2f-ce33-5126-83e6-a8731ea677c8\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6805637085605776, \"text\": \"Less: net loss attributable to non-controlling interests, net of tax\\n\\n$\\n\\n11,139 $\\n\\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\\n\\n17,455\\n\\n9,351 1,877 4,789 2,054 2,316 902 21,289 (3,834) (483) 3,292 (1,025) (492) (37) (570) (74) (496)\\n\\nNet loss attributable to Uber Technologies, Inc.\\n\\n$\\n\\n54\\n\\nThe following table sets forth the components of our consolidated statements of operations for each of the periods presented as a percentage of revenue\\n\\n(1)\\n\\n:\\n\\nYear Ended December 31, 2021 2020\\n\\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 462, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 56, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"de30c3c9-cdfd-5872-bdaf-4859bef5c3a8\", \"extraction_id\": \"33bc6d8b-9fdc-5df7-be1d-fa7de176a0b5\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6537506580352783, \"text\": \"The Uber Service activities are performed to satisfy our sole performance obligation in the transaction, which is to connect Drivers and Merchants with end-\\n\\nusers to facilitate the completion of a successful transaction.\\n\\nIn 2020, we began charging Mobility end-users a fee to use the platform in certain markets. 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These increases were offset by investments in driver supply by increasing driver incentives recorded as a reduction to revenue by $942.9 million in 2021 as compared to the prior year as rider demand outpaced driver supply during certain periods of the pandemic recovery in 2021. Revenue in 2020 was also higher in the first quarter of 2020 prior to the implementation of shelter-in-place orders and other travel restrictions across North America beginning March 2020.\\n\\nWe expect to see continued recovery in demand for our platform and the resulting positive impacts on revenue as there are more widespread immunity levels, more communities reopen and other restrictive travel and social distancing measures in response to COVID-19 are eased. However, we cannot predict the impact of COVID variants and the longer term impact of the pandemic on consumer behavior.\\n\\nCost of Revenue\\n\\n2021\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 493, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 63, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d5379124-e7ff-509f-b47f-a79152eec2d4\", \"extraction_id\": \"2562b865-e4df-5376-9e70-927be9afbb7e\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.63012705682194, \"text\": \"For additional discussion, see the risk factor titled \\u201c\\u2014If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.\\u201d included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report. The information in these reports is not a part of this Form 10-K.\\n\\nAdditional Information\\n\\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\\n\\nTechnologies, Inc. Our principal executive offices are located at 1515 3rd Street, San Francisco, California 94158, and our telephone number is (415) 612-8582.\\n\\n10\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 77, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 12, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"98a93be5-13ba-5bd6-9a18-e7ceef0fae88\", \"extraction_id\": \"8ab931e3-8f47-5598-90b8-928f387ec256\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6285917009601995, \"text\": \"Uber Technologies, Inc. (\\u201cUber,\\u201d \\u201cwe,\\u201d \\u201cour,\\u201d or \\u201cus\\u201d) was incorporated in Delaware in July 2010, and is headquartered in San Francisco, California. Uber is a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B. Uber develops and operates proprietary technology applications supporting a variety of offerings on its platform (\\u201cplatform(s)\\u201d or \\u201cPlatform(s)\\u201d). Uber connects consumers (\\u201cRider(s)\\u201d) with independent providers of ride services (\\u201cMobility Driver(s)\\u201d) for ridesharing services, and connects Riders and other consumers (\\u201cEaters\\u201d) with restaurants, grocers and other stores (collectively, \\u201cMerchants\\u201d) with delivery service providers (\\u201cCouriers\\u201d) for meal preparation, grocery and other delivery services. Riders and Eaters are collectively referred to as \\u201cend-user(s)\\u201d or \\u201cconsumer(s).\\u201d Mobility Drivers and Couriers are collectively referred to as \\u201cDriver(s).\\u201d Uber also connects consumers with public\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 592, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 84, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d87084d1-c52a-5a4b-96ad-9fc1cb98bfc5\", \"extraction_id\": \"8361bf60-bce2-56c2-b982-376a75e47d58\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6283430678639979, \"text\": \"Year Ended December 31, 2020\\n\\n1,000 49 1,189 (27) \\u2014 (138) (34) 8,939 (4) 3,824\\n\\n247 125 2,628 (527) (891) (224) 38 1,379 (92) (4,327)\\n\\n8,209 34 12,067 $\\n\\n12,067 (349) 7,391 $\\n\\n332 $ 133\\n\\n412 $ 82\\n\\n14,224 4,229 \\u2014 251 9 \\u2014 \\u2014\\n\\n\\u2014 \\u2014 \\u2014 196 3,898 171 1,634\\n\\n2021\\n\\n675 107 1,484 (27) (307) (226) 101 1,780 (69) 65\\n\\n7,391 349 7,805\\n\\n449 87\\n\\n\\u2014 \\u2014 232 184 1,868 1,018 \\u2014\\n\\nUBER TECHNOLOGIES, INC.\\n\\nNOTES TO CONSOLIDATED FINANCIAL STATEMENTS\\n\\nNote 1 \\u2013 Description of Business and Summary of Significant Accounting Policies\\n\\nDescription of Business\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 591, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 83, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}], \"kg_search_results\": null}, \"llm_response\": {\"id\": \"chatcmpl-A9ggQHI4VJvvkrhyrkBwUtQQ26Ab2\", \"choices\": [{\"finish_reason\": \"stop\", \"index\": 0, \"logprobs\": null, \"message\": {\"content\": \"Uber did not make a profit in 2020. 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In these transactions, in addition to a performance obligation to Drivers, we also have a performance obligation to end-users, which is to connect end-users to Drivers in the marketplace. We recognize revenue when a trip is complete. We present revenue on a net basis for these transactions, as we do not control the service provided by Drivers to end-users. 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These increases were offset by investments in driver supply by increasing driver incentives recorded as a reduction to revenue by $942.9 million in 2021 as compared to the prior year as rider demand outpaced driver supply during certain periods of the pandemic recovery in 2021. Revenue in 2020 was also higher in the first quarter of 2020 prior to the implementation of shelter-in-place orders and other travel restrictions across North America beginning March 2020.\\n\\nWe expect to see continued recovery in demand for our platform and the resulting positive impacts on revenue as there are more widespread immunity levels, more communities reopen and other restrictive travel and social distancing measures in response to COVID-19 are eased. However, we cannot predict the impact of COVID variants and the longer term impact of the pandemic on consumer behavior.\\n\\nCost of Revenue\\n\\n2021\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 493, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 63, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d5379124-e7ff-509f-b47f-a79152eec2d4\", \"extraction_id\": \"2562b865-e4df-5376-9e70-927be9afbb7e\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.63012705682194, \"text\": \"For additional discussion, see the risk factor titled \\u201c\\u2014If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.\\u201d included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report. The information in these reports is not a part of this Form 10-K.\\n\\nAdditional Information\\n\\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\\n\\nTechnologies, Inc. Our principal executive offices are located at 1515 3rd Street, San Francisco, California 94158, and our telephone number is (415) 612-8582.\\n\\n10\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 77, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 12, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"98a93be5-13ba-5bd6-9a18-e7ceef0fae88\", \"extraction_id\": \"8ab931e3-8f47-5598-90b8-928f387ec256\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6285917009601995, \"text\": \"Uber Technologies, Inc. (\\u201cUber,\\u201d \\u201cwe,\\u201d \\u201cour,\\u201d or \\u201cus\\u201d) was incorporated in Delaware in July 2010, and is headquartered in San Francisco, California. Uber is a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B. Uber develops and operates proprietary technology applications supporting a variety of offerings on its platform (\\u201cplatform(s)\\u201d or \\u201cPlatform(s)\\u201d). Uber connects consumers (\\u201cRider(s)\\u201d) with independent providers of ride services (\\u201cMobility Driver(s)\\u201d) for ridesharing services, and connects Riders and other consumers (\\u201cEaters\\u201d) with restaurants, grocers and other stores (collectively, \\u201cMerchants\\u201d) with delivery service providers (\\u201cCouriers\\u201d) for meal preparation, grocery and other delivery services. Riders and Eaters are collectively referred to as \\u201cend-user(s)\\u201d or \\u201cconsumer(s).\\u201d Mobility Drivers and Couriers are collectively referred to as \\u201cDriver(s).\\u201d Uber also connects consumers with public\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 592, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 84, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d87084d1-c52a-5a4b-96ad-9fc1cb98bfc5\", \"extraction_id\": \"8361bf60-bce2-56c2-b982-376a75e47d58\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6283430678639979, \"text\": \"Year Ended December 31, 2020\\n\\n1,000 49 1,189 (27) \\u2014 (138) (34) 8,939 (4) 3,824\\n\\n247 125 2,628 (527) (891) (224) 38 1,379 (92) (4,327)\\n\\n8,209 34 12,067 $\\n\\n12,067 (349) 7,391 $\\n\\n332 $ 133\\n\\n412 $ 82\\n\\n14,224 4,229 \\u2014 251 9 \\u2014 \\u2014\\n\\n\\u2014 \\u2014 \\u2014 196 3,898 171 1,634\\n\\n2021\\n\\n675 107 1,484 (27) (307) (226) 101 1,780 (69) 65\\n\\n7,391 349 7,805\\n\\n449 87\\n\\n\\u2014 \\u2014 232 184 1,868 1,018 \\u2014\\n\\nUBER TECHNOLOGIES, INC.\\n\\nNOTES TO CONSOLIDATED FINANCIAL STATEMENTS\\n\\nNote 1 \\u2013 Description of Business and Summary of Significant Accounting Policies\\n\\nDescription of Business\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 591, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 83, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}], \"kg_search_results\": null}, \"llm_response\": {\"id\": \"chatcmpl-A9ggzDgzYQ95KymrEhTFz9JMYfqRu\", \"choices\": [{\"finish_reason\": \"stop\", \"index\": 0, \"logprobs\": null, \"message\": {\"content\": \"Uber did not make a profit in 2020. Instead, Uber reported a net loss attributable to Uber Technologies, Inc. of $6.8 billion for the year ended December 31, 2020 [3].\", \"refusal\": null, \"role\": \"assistant\", \"function_call\": null, \"tool_calls\": null}}], \"created\": 1726872425, \"model\": \"gpt-4o-2024-05-13\", \"object\": \"chat.completion\", \"service_tier\": null, \"system_fingerprint\": \"fp_3537616b13\", \"usage\": {\"completion_tokens\": 45, \"prompt_tokens\": 2320, \"total_tokens\": 2365, \"completion_tokens_details\": {\"reasoning_tokens\": 0}}}}", - "timestamp": "2024-09-20 22:47:06" + "value": "{\"message_id\": \"10400ac0-cfdc-5bf4-a3db-a18a1fa0cca5\", \"message_type\": \"assistant\", \"timestamp\": \"2024-10-03T22:44:59.813045\", \"feedback\": null, \"score\": null, \"completion_start_time\": \"2024-10-03T22:54:21.484798\", \"completion_end_time\": \"2024-10-03T22:54:22.505957\", \"search_query\": \"What was Uber's profit in 2020?\", \"search_results\": {\"vector_search_results\": [{\"extraction_id\": \"328e5142-bd6c-5553-b5a0-8fdbd72ee6c6\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.7446624344989735, \"text\": \"Revenue was $17.5 billion, or up 57% year-over-year, reflecting the overall growth in our Delivery business and an increase in Freight revenue attributable to the acquisition of Transplace in the fourth quarter of 2021 as well as growth in the number of shippers and carriers on the network combined with an increase in volumes with our top shippers.\\n\\nNet loss attributable to Uber Technologies, Inc. was $496 million, a 93% improvement year-over-year, driven by a $1.6 billion pre-tax gain on the sale of our ATG Business to Aurora, a $1.6 billion pre-tax net benefit relating to Uber\\u2019s equity investments, as well as reductions in our fixed cost structure and increased variable cost efficiencies. Net loss attributable to Uber Technologies, Inc. also included $1.2 billion of stock-based compensation expense.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 445, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 53, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"extraction_id\": \"a0b5c2f6-7dcd-5865-b2c6-0b3cd2189e57\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.7071749146476451, \"text\": \"Total costs and expenses Loss from operations\\n\\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\\n\\nLess: net loss attributable to non-controlling interests, net of tax\\n\\n100 %\\n\\n46 % 16 % 32 % 20 % 24 % 5 % 144 % (44)% (4)% (15)% (62)% (2)% \\u2014 % (61)% \\u2014 % (61)%\\n\\n100 %\\n\\n54 % 11 % 27 % 12 % 13 % 5 % 122 % (22)% (3)% 19 % (6)% (3)% \\u2014 % (3)% \\u2014 % (3)%\\n\\nNet loss attributable to Uber Technologies, Inc.\\n\\n(1)\\n\\nTotals of percentage of revenues may not foot due to rounding.\\n\\nComparison of the Years Ended December 31, 2020 and 2021\\n\\nRevenue\\n\\nYear Ended December 31,\\n\\n(In millions, except percentages)\\n\\n2020\\n\\n2021\\n\\n2020 to 2021 % Change\\n\\nRevenue\\n\\n$\\n\\n11,139 $\\n\\n17,455\\n\\n57 %\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 463, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 57, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"extraction_id\": \"500bf649-b2a8-521b-bdb2-78cdc342531f\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6810148751433258, \"text\": \"Year Ended December 31, 2020\\n\\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization\\n\\nTotal costs and expenses Loss from operations\\n\\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\\n\\nLess: net loss attributable to non-controlling interests, net of tax\\n\\n$\\n\\n13,000 $\\n\\n6,061 2,302 4,626 4,836 3,299 472 21,596 (8,596) (559) 722 (8,433) 45 (34) (8,512) (6) (8,506) $\\n\\n11,139 $\\n\\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\\n\\nNet loss attributable to Uber Technologies, Inc. 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In these transactions, in addition to a performance obligation to Drivers, we also have a performance obligation to end-users, which is to connect end-users to Drivers in the marketplace. We recognize revenue when a trip is complete. We present revenue on a net basis for these transactions, as we do not control the service provided by Drivers to end-users. 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These increases were offset by investments in driver supply by increasing driver incentives recorded as a reduction to revenue by $942.9 million in 2021 as compared to the prior year as rider demand outpaced driver supply during certain periods of the pandemic recovery in 2021. Revenue in 2020 was also higher in the first quarter of 2020 prior to the implementation of shelter-in-place orders and other travel restrictions across North America beginning March 2020.\\n\\nWe expect to see continued recovery in demand for our platform and the resulting positive impacts on revenue as there are more widespread immunity levels, more communities reopen and other restrictive travel and social distancing measures in response to COVID-19 are eased. However, we cannot predict the impact of COVID variants and the longer term impact of the pandemic on consumer behavior.\\n\\nCost of Revenue\\n\\n2021\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 493, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 63, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"extraction_id\": \"5425859b-cbfa-54e4-9729-5f92c6f61efc\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6301008528290666, \"text\": \"For additional discussion, see the risk factor titled \\u201c\\u2014If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.\\u201d included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report. The information in these reports is not a part of this Form 10-K.\\n\\nAdditional Information\\n\\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\\n\\nTechnologies, Inc. Our principal executive offices are located at 1515 3rd Street, San Francisco, California 94158, and our telephone number is (415) 612-8582.\\n\\n10\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 77, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 12, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"extraction_id\": \"9dae5d7c-4bcd-52f0-bdfc-a9e327c56069\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6285498210400674, \"text\": \"Uber Technologies, Inc. (\\u201cUber,\\u201d \\u201cwe,\\u201d \\u201cour,\\u201d or \\u201cus\\u201d) was incorporated in Delaware in July 2010, and is headquartered in San Francisco, California. 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A devoted father and dutiful lord, he is best characterized by his strong sense of honor, and he strives to always do what is right, regardless of his personal feelings.\\n\\nCatelyn (Cat) Tully\\n\\nNed\\u2019s wife and Lady Stark of Winterfell. She is intelligent, strong, and fiercely devoted to her family, leading her to seek out the person responsible for trying to kill her son Bran.\\n\\nDaenerys Stormborn Targaryen\\n\\nThe Dothraki khaleesi (queen) and Targaryen princess. She and her brother are the only surviving members of the Targaryen family, and she grows from a frightened girl to a confident ruler, while still maintaining her kindness, over the course of the novel.\\n\\nJon Snow\\n\\nNed Stark\\u2019s bastard son. Since Catelyn is not his mother, he is not a proper member of the Stark family, and he often feels himself an outsider. 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It has a dramatic name, Save Thousands of Lives,\\nbecause that's what the proceeds will do.Noora has been saving lives for 7 years. They run programs in\\nhospitals in South Asia to teach new mothers how to take care of\\ntheir babies once they get home. They're in 165 hospitals now. And\\nbecause they know the numbers before and after they start at a new\\nhospital, they can measure the impact they have. It is massive.\\nFor every 1000 live births, they save 9 babies.This number comes from a study\\nof 133,733 families at 28 different\\nhospitals that Noora conducted in collaboration with the Better\\nBirth team at Ariadne Labs, a joint center for health systems\\ninnovation at Brigham and Women\\u2019s Hospital and Harvard T.H. Chan\\nSchool of Public Health.Noora is so effective that even if you measure their costs in the\\nmost conservative way, by dividing their entire budget by the number\\nof lives saved, the cost of saving a life is the lowest I've seen.\\n$1,235.For this NFT, they're going to issue a public report tracking how\\nthis specific tranche of money is spent, and estimating the number\\nof lives saved as a result.NFTs are a new territory, and this way of using them is especially\\nnew, but I'm excited about its potential. And I'm excited to see\\nwhat happens with this particular auction, because unlike an NFT\\nrepresenting something that has already happened,\\nthis NFT gets better as the price gets higher.The reserve price was about $2.5 million, because that's what it\\ntakes for the name to be accurate: that's what it costs to save\\n2000 lives. But the higher the price of this NFT goes, the more\\nlives will be saved. What a sentence to be able to write.\\n\\n\\n \\n\\n\\n\\n \\n\\n\", \"metadata\": {\"version\": \"v0\", \"chunk_id\": 0, \"chunk_order\": 0, \"document_type\": \"html\", \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"996675d0-381f-5b26-b4db-5dcc72babdc2\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.17490996867954944, \"text\": \"Shared and Shared Saver Rides enables unrelated parties traveling along similar routes to benefit from a discounted fare at the cost of possibly longer travel times. With a Shared or Shared Saver Ride, when the first rider requests a ride, our algorithms use the first rider\\u2019s destination and attempt to match them with other riders traveling along a similar route. If a match between riders is made, our algorithms re-route the driver to include the pick-up location of the matched rider on the active route. For Shared and Shared Saver Rides, drivers earn a fixed amount based on a number of factors, including the time and distance of the ride, the base fare charged to riders and the level of rider demand. We determine the rider fare based on the predicted time and distance of the ride, the level of rider demand and the likelihood of being able to match additional riders along the given route, and such fare is quoted to the riders prior to their commitment to the ride. 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We leverage historical data to continuously improve experiences for drivers and riders on our platform. Our platform analyzes large datasets covering the ride lifecycle, from when drivers go online and riders request rides, to when they match, which route to take and any feedback given after the rides. Utilizing machine learning capabilities to predict future behavior based on many years of historical data and use cases, we employ various levers to balance supply and demand in the marketplace, creating increased driver earnings while maintaining strong service levels for riders. We also leverage our data science and algorithms to inform our product development.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 42, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 8, \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"2d5c5f3b-571b-5a4a-a8ce-e07922823f78\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.16550283637625984, \"text\": \"Several Swiss administrative bodies have issued decisions in which they classify Drivers as employees of Uber Switzerland, Rasier Operations B.V. or of Uber B.V. for social security or regulatory purposes. We are challenging each of them before the Social Security and Administrative Tribunals. In April 2021, a ruling was made that Uber Switzerland could not be held liable for social security contributions. The litigations with regards to Uber B.V. and Raiser Operations B.V. are still pending for years 2014 to 2019. In January 2022, the Social Security Tribunal of Zurich reclassified drivers who have used the App in 2014 as dependent workers of Uber BV and Rasier Operations BV from a social security standpoint, but this ruling has been appealed before the Federal Tribunal and has no impact on our current operations. The ultimate resolution of the social security matters for the other two entities is uncertain and the amount accrued for this matter is recorded within accrued and other current liabilities on the\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 855, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 130, \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"d0449e9c-80cb-5873-bb89-ada360f473cf\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.15934575684717212, \"text\": \"Universal Vaccine Access Campaign - mobilizes a coalition of partners to provide rides to and from COVID-19 vaccination sites for low-income, underinsured and at-risk communities;\\n\\nDisaster Response - provides rides to access vital services both leading up to and in the wake of disasters and other local emergencies when roads are safe to do so; and\\n\\nVoting Access - provides rides to the polls during Federal elections, with a focus on supporting individuals who traditionally face barriers to voting, such as seniors, veterans and communities of color.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 80, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 13, \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"123a19db-e2ed-5112-9fbd-19afb707ffcb\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.1561906933784496, \"text\": \"COVID-19\\n\\nIn March 2020, the World Health Organization declared the outbreak of coronavirus (\\u201cCOVID-19\\u201d) a pandemic. The COVID-19 pandemic has rapidly changed market and economic conditions globally, impacting Drivers, Merchants, consumers and business partners, as well as our business, results of operations, financial position, and cash flows. Various governmental restrictions, including the declaration of a federal National Emergency, multiple cities\\u2019 and states\\u2019 declarations of states of emergency, school and business closings, quarantines, restrictions on travel, limitations on social or public gatherings, and other measures have, and may continue to have, an adverse impact on our business and operations, including, for example, by reducing the global demand for Mobility rides. 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Uber is also developing technologies that will provide new solutions to solve everyday problems.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 593, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 84, \"partitioned_by_unstructured\": true, \"unstructured_is_continuation\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"37b90a06-bb7d-5146-b667-18f63610ad8c\", \"document_id\": \"d421207a-d799-5806-8d67-46b2005b15d4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.15079258666171103, \"text\": \"https://www.ycombinator.com/companies/watsi\\n\\nhttps://www.ycombinator.com/companies/movley\\n\\nhttps://www.ycombinator.com/companies/heypurple\\n\\nhttps://www.ycombinator.com/companies/pointhound\\n\\nhttps://www.ycombinator.com/companies/reworkd\\n\\nhttps://www.ycombinator.com/companies/shoobs\\n\\nhttps://www.ycombinator.com/companies/strada\\n\\nhttps://www.ycombinator.com/companies/sweep\\n\\nhttps://www.ycombinator.com/companies/terminal\\n\\nhttps://www.ycombinator.com/companies/sante\\n\\nhttps://www.ycombinator.com/companies/sprx\\n\\nhttps://www.ycombinator.com/companies/sails-co\\n\\nhttps://www.ycombinator.com/companies/dyspatch\\n\\nhttps://www.ycombinator.com/companies/orbio-earth\\n\\nhttps://www.ycombinator.com/companies/epsilon\\n\\nhttps://www.ycombinator.com/companies/new-story\\n\\nhttps://www.ycombinator.com/companies/hatchet-2\\n\\nhttps://www.ycombinator.com/companies/epsilla\\n\\nhttps://www.ycombinator.com/companies/resend\\n\\nhttps://www.ycombinator.com/companies/teamnote\\n\\nhttps://www.ycombinator.com/companies/thread-2\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 19, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"extraction_id\": \"c775cf38-8737-59e8-96fc-4e403041eade\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.1487142056993126, \"text\": \"COVID-19 Response Initiatives\\n\\nWe continue to prioritize the health and safety of our consumers, Drivers and Merchants, our employees and the communities we serve and continue to believe we will play an important role in the economic recovery of cities around the globe. We are focused on navigating the challenges presented by COVID-19 through preserving our liquidity and managing our cash flow by taking preemptive action to enhance our ability to meet our short-term liquidity needs. The pandemic has reduced the demand for our Mobility offering globally, while accelerating the growth of our Delivery offerings. 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Therefore, I am unable to provide an answer based on the given context.\", \"refusal\": null, \"role\": \"assistant\", \"function_call\": null, \"tool_calls\": null}}], \"created\": 1727996063, \"model\": \"gpt-4o-2024-08-06\", \"object\": \"chat.completion\", \"service_tier\": null, \"system_fingerprint\": \"fp_e5e4913e83\", \"usage\": {\"completion_tokens\": 27, \"prompt_tokens\": 1904, \"total_tokens\": 1931, \"completion_tokens_details\": {\"audio_tokens\": null, \"reasoning_tokens\": 0}, \"prompt_tokens_details\": {\"audio_tokens\": null, \"cached_tokens\": 1664}}}}", + "timestamp": "2024-10-03 22:54:23" }, { "key": "search_latency", - "value": "0.30", - "timestamp": "2024-09-20 22:47:14" - }, - { - "key": "completion_record", - "value": "{\"message_id\": \"caa18bcc-a0dd-5146-bdba-4bd223901c27\", \"message_type\": \"assistant\", \"timestamp\": \"2024-09-20T15:26:07.338533\", \"feedback\": null, \"score\": null, \"completion_start_time\": \"2024-09-20T15:47:15.194142\", \"completion_end_time\": \"2024-09-20T15:47:16.551823\", \"search_query\": \"What was Uber's profit in 2020?\", \"search_results\": {\"vector_search_results\": [{\"fragment_id\": \"07aa09c5-81a8-5a48-953a-532064a446f8\", \"extraction_id\": \"d3060c36-85dc-5e8d-b8ff-cfe4c1753ccc\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.7445549521115464, \"text\": \"Revenue was $17.5 billion, or up 57% year-over-year, reflecting the overall growth in our Delivery business and an increase in Freight revenue attributable to the acquisition of Transplace in the fourth quarter of 2021 as well as growth in the number of shippers and carriers on the network combined with an increase in volumes with our top shippers.\\n\\nNet loss attributable to Uber Technologies, Inc. was $496 million, a 93% improvement year-over-year, driven by a $1.6 billion pre-tax gain on the sale of our ATG Business to Aurora, a $1.6 billion pre-tax net benefit relating to Uber\\u2019s equity investments, as well as reductions in our fixed cost structure and increased variable cost efficiencies. 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Net loss per share attributable to Uber Technologies, Inc. common stockholders:\\n\\n$\\n\\nBasic\\n\\n$\\n\\n(6.81) $\\n\\n(3.86) $\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 574, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 77, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"e2a37b27-0644-59e4-9746-37d48592a299\", \"extraction_id\": \"6b86ac2f-ce33-5126-83e6-a8731ea677c8\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6805637085605776, \"text\": \"Less: net loss attributable to non-controlling interests, net of tax\\n\\n$\\n\\n11,139 $\\n\\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\\n\\n17,455\\n\\n9,351 1,877 4,789 2,054 2,316 902 21,289 (3,834) (483) 3,292 (1,025) (492) (37) (570) (74) (496)\\n\\nNet loss attributable to Uber Technologies, Inc.\\n\\n$\\n\\n54\\n\\nThe following table sets forth the components of our consolidated statements of operations for each of the periods presented as a percentage of revenue\\n\\n(1)\\n\\n:\\n\\nYear Ended December 31, 2021 2020\\n\\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 462, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 56, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"de30c3c9-cdfd-5872-bdaf-4859bef5c3a8\", \"extraction_id\": \"33bc6d8b-9fdc-5df7-be1d-fa7de176a0b5\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6537506580352783, \"text\": \"The Uber Service activities are performed to satisfy our sole performance obligation in the transaction, which is to connect Drivers and Merchants with end-\\n\\nusers to facilitate the completion of a successful transaction.\\n\\nIn 2020, we began charging Mobility end-users a fee to use the platform in certain markets. In these transactions, in addition to a performance obligation to Drivers, we also have a performance obligation to end-users, which is to connect end-users to Drivers in the marketplace. We recognize revenue when a trip is complete. We present revenue on a net basis for these transactions, as we do not control the service provided by Drivers to end-users. For the years ended December 31, 2020 and 2021, we recognized total revenue of $323 million and $336 million, respectively, associated with these fees charged to end-users.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 642, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 90, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"4b6ee3eb-daca-5930-bafe-946cad56cdcc\", \"extraction_id\": \"eb2bc121-0b00-5f70-8eb6-549e1fb1ed72\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6387766599655151, \"text\": \"Other income (expense), net\\n\\n$\\n\\nDuring the year ended December 31, 2020, gain on business divestitures, net represented a $154 million gain on the sale of our Uber Eats India operations to Zomato recognized in the first quarter of 2020 and a $77 million gain on the sale of our European Freight Business to sennder GmbH (\\u201cSennder\\u201d) recognized in the fourth quarter of 2020, partially offset by a $27 million loss on the sale of our JUMP operations to Lime recognized in the second quarter of 2020.\\n\\n(1)\\n\\nDuring the year ended December 31, 2021, gain on business divestitures, net represented a $1.6 billion gain on the sale of our ATG Business to Aurora\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 799, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 118, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"af5f93d3-8b2f-5e71-a358-0dd56c2f68ac\", \"extraction_id\": \"acf12622-2e6e-5234-9768-ba448294a81d\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6321083903312683, \"text\": \"2019\\n\\n100.0 %\\n\\n60.2 17.6 41.6 22.5 32.8 174.7 (74.7) \\u2014 2.8 (71.9) 0.1 (72.0)%\\n\\n2019 to 2020 % Change\\n\\n(35) %\\n\\nsecond quarter of 2021. These increases were offset by investments in driver supply by increasing driver incentives recorded as a reduction to revenue by $942.9 million in 2021 as compared to the prior year as rider demand outpaced driver supply during certain periods of the pandemic recovery in 2021. Revenue in 2020 was also higher in the first quarter of 2020 prior to the implementation of shelter-in-place orders and other travel restrictions across North America beginning March 2020.\\n\\nWe expect to see continued recovery in demand for our platform and the resulting positive impacts on revenue as there are more widespread immunity levels, more communities reopen and other restrictive travel and social distancing measures in response to COVID-19 are eased. However, we cannot predict the impact of COVID variants and the longer term impact of the pandemic on consumer behavior.\\n\\nCost of Revenue\\n\\n2021\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 493, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 63, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d5379124-e7ff-509f-b47f-a79152eec2d4\", \"extraction_id\": \"2562b865-e4df-5376-9e70-927be9afbb7e\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.63012705682194, \"text\": \"For additional discussion, see the risk factor titled \\u201c\\u2014If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.\\u201d included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report. The information in these reports is not a part of this Form 10-K.\\n\\nAdditional Information\\n\\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\\n\\nTechnologies, Inc. Our principal executive offices are located at 1515 3rd Street, San Francisco, California 94158, and our telephone number is (415) 612-8582.\\n\\n10\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 77, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 12, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"98a93be5-13ba-5bd6-9a18-e7ceef0fae88\", \"extraction_id\": \"8ab931e3-8f47-5598-90b8-928f387ec256\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6285917009601995, \"text\": \"Uber Technologies, Inc. (\\u201cUber,\\u201d \\u201cwe,\\u201d \\u201cour,\\u201d or \\u201cus\\u201d) was incorporated in Delaware in July 2010, and is headquartered in San Francisco, California. Uber is a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B. Uber develops and operates proprietary technology applications supporting a variety of offerings on its platform (\\u201cplatform(s)\\u201d or \\u201cPlatform(s)\\u201d). Uber connects consumers (\\u201cRider(s)\\u201d) with independent providers of ride services (\\u201cMobility Driver(s)\\u201d) for ridesharing services, and connects Riders and other consumers (\\u201cEaters\\u201d) with restaurants, grocers and other stores (collectively, \\u201cMerchants\\u201d) with delivery service providers (\\u201cCouriers\\u201d) for meal preparation, grocery and other delivery services. Riders and Eaters are collectively referred to as \\u201cend-user(s)\\u201d or \\u201cconsumer(s).\\u201d Mobility Drivers and Couriers are collectively referred to as \\u201cDriver(s).\\u201d Uber also connects consumers with public\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 592, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 84, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}, {\"fragment_id\": \"d87084d1-c52a-5a4b-96ad-9fc1cb98bfc5\", \"extraction_id\": \"8361bf60-bce2-56c2-b982-376a75e47d58\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6283430678639979, \"text\": \"Year Ended December 31, 2020\\n\\n1,000 49 1,189 (27) \\u2014 (138) (34) 8,939 (4) 3,824\\n\\n247 125 2,628 (527) (891) (224) 38 1,379 (92) (4,327)\\n\\n8,209 34 12,067 $\\n\\n12,067 (349) 7,391 $\\n\\n332 $ 133\\n\\n412 $ 82\\n\\n14,224 4,229 \\u2014 251 9 \\u2014 \\u2014\\n\\n\\u2014 \\u2014 \\u2014 196 3,898 171 1,634\\n\\n2021\\n\\n675 107 1,484 (27) (307) (226) 101 1,780 (69) 65\\n\\n7,391 349 7,805\\n\\n449 87\\n\\n\\u2014 \\u2014 232 184 1,868 1,018 \\u2014\\n\\nUBER TECHNOLOGIES, INC.\\n\\nNOTES TO CONSOLIDATED FINANCIAL STATEMENTS\\n\\nNote 1 \\u2013 Description of Business and Summary of Significant Accounting Policies\\n\\nDescription of Business\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 591, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 83, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Uber's profit in 2020?\"}}], \"kg_search_results\": null}, \"llm_response\": {\"id\": \"chatcmpl-A9gh9rEwOfdzePGRR2obbBMyp0RRa\", \"choices\": [{\"finish_reason\": \"stop\", \"index\": 0, \"logprobs\": null, \"message\": {\"content\": \"Uber did not make a profit in 2020. Instead, Uber reported a net loss attributable to Uber Technologies, Inc. of $6.8 billion for the year ended December 31, 2020 [3].\", \"refusal\": null, \"role\": \"assistant\", \"function_call\": null, \"tool_calls\": null}}], \"created\": 1726872435, \"model\": \"gpt-4o-2024-05-13\", \"object\": \"chat.completion\", \"service_tier\": null, \"system_fingerprint\": \"fp_3537616b13\", \"usage\": {\"completion_tokens\": 45, \"prompt_tokens\": 2320, \"total_tokens\": 2365, \"completion_tokens_details\": {\"reasoning_tokens\": 0}}}}", - "timestamp": "2024-09-20 22:47:16" + "value": "0.38", + "timestamp": "2024-10-03 22:56:17" }, - { - "key": "completion_record", - "value": "{\"message_id\": \"78d50a85-4cae-513c-b0eb-d65b16e5e957\", \"message_type\": \"assistant\", \"timestamp\": \"2024-09-20T15:26:07.338533\", \"feedback\": null, \"score\": null, \"completion_start_time\": \"2024-09-20T15:47:16.818722\", \"completion_end_time\": \"2024-09-20T15:47:17.990428\", \"search_query\": \"Who is John Snow?\", \"search_results\": {\"vector_search_results\": [{\"fragment_id\": \"7cbdab86-1689-5779-81bd-62f7eb3ab36d\", \"extraction_id\": \"866f85a0-b3d6-5fc5-9ca0-dbd2373eac58\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.26240772008895874, \"text\": \"Eddard (Ned) Stark\\n\\nThe Lord of Winterfell and new Hand of the King. A devoted father and dutiful lord, he is best characterized by his strong sense of honor, and he strives to always do what is right, regardless of his personal feelings.\\n\\nCatelyn (Cat) Tully\\n\\nNed\\u2019s wife and Lady Stark of Winterfell. She is intelligent, strong, and fiercely devoted to her family, leading her to seek out the person responsible for trying to kill her son Bran.\\n\\nDaenerys Stormborn Targaryen\\n\\nThe Dothraki khaleesi (queen) and Targaryen princess. She and her brother are the only surviving members of the Targaryen family, and she grows from a frightened girl to a confident ruler, while still maintaining her kindness, over the course of the novel.\\n\\nJon Snow\\n\\nNed Stark\\u2019s bastard son. Since Catelyn is not his mother, he is not a proper member of the Stark family, and he often feels himself an outsider. He is also a highly capable swordsman and thinker, with a knack for piercing observations.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 0, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"8e563fb1-4665-53a8-8a83-63a1f88e2aea\", \"extraction_id\": \"f6bc23b5-bc80-5e49-9b55-25e9abe97073\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.2610799748027318, \"text\": \"Jeor Mormont (Commander Mormont)\\n\\nLord Commander of the Night\\u2019s Watch at Castle Black. Commander Mormont is tough, old, and wise, and his men call him \\u201cThe Old Bear.\\u201d\\n\\nMaester Aemon\\n\\nThe chief man of learning at Castle Black. Despite his blind white eyes, Maester Aemon sees and speaks the truth in cryptic ways. Though few people realize it, Aemon is one of the few surviving members of the Targaryen family, but he has always put his vows to the Night\\u2019s Watch ahead of any family loyalties.\\n\\nSamwell (Sam) Tarly\\n\\nA new recruit to the Night\\u2019s Watch who is fat and cowardly but very smart. Sam loves to read and eat but hates to fight, and he quickly becomes one of Jon Snow\\u2019s closest companions at the Wall.\\n\\nSer Allister Thorne\\n\\nCastle Black\\u2019s resentful master-at-arms. He hard on the new recruits to the Night\\u2019s Watch and seems to enjoy making them suffer, causing Jon to rebel against him. During Robert\\u2019s rebellion against the former king, he was a Targaryen loyalist.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 7, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"eaf48cfe-592e-55fa-9f07-613a4f221c45\", \"extraction_id\": \"fdf6127b-e623-58bc-a50b-b7e7b040c03a\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.2572833588977643, \"text\": \"Varys (The Spider)\\n\\nThe Red Keep\\u2019s master of whispers and a eunuch. His role in the court is to run a network of spies and keep the king informed, and he often uses what he knows to manipulate those around him, including the king.\\n\\nRobert Baratheon\\n\\nThe corpulent king of Westeros. He loves to fight, drink, and sleep with women, and he hates the duties of ruling. He and Ned are long-time friends, and he was engaged to Ned\\u2019s sister until she died.\\n\\nSer Jorah Mormont\\n\\nAn exiled knight who serves unofficially as Daenerys\\u2019s chief advisor. Though he was exiled by Ned Stark for selling slaves, he is intelligent, valiant, and a great fighter. He swears allegiance to Viserys as true king of Westeros, but he also feeds information about the Targaryens back to Varys.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 3, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"3cb1c2db-01e4-5ea8-a39f-31f5949637f8\", \"extraction_id\": \"02b64e7c-5aa5-5380-8fa0-3d8b64866aa8\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.20903720205800558, \"text\": \"Aerys II Targaryen\\n\\nKing of Westeros before Robert Baratheon. He was known as The Mad King because of his cruelty. Aerys murdered Ned\\u2019s older brother, Brandon Stark, in the Red Keep\\u2019s throne room. At the end of the war that followed, Jaime Lannister slew Aerys in the same room.\\n\\nRhaegar Targaryen\\n\\nThe heir to Aerys and older brother of Daenerys and Viserys. Rhaegar kidnapped Lyanna Stark, Robert\\u2019s betrothed, helping to set in motion the events that led to Robert\\u2019s Rebellion. The war effectively ended when Robert slew Rhaegar with his warhammer on the Trident River.\\n\\nJon Arryn\\n\\nThe recently deceased Lord of the Eyrie and Hand of the King. Jon Arryn fostered Ned Stark and Robert Baratheon at the Eyrie. When Robert became king, Jon Arryn served as his Hand until his murder.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 10, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"ac15f806-8723-5fe7-832d-ed0427bd3550\", \"extraction_id\": \"416b07ed-cdd6-51fd-8f54-4164c0160860\", \"document_id\": \"3e157b3a-8469-51db-90d9-52e7d896b49b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.19556865096092224, \"text\": \"\\u201cSanctions\\u201d means economic or financial sanctions or trade embargoes imposed, administered or enforced from time to time by (a)\\n\\nthe U.S. government, including those administered by the Office of Foreign Assets Control of the U.S. Department of the Treasury or the U.S. Department of State, or (b) the United Nations Security Council, the European Union, any European Union member state, Her Majesty\\u2019s Treasury of the United Kingdom or other relevant sanctions authority.\\n\\n\\u201cSARON\\u201d means, with respect to any Business Day, a rate per annum equal to the Swiss Average Rate Overnight for such Business\\n\\nDay published by the SARON Administrator on the SARON Administrator\\u2019s Website.\\n\\n\\u201cSARON Administrator\\u201d means the SIX Swiss Exchange AG (or any successor administrator of the Swiss Average Rate\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 1221, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 208, \"partitioned_by_unstructured\": true, \"associated_query\": \"Who is John Snow?\"}}, {\"fragment_id\": \"5d09c80f-ba83-5204-a6b3-f08831e150b0\", \"extraction_id\": \"f86a905c-8d82-52ff-ad72-a800ca3af6f4\", \"document_id\": \"716fea3a-826b-5b27-8e59-ffbd1a35455a\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.19119779765605927, \"text\": \"Illyrio Mopatis\\n\\nAn obese merchant from the Free Cities who helps Daenerys and Viserys Targaryen. Illyrio is very rich and very well-informed. He is quick to please, especially when there is a possibility that his kindness will help him avoid trouble or gain greater fortune in the future.\\n\\nSer Barristan Selmy\\n\\nLord Commander of the Kingsguard. He has served kings Jaehaerys, Aerys II, and Robert. Though he has grown old, Barristan \\u201cThe Bold\\u201d is a formidable fighter. He is, and has always been, an honorable knight.\\n\\nRenly Baratheon\\n\\nThe youngest of the three Baratheon brothers. Renly is lighthearted and opportunistic, and unexpectedly ambitious. He serves on Robert\\u2019s royal council.\\n\\nStannis Baratheon\\n\\nThe middle brother of the three Baratheons. Stannis does not appear in A Game of Thrones, but as the brother of the king, he is a potential heir to the throne. 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Proud that he is not a knight, The Hound appears to have no scruples whatsoever and does what Joffrey orders, however cruel or unjust, without question. His face is scarred on one side by extensive burning inflicted by his brother, Gregor.\\n\\nRobb Stark\\n\\nThe eldest Stark son and thus heir to Ned Stark. Though just fourteen, he is mature beyond his age as well as being brave and dutiful like his father.\\n\\nMaester Luwin\\n\\nCounselor to Ned, Catelyn, and Robb. Luwin is old and wise, and his advice proves indispensible to the Starks.\\n\\nTheon Greyjoy\\n\\nThe Starks\\u2019s ward and Robb\\u2019s best friend. 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"user_id": "2acb499e-8428-543b-bd85-0d9098718220" - }, - { - "run_id": "3a37f62a-063b-51e5-9958-a964b42efacc", - "run_type": "MANAGEMENT", - "entries": [], - "timestamp": "2024-09-19T15:44:11", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220" - }, - { - "run_id": "6e7e5362-fca8-506f-acdc-8f13cbc2a21d", - "run_type": "RETRIEVAL", - "entries": [], - "timestamp": "2024-09-19T01:57:12", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220" - }, - { - "run_id": "6ec58fae-ab4d-5a75-a758-c476f7fd6ddd", - "run_type": "RETRIEVAL", - "entries": [ - { - "key": "completion_record", - "value": "{\"message_id\": \"5745350d-8ee4-5e4c-a32c-988d241d759e\", \"message_type\": \"assistant\", \"timestamp\": \"2024-09-18T18:43:26.293447\", \"feedback\": null, \"score\": null, \"completion_start_time\": \"2024-09-18T18:54:09.107896\", \"completion_end_time\": \"2024-09-18T18:54:23.917531\", \"search_query\": \"--stream\", \"search_results\": {\"vector_search_results\": [{\"fragment_id\": \"887a1ec4-6264-5548-a652-73651a02537b\", \"extraction_id\": \"170f5a46-b448-525d-aa34-2679b3064ba8\", \"document_id\": \"ddd85f9a-3b3c-5c11-9656-8ae828cde61b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.2866899712908254, \"text\": \"### Zach Janicki\\n\\nCTO and cofounder of Offstream. CS from Notre Dame. Previously 1st engineering hire at Repool (YC S21) building hedge fund software, and early engineer at Pathpoint building insurance brokerage software. I've spent my career turning paperwork into software\\n\\n### Varsha Ramesh Walsh\\n\\nCEO and co-founder at Offstream. HBS '23. Previously business lead at Indigo Ag where I launched a traceable cotton business where I closed contracts that got the business to $50M revenue bookings in a year. At Indigo, I experienced the pain point we are now solving at Offstream first-hand. We hired 80 ppl and spent 50M to just get carbon compliant.\\n\\n### Company Launches\\n\\n[### Offstream - Streamlined carbon compliance for project developers](\\n\\nWe\\u2019re Varsha and Zach, the co-founders of [Offstream]( We\\u2019re automating carbon compliance for project developers.\\n\\n\\ud83d\\udc65\\u00a0*\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 1, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"--stream\"}}, {\"fragment_id\": \"cf499846-4068-5a2b-91da-34f685114858\", \"extraction_id\": \"10bc9f1d-66fa-525c-8fe9-253ca21e56a0\", \"document_id\": \"ef2bd5ad-e961-5436-b1a1-0423b8ccbaef\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.2814340461155209, \"text\": \"### YC S24 Application Video\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 11, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"--stream\"}}, {\"fragment_id\": \"acb32977-1ec1-5ef1-b8ae-d183890df01d\", \"extraction_id\": \"8e21e5ef-f804-5944-9e27-feec2bc142c0\", \"document_id\": \"ddd85f9a-3b3c-5c11-9656-8ae828cde61b\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.2810347378253937, \"text\": \"The Solution**\\n\\nOffstream is a one-stop shop for carbon compliance, making it simple for carbon project developers to get compliant and stay compliant with regulatory and voluntary market compliance standards.\\n\\n[\\n\\nUsers set up and generate life cycle assessments (LCA), which are a core component of all compliance standards. 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No Express/API Routes/tRPC needed!\\n\\n**Coolest Side Effect:** By building our tooling around Fullstack TypeScript, we enable **full-stack feature packages,** a way for JavaScript developers to package any feature they build and share it in a way that it can be embedded in other projects. Think **npm install mui**, except it\\u2019s **npm install chat**, or **npm install auth**. 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It allows you to explore your codebase as a directed graph of functions, classes, etc, on the canvas. We feel like this better fits how your mind understands your codebase and helps you find and alter functional flows more intuitively. 2. It has a navigational copilot that makes edits across files or functions much easier. After you make some changes, Haystack will try to predict your next action and create functions/methods or refactor upstream/downstream code for you. 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Join them at [ It takes just a single click to import your VS Code extensions and settings, so you can get to coding straight away.\\n\\nHi everyone! We\\u2019re [Akshay Subramaniam]( and [Jake Yatvitskiy]( and we\\u2019re building Haystack.\\n\\n**The Problem:** Haystack was born out of our frustrations with working in large and mature codebases, specifically with navigating and editing functional flows. 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We have grown 20+% MoM since joining the YC batch and have 10 clean energy developers using our platform to get and stay compliant with regulations. Today, every new infrastructure project, from data centers to biomass power plants has a complicated mess of local, state, federal, and private sector standards that they must understand and comply with to make their projects profitable. Offstream solves this by using LLMs to parse regulations, generate technical reports for customers, and manage 100,000+ operational data points on project\\u2019s lifecycles. 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With AI, we've been able to repurpose that same automation to tackle refunds in the flight industry and the class-action lawsuit landscape. Why us? (1) We're obsessed with reclaiming what's rightfully yours: Kamal and Anthony grew up in Lebanon, where people's money was unfairly taken away. (2) Weijie was the lead infra engineer for Wish's recommendation system, the feature that fueled their IPO. Our combined experience includes Apple, Addepar, Bolt, Wish, and StackAdapt.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 2, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"unstructured_is_continuation\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"3f0b286d-6175-5ea9-a447-7e3bf3e446ef\", \"extraction_id\": \"8b17d20a-3aae-5dbf-91c2-05b92b3184a1\", \"document_id\": \"89e3d644-03b8-5281-b8d8-e7c95ae96818\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.34553650942227243, \"text\": \"Our Team \\ud83d\\udc68\\u200d\\ud83d\\udc68\\u200d\\ud83d\\udc66\\n\\n-----------------\\n\\n[Weijie]( (CTO) spent 6 years in e\\n\\ncommerce and was the lead infra engineer for Wish\\u2019s recommendation system, the product that fueled their IPO. He was a Senior SWE at Bolt and StackAdapt. He graduated from Waterloo & UIUC.\\n\\n[Kamal]( (CEO) earned a B.S. in Electrical Engineering and Computer Sciences from UC Berkeley, worked at Apple as a Security/ML software engineer intern, and met hundreds of engineers while working at Human Capital. He grew up in Lebanon, where he led operations resulting in 230+ families fed for an entire month and 25+ civilians housed.\\n\\n[Anthony]( (COO) graduated from USC in Computer Engineering and Computer Sciences and worked at Addepar as a software engineer intern. He also grew up in Lebanon, where he won a national hackathon, built a 5\\n\\nfigure affiliate marketing business, and led an engineering team at the country\\u2019s largest retailer.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 7, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"7cfddfe5-a6b5-5753-ac25-57c398161788\", \"extraction_id\": \"5444a3f4-0458-5d90-9199-3c6bc6d12d89\", \"document_id\": \"ef2bd5ad-e961-5436-b1a1-0423b8ccbaef\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.33084922042938536, \"text\": \"Founders*\\n\\n------------\\n\\n[Shaun Modi]( CEO. One of the first product designers hired at Airbnb. Worked side by side with CEO Brian Chesky crafting the user experience of Airbnb. Fmr Google, Fmr Nasa, named one of Business Insider's Top 75 Designers in Technology. BFA from RISD.\\n\\n[Tom Hallaran]( CTO. Fmr Director US AI Center of Excellence, Fmr VP of engineering at acquired adtech startup Selectable Media, Initial technical lead and architect of the largest political payment app in US. Undergrad from Columbia.\\n\\n[X]( [Linkedin]( [Instagram](\\n\\n#### YC Sign Photo\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 6, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"e05a37f1-02eb-5c7b-a06e-3944839f5625\", \"extraction_id\": \"3722cd74-ae41-586e-a878-a226ec54b3dd\", \"document_id\": \"62b51549-c42a-5f65-8325-c9f533917107\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.3276761379628017, \"text\": \"### Amy Xiao\\n\\nCo-founder & CEO at Aviary. ex Snapchat, Arize AI, AWS I\\u2019ve been in ML since 2016, starting as one of the first 10 hires at Borealis AI as an ML Research Engineer. At Snap, I helped build the ML infrastructure on the Perception team, where we delivered Scan, a real-time visual search product. Most recently, as an ML Solutions Architect at Arize, I worked with top ML teams, across tech and Fortune 200 companies, to advise on observing LLMs/ML models in production and land deals.\\n\\n### Edward Zhou\\n\\nCofounder & CTO @ Aviary. ex @ Notion, Pinterest At Notion, I founded the search team with a coworker in 2021, and later on went to lead search ranking and ML infra across the company. Also did lots of large scale search infra (\\\\>50b docs) & some product eng (Notion comments) At Pinterest, I led a team to build a 0-1 ads optimization recommendation system. Also worked on ML serving and realtime infra powering our billion+ dollar ads system, and built a few 0-1 mobile and web ad products.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 1, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"bb623da9-c0fc-5408-82ed-8d1a66bf0e65\", \"extraction_id\": \"05b1d344-f607-579a-b594-35be021fa6d6\", \"document_id\": \"013e0043-0bb7-5f52-bd21-738513c46a59\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.32682364263252706, \"text\": \"cast announcements, and keep important links top of mind every time a new browser tab is opened. \\u2022 All Hands Q&A: Crowdsource questions, anonymously if desired, for large team meetings to make sure everyone's voice is heard, and the most top of mind questions are answered and recorded. \\u2022 Smart Groups: Create rules based groups of people and use them to make sure the right people are in the right conversations and have the right access.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 2, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"unstructured_is_continuation\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"a3094b9f-a30c-5129-9998-3e4521d58995\", \"extraction_id\": \"a63267ca-cfaf-53d0-bdf2-4534e8e89847\", \"document_id\": \"02452258-207d-5fbd-8db6-b04dd0838f6d\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.3257497160733085, \"text\": \"### Resources\\n\\n[Startup Directory](\\n\\n[Startup Library](\\n\\n[Investors](\\n\\n[SAFE](\\n\\n[Hacker News](\\n\\n[Launch YC](\\n\\n[YC Deals](\\n\\n### Make something people want.\\n\\n[Apply](\\n\\n[Twitter](\\n\\n\\u00a9 2024 Y Combinator\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 8, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"551bfb45-a4d5-519d-8b82-119bcdab42e6\", \"extraction_id\": \"be19344d-d209-53b4-8657-1d857a05cb55\", \"document_id\": \"89e3d644-03b8-5281-b8d8-e7c95ae96818\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.32335275411606057, \"text\": \"Title: pap! : The world owes you money. We get it for you. | Y Combinator\\n\\nURL Source:\\n\\nMarkdown Content:\\n\\n### The world owes you money. We get it for you.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 0, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"4818de84-8eeb-5baa-b22e-3825fe56c005\", \"extraction_id\": \"82b49090-2fd0-5d2b-babe-229cb3ea5c86\", \"document_id\": \"4bdafeb6-49c6-5471-9900-7521e44d72d1\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.32218984829247965, \"text\": \"Location:New York\\n\\n### Active Founders\\n\\n### Yooni Ahn\\n\\nYooni is the CEO and co-founder @ Odo. She built products and business at Robinhood (Robinhood Gold, Customer Care during Gamestop, Original Content) for five years. Before that, she did consulting at Oliver Wyman where she spent endless hours writing government proposals. She studied public policy at Princeton University.\\n\\n### Andrew Wagner\\n\\nAndrew is the CTO and Co-founder of Odo. He's a generalist software engineer with experience across iOS and full stack web development. He worked for Robinhood, Garmin, and also spent many years freelancing for small companies. Working for those companies, he developed outsized skill in taking projects from 0 to 1 extremely quickly and also built a deep empathy for businesses struggling to balance billable work with finding new contracts.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 1, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}, {\"fragment_id\": \"10479397-4fa5-5601-9784-84350b3fdf38\", \"extraction_id\": \"d47f24fe-41dc-52ec-8ba3-a9b6ecb315cf\", \"document_id\": \"27fe2d03-d33d-50a6-a6a2-ffe1e212365c\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.3196453452110313, \"text\": \"Founder\\n\\nAlan is the co-founder and CEO of Callback. He was previously a product manager at Microsoft and AWS and the co-founder of an entertainment analytics startup. He studied CS at Harvard and Columbia and has an MBA from Harvard Business School.\\n\\n### Company Launches\\n\\n[### Callback\\n\\nAI business process outsourcing](\\n\\n**TLDR**: [**Callback**]( **is the first AI-native BPO built using a modern tech stack. **\\n\\nOur software platform helps our customers stay focused on their core business by automating their ops processes with humans in the loop. We\\u2019ve handled tasks such as image labeling, invoice extraction, and PDF report parsing \\u2014 with greater accuracy and speed than traditional BPOs or off-the-shelf software solutions.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 1, \"document_type\": \"txt\", \"unstructured_filetype\": \"text/plain\", \"unstructured_languages\": [\"eng\"], \"partitioned_by_unstructured\": true, \"associated_query\": \"whoami\"}}], \"kg_search_results\": null}, \"llm_response\": {\"id\": \"chatcmpl-A90f6hwFQGEhvJZS2BNUWlTC2mkAd\", \"choices\": [{\"finish_reason\": \"stop\", \"index\": 0, \"logprobs\": null, \"message\": {\"content\": \"The query \\\"whoami\\\" does not directly correspond to any specific information provided in the context. However, based on the context provided, here are some possible interpretations:\\n\\n1. If you are Kamal, you are the CEO who earned a B.S. in Electrical Engineering and Computer Sciences from UC Berkeley, worked at Apple as a Security/ML software engineer intern, and have experience leading operations in Lebanon [3].\\n2. If you are Weijie, you are the CTO who spent 6 years in e-commerce, was the lead infra engineer for Wish\\u2019s recommendation system, and have worked as a Senior SWE at Bolt and StackAdapt [3].\\n3. If you are Anthony, you are the COO who graduated from USC in Computer Engineering and Computer Sciences, worked at Addepar as a software engineer intern, and have experience leading an engineering team at Lebanon\\u2019s largest retailer [3].\\n4. If you are Shaun Modi, you are the CEO who was one of the first product designers hired at Airbnb, worked at Google and NASA, and have a BFA from RISD [4].\\n5. If you are Tom Hallaran, you are the CTO who was the Director of the US AI Center of Excellence, VP of engineering at Selectable Media, and have an undergrad degree from Columbia [4].\\n6. If you are Amy Xiao, you are the Co-founder & CEO at Aviary with experience at Snapchat, Arize AI, and AWS, and have been in ML since 2016 [5].\\n7. If you are Edward Zhou, you are the Cofounder & CTO at Aviary with experience at Notion and Pinterest, and have worked on large-scale search infra and ML serving [5].\\n8. If you are Yooni Ahn, you are the CEO and co-founder at Odo with experience at Robinhood and Oliver Wyman, and studied public policy at Princeton University [9].\\n9. If you are Andrew Wagner, you are the CTO and Co-founder at Odo with experience at Robinhood, Garmin, and freelancing, and have skills in taking projects from 0 to 1 quickly [9].\\n10. If you are Alan, you are the co-founder and CEO of Callback with experience as a product manager at Microsoft and AWS, and have studied CS at Harvard and Columbia and have an MBA from Harvard Business School [10].\\n\\nPlease specify more details if you need a more precise identification.\", \"refusal\": null, \"role\": \"assistant\", \"function_call\": null, \"tool_calls\": null}}], \"created\": 1726710860, \"model\": \"gpt-4o-2024-05-13\", \"object\": \"chat.completion\", \"service_tier\": null, \"system_fingerprint\": \"fp_e375328146\", \"usage\": {\"completion_tokens\": 492, \"prompt_tokens\": 1413, \"total_tokens\": 1905, \"completion_tokens_details\": {\"reasoning_tokens\": 0}}}}", - "timestamp": "2024-09-19 01:54:24" - } - ], - "timestamp": "2024-09-19T01:53:49", - "user_id": "2acb499e-8428-543b-bd85-0d9098718220" - }, - { - "run_id": "ceefe8e4-c8fc-51f4-82e2-de0c0c1fe58c", - "run_type": "RETRIEVAL", - "entries": [ - { - "key": "search_latency", - "value": "0.28", - "timestamp": "2024-09-19 01:53:45" - 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"extraction_id": "eb0c96ea-1f7c-548c-88ec-a4b25d7dd3c6", + "extraction_id": "0484dba9-2b51-5012-9aad-e6efe7e6688f", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.33923701410073015, - "text": "Francs, any day except for (i) a Saturday, (ii) a Sunday or", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.24205637072844854, + "text": "Finance Leases\n\n2022 2023 2024 2025 2026 Thereafter Total undiscounted lease payments Less: imputed interest\n\n$\n\n280 $ 312 264 214 198 2,067 3,335 (1,506) 1,829 $\n\n140 60 34 9 \u2014 1 244 (10) 234\n\nTotal lease liabilities\n\n$\n\nAs of December 31, 2021, we had additional operating leases and finance leases, primarily for corporate offices and servers, that have not yet commenced of $421 million and $19 million, respectively. These operating and finance leases will commence between fiscal year 2022 and fiscal year 2023 with lease terms of 2 years to 13 years.\n\nMission Bay 1 & 2\n\nIn 2015, we entered into a joint venture (\u201cJV\u201d) agreement with a real estate developer (\u201cJV Partner\u201d) to develop land (\u201cthe Land\u201d) in San Francisco to construct our new headquarters (the \u201cHeadquarters\u201d). The Headquarters consists of two adjacent office buildings totaling approximately 423,000 rentable square feet. In connection with the JV arrangement, we acquired a 49% interest in the JV, the principal asset of which was the Land.", "metadata": { "version": "v0", + "chunk_order": 759, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 109, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "42985330-c438-5ee7-b54d-49128e8fb77d", - "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", + "extraction_id": "afa9d545-b0fb-57d2-aa8e-47b874b5671e", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.3349560397915816, - "text": "Francs and any other foreign currency reasonably requested by", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.21658311983447587, + "text": "(c)\n\nCommuting and Corporate Housing Expenses. During your Employment, the Company shall cover the cost of your reasonable and substantiated expenses for travel between your primary residence and the Company\u2019s headquarters in San Francisco and corporate housing in the San Francisco Bay Area, up to a pre-tax maximum of $200,000 per year in the aggregate. All expense reimbursements shall be made in accordance with the Company\u2019s expense reimbursement policy.\n\n(d)", "metadata": { "version": "v0", + "chunk_order": 971, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 170, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "2ea5816a-bd3c-5216-9ecb-f366b1d3fb07", - "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", + "extraction_id": "57a92100-4201-5909-8794-229f3f111cf9", + "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.254553869638078, - "text": "Francisco and corporate housing in the San Francisco Bay Area, up to a pre-tax maximum of $200,000 per year in theaggregate. All expense reimbursements shall be made in accordance with the Companys expense reimbursement policy.\n(e)", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.19862812165534216, + "text": "(b)\n\nSolely for purposes of Article II and related definitional provisions to the extent used therein, the applicable amount of any\n\ncurrency (other than dollars) for purposes of the Loan Documents shall be such Dollar Equivalent amount as determined by the Administrative Agent and notified to the applicable Issuing Bank and the Borrower in accordance with Section 1.06(a). Amounts denominated in a Permitted Foreign Currency will be converted to dollars for the purposes of calculating the Senior Secured Net Leverage Ratio at the Exchange Rate as of the date of calculation.", "metadata": { "version": "v0", + "chunk_order": 1266, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 216, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "3c2ddada-4b84-5b90-9bb0-fe30a7875266", + "extraction_id": "0621a428-a8a1-505f-81c0-b7d6daceda9a", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.25307297706604004, - "text": "British Pounds , Euros, Australian Dollars, Canadian Dollars, Hong Kong Dollars , Japanese Yen", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.19844957003298025, + "text": "45-2647441 (I.R.S. Employer Identification No.)\n\n1515 3rd Street San Francisco, California 94158 (Address of principal executive offices, including zip code) (415) 612-8582 (Registrant\u2019s telephone number, including area code) ____________________________________________\n\nSecurities registered pursuant to Section 12(b) of the Act:\n\nTitle of each class Common Stock, par value $0.00001 per share", "metadata": { "version": "v0", + "chunk_order": 1, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 1, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "4851d734-5431-5bb8-81d7-fb98f7ca10cf", - "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", + "extraction_id": "1163974b-141e-50b7-8d19-d8d3d9143410", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.2385799139738083, - "text": "capital, capital expenditures, expansion plans, and other investments, which may in turn limit our ability to implement our business strategy, heighten ourvulnerability", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.19687992650986197, + "text": "Item 2. Properties.\n\nOur corporate headquarters are located in San Francisco, California, and consist of approximately 420,000 square feet under lease agreements through May 31,\n\n2030. We maintain additional offices in multiple locations in the U.S. and internationally in Montreal, Canada, Munich, Germany and Minsk, Belarus.\n\nWe lease all of our facilities and do not own any real property. We believe our facilities are adequate and suitable for our current needs and that, should it be\n\nneeded, suitable additional or alternative space will be available to accommodate our operations.\n\n53\n\nItem 3. Legal Proceedings.\n\nSee discussion under the heading Legal Proceedings in Note 9 to the consolidated financial statements included in Part II, Item 8 of this report.\n\nItem 4. Mine Safety Disclosures.\n\nNot applicable.\n\n54\n\nPART II\n\nItem 5. Market for Registrant\u2019s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities.", "metadata": { "version": "v0", + "chunk_order": 434, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 53, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "6267e755-622a-551a-ae68-aba8960110aa", + "extraction_id": "a2660071-661b-5928-ad52-c4106ea95ae9", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.23678594906413897, - "text": "executive, legislative, judicial, taxing, regulatory or administrative powers or functions of or pertaining to government (including any supra-\nnational bodies such as the European Union or the European Central Bank).", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.1938294561556151, + "text": "Interest, net of amount capitalized Income taxes, net of refunds\n\n$\n\nNon-cash investing and financing activities:\n\nConversion of redeemable convertible preferred stock to common stock upon initial public offering Conversion of convertible notes to common stock upon initial public offering Conversion of convertible notes to common stock related to Careem Finance lease obligations Common stock issued in connection with acquisitions Ownership interest received in exchange for divestitures Issuance of Careem Notes including the holdback amount\n\nThe accompanying notes are an integral part of these consolidated financial statements.\n\n81\n\n2019", "metadata": { "version": "v0", + "chunk_order": 590, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 83, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "90bff76d-ba56-57ed-87f9-e7d701b9980d", + "extraction_id": "8e93af52-b1cd-5c64-afa4-e3a7fcdf412b", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.23538486659526825, - "text": "or , Canadian Dollars, Japanese Yen, British Pounds and Swiss Francs", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.19048490339697555, + "text": "(1) the rate, or methodology for this rate, and conventions for this rate selected or recommendedby the Relevant Governmental Body\n\nfor determining compounded SOFR; provided that:\n\n(2) if, and to the extent that, the Administrative Agent determines that Compounded SOFRcannot\n\nbe determined in accordance with clause (1) above, then the rate, or methodology for this rate, and conventions for this rate that the Administrative Agent determines are substantially consistent with prevailing market convention for determining Compounded SOFR for U.S. dollar-denominated syndicated credit facilities at such time (as a result of amendment or as originally executed);", "metadata": { "version": "v0", + "chunk_order": 1102, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 186, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "7c1d2cdf-bf13-5818-b6d8-539eb5e19d5d", + "extraction_id": "ccacb15d-aef0-5143-b448-380401c71cd1", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.22707748413085938, - "text": "RFR means, for any RFR Loan denominated in (a) British Pounds, SONIA and (b) Swiss Francs, SARON. \nRFR Borrowing means, as to any Borrowing, the RFR Loans comprising such Borrowing.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.18895512256160085, + "text": "\u201cCanadian BA Rate Borrowing\u201d refers to a Borrowing bearing interest at a rate determined by reference to the Canadian BA Rate.\n\n10\n\n\u201cCanadian BA Rate Loan\u201d refers to a Loan bearing interest at a rate determined by reference to the Canadian BA Rate.\n\n\u201cCanadian Dollars\u201d means the lawful currency of Canada.\n\n\u201cCapital Lease Obligations\u201d of any Person means the obligations of such Person to pay rent or other amounts under any lease of (or", "metadata": { "version": "v0", + "chunk_order": 1085, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 182, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "1180d5aa-8038-593b-bf9e-037f4432d6ce", + "extraction_id": "6a340f36-ef68-59dd-b8a7-a5f5d6cd6d00", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.22615296996551615, - "text": "RFR Loan means a Loan that bears interest at a rate based on the Adjusted Daily Simple RFR. For the avoidance of doubt, only Loans denominated in British Pounds and Swiss Francs shall bear interest at a rate based on the Adjusted Daily Simple RFR.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.18443752434477645, + "text": "Property and equipment, net\n\n$\n\nWe capitalized $76 million and $55 million in internal-use software costs during the years ended December 31, 2020 and 2021, respectively, which is included in property and equipment, net on the consolidated balance sheets. Amortization of capitalized software development costs was $22 million, $55 million, and $69 million for the years ended December 31, 2019, 2020 and 2021, respectively.\n\nAmounts in construction in progress represent buildings, leasehold improvements, assets under construction, and other assets not placed in service.", "metadata": { "version": "v0", + "chunk_order": 754, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 107, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } }, { - "extraction_id": "3c4406dc-4e9f-5bb9-bec3-8bdfe05c09d1", + "extraction_id": "0a7e6a54-3804-5b5b-a9cd-a5b4a4753483", "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.2248732879682359, - "text": "None.\nItem 2. Properties.\nOur\n corporate headquarters are located in San Francisco, California, and consist of approximately 420,000 square feet under lease agreements through May 31,2030. We maintain addition", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.18329537710006516, + "text": "principal payments on finance lease obligations for $35.5 million.\n\nCash provided by financing activities was $512.6 million for the year ended December 31, 2020, which primarily consisted of proceeds from issuance of our 2025\n\nNotes of $734.1 million offset by the purchase of the Capped Calls for $132.7 million.\n\nLiquidity and Capital Resources", "metadata": { "version": "v0", + "chunk_order": 531, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 71, + "partitioned_by_unstructured": true, "associated_query": "What is the capital of France?" } } @@ -139,14 +229,14 @@ "basic_rag": { "results": { "completion": { - "id": "chatcmpl-AC8ifwyo0TwipK2PuidzP204Mbm11", + "id": "chatcmpl-AEP09aw4hSfgVVU9Rl7pJxBUUidjO", "choices": [ { "finish_reason": "stop", "index": 0, "logprobs": null, "message": { - "content": "Uber's profit in 2020 was not a profit but a net loss. Specifically, the net loss attributable to Uber Technologies, Inc. in 2020 was $6,768 million [3], [4].", + "content": "Uber's profit in 2020 was not a profit but a net loss. The net loss attributable to Uber Technologies, Inc. for the year ended December 31, 2020, was $6,768 million [3].", "refusal": null, "role": "assistant", "function_call": null, @@ -154,149 +244,244 @@ } } ], - "created": 1727456817, - "model": "gpt-4o-2024-05-13", + "created": 1727996061, + "model": "gpt-4o-2024-08-06", "object": "chat.completion", "service_tier": null, - "system_fingerprint": "fp_057232b607", + "system_fingerprint": "fp_e5e4913e83", "usage": { - "completion_tokens": 44, - "prompt_tokens": 712, - "total_tokens": 756, + "completion_tokens": 47, + "prompt_tokens": 2320, + "total_tokens": 2367, "completion_tokens_details": { + "audio_tokens": null, "reasoning_tokens": 0 + }, + "prompt_tokens_details": { + "audio_tokens": null, + "cached_tokens": 2176 } } }, "search_results": { "vector_search_results": [ { - "extraction_id": "4e3d65e9-bf2d-581e-a936-63c7b6b62cde", + "extraction_id": "328e5142-bd6c-5553-b5a0-8fdbd72ee6c6", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.7555597570204893, - "text": "Net\n loss attributable to Uber Technologies, Inc. was $496 million, a 93% improvement year-over-year, driven by a $1.6 billion pre-tax gain on the sale of ourATG", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.7446624344989735, + "text": "Revenue was $17.5 billion, or up 57% year-over-year, reflecting the overall growth in our Delivery business and an increase in Freight revenue attributable to the acquisition of Transplace in the fourth quarter of 2021 as well as growth in the number of shippers and carriers on the network combined with an increase in volumes with our top shippers.\n\nNet loss attributable to Uber Technologies, Inc. was $496 million, a 93% improvement year-over-year, driven by a $1.6 billion pre-tax gain on the sale of our ATG Business to Aurora, a $1.6 billion pre-tax net benefit relating to Uber\u2019s equity investments, as well as reductions in our fixed cost structure and increased variable cost efficiencies. Net loss attributable to Uber Technologies, Inc. also included $1.2 billion of stock-based compensation expense.", "metadata": { "version": "v0", + "chunk_order": 445, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 53, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "05c6bc4e-6a70-50c6-b3a4-cfd07530d58f", + "extraction_id": "a0b5c2f6-7dcd-5865-b2c6-0b3cd2189e57", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6704964041709948, - "text": "ciencies. Net loss attributable to Uber Technologies, Inc. also included $1.2 billion of stock-based compensation expense.Adjusted", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.7071749146476451, + "text": "Total costs and expenses Loss from operations\n\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\n\nLess: net loss attributable to non-controlling interests, net of tax\n\n100 %\n\n46 % 16 % 32 % 20 % 24 % 5 % 144 % (44)% (4)% (15)% (62)% (2)% \u2014 % (61)% \u2014 % (61)%\n\n100 %\n\n54 % 11 % 27 % 12 % 13 % 5 % 122 % (22)% (3)% 19 % (6)% (3)% \u2014 % (3)% \u2014 % (3)%\n\nNet loss attributable to Uber Technologies, Inc.\n\n(1)\n\nTotals of percentage of revenues may not foot due to rounding.\n\nComparison of the Years Ended December 31, 2020 and 2021\n\nRevenue\n\nYear Ended December 31,\n\n(In millions, except percentages)\n\n2020\n\n2021\n\n2020 to 2021 % Change\n\nRevenue\n\n$\n\n11,139 $\n\n17,455\n\n57 %", "metadata": { "version": "v0", + "chunk_order": 463, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 57, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "6f160bdf-b5af-5725-9084-5285e8ac6f14", + "extraction_id": "500bf649-b2a8-521b-bdb2-78cdc342531f", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.663426180873742, - "text": "ments(34) (37) Net loss including non-controlling interests\n(6,788) (570) Less: net loss attributab\nle to non-controlling interests, net of tax(20) (74) Net loss attributable to Uber Technologies, Inc.\n$ (6,768) $ (496) 54", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6810148751433258, + "text": "Year Ended December 31, 2020\n\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization\n\nTotal costs and expenses Loss from operations\n\nInterest expense Other income (expense), net Loss before income taxes and loss from equity method investments Provision for (benefit from) income taxes Loss from equity method investments Net loss including non-controlling interests\n\nLess: net loss attributable to non-controlling interests, net of tax\n\n$\n\n13,000 $\n\n6,061 2,302 4,626 4,836 3,299 472 21,596 (8,596) (559) 722 (8,433) 45 (34) (8,512) (6) (8,506) $\n\n11,139 $\n\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\n\nNet loss attributable to Uber Technologies, Inc. Net loss per share attributable to Uber Technologies, Inc. common stockholders:\n\n$\n\nBasic\n\n$\n\n(6.81) $\n\n(3.86) $", "metadata": { "version": "v0", + "chunk_order": 574, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 77, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "6492ad57-81b5-509b-9b29-257222d2ab27", + "extraction_id": "90b1f17b-a97f-5552-9951-fbc6df634039", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6612654530247788, - "text": "(8,512) (6,788) (570) Less: net loss attributab\nle to non-controlling interests, net of tax(6) (20) (74) Net loss attributable to Uber Technologies, Inc.\n$ (8,506) $ (6,768) $ (496) Net loss per share attributable to Uber Technologies, Inc. co", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6806196963602422, + "text": "Less: net loss attributable to non-controlling interests, net of tax\n\n$\n\n11,139 $\n\n5,154 1,819 3,583 2,205 2,666 575 16,002 (4,863) (458) (1,625) (6,946) (192) (34) (6,788) (20) (6,768) $\n\n17,455\n\n9,351 1,877 4,789 2,054 2,316 902 21,289 (3,834) (483) 3,292 (1,025) (492) (37) (570) (74) (496)\n\nNet loss attributable to Uber Technologies, Inc.\n\n$\n\n54\n\nThe following table sets forth the components of our consolidated statements of operations for each of the periods presented as a percentage of revenue\n\n(1)\n\n:\n\nYear Ended December 31, 2021 2020\n\nRevenue Costs and expenses Cost of revenue, exclusive of depreciation and amortization shown separately below Operations and support Sales and marketing Research and development General and administrative Depreciation and amortization", "metadata": { "version": "v0", + "chunk_order": 462, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 56, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "47051b83-0003-57ac-af18-c14632f085ce", + "extraction_id": "845a2b04-70ee-5a70-91fa-44016677fd92", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6534081721172037, - "text": "$ 722 $ (1,625) $ 3,292 During\n the year ended December 31, 2020, gain on business divestitures, net represented a $154 million gain on the sale of our Uber Eats India operationsto Zomato", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6537216512130718, + "text": "The Uber Service activities are performed to satisfy our sole performance obligation in the transaction, which is to connect Drivers and Merchants with end-\n\nusers to facilitate the completion of a successful transaction.\n\nIn 2020, we began charging Mobility end-users a fee to use the platform in certain markets. In these transactions, in addition to a performance obligation to Drivers, we also have a performance obligation to end-users, which is to connect end-users to Drivers in the marketplace. We recognize revenue when a trip is complete. We present revenue on a net basis for these transactions, as we do not control the service provided by Drivers to end-users. For the years ended December 31, 2020 and 2021, we recognized total revenue of $323 million and $336 million, respectively, associated with these fees charged to end-users.", "metadata": { "version": "v0", + "chunk_order": 642, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 90, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "f72d0e3f-554f-5ff6-b4a0-ff785eda07b5", + "extraction_id": "1739d713-3fb6-534f-8ddb-7ff9cd6484c7", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.651171585847642, - "text": "The following table presents a reconciliation of net loss attributable to Uber Technologies, Inc., the most directly comparable GAAP financial measure, toAdjusted EBITDA for each of the periods ind\nicated:Year Ended December 31,\n(In millions)", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.638846836158823, + "text": "Other income (expense), net\n\n$\n\nDuring the year ended December 31, 2020, gain on business divestitures, net represented a $154 million gain on the sale of our Uber Eats India operations to Zomato recognized in the first quarter of 2020 and a $77 million gain on the sale of our European Freight Business to sennder GmbH (\u201cSennder\u201d) recognized in the fourth quarter of 2020, partially offset by a $27 million loss on the sale of our JUMP operations to Lime recognized in the second quarter of 2020.\n\n(1)\n\nDuring the year ended December 31, 2021, gain on business divestitures, net represented a $1.6 billion gain on the sale of our ATG Business to Aurora", "metadata": { "version": "v0", + "chunk_order": 799, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 118, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "cfb55758-8051-5ef4-a48b-7a2448593635", - "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", + "extraction_id": "70e9089c-56e0-52f7-80ea-ad66fe1f9a79", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6217785557904453, - "text": "See the section titled Reconciliations of Non-GAAP Financial Measures for our definition and a reconciliation of net loss attributable toUber Technologies, Inc. to Adjusted EBITDA.\nYear Ended December 31,\n(In millions, except percentages)", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6322252592771936, + "text": "2019\n\n100.0 %\n\n60.2 17.6 41.6 22.5 32.8 174.7 (74.7) \u2014 2.8 (71.9) 0.1 (72.0)%\n\n2019 to 2020 % Change\n\n(35) %\n\nsecond quarter of 2021. These increases were offset by investments in driver supply by increasing driver incentives recorded as a reduction to revenue by $942.9 million in 2021 as compared to the prior year as rider demand outpaced driver supply during certain periods of the pandemic recovery in 2021. Revenue in 2020 was also higher in the first quarter of 2020 prior to the implementation of shelter-in-place orders and other travel restrictions across North America beginning March 2020.\n\nWe expect to see continued recovery in demand for our platform and the resulting positive impacts on revenue as there are more widespread immunity levels, more communities reopen and other restrictive travel and social distancing measures in response to COVID-19 are eased. However, we cannot predict the impact of COVID variants and the longer term impact of the pandemic on consumer behavior.\n\nCost of Revenue\n\n2021", "metadata": { "version": "v0", + "chunk_order": 493, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 63, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "e27535ac-c2f0-5a79-94d6-346074607528", + "extraction_id": "5425859b-cbfa-54e4-9729-5f92c6f61efc", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6196261459700446, - "text": "rial respects, the financial condition and results of operations of Uber Technologies, Inc.Date:\nFebruary 24, 2022 By: /s/ Nelson Chai Nelson Chai\nChief Financial Officer\n(Principal Financial Offic\ner)", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6301008528290666, + "text": "For additional discussion, see the risk factor titled \u201c\u2014If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.\u201d included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report. The information in these reports is not a part of this Form 10-K.\n\nAdditional Information\n\nWe were founded in 2009 and incorporated as Ubercab, Inc., a Delaware corporation, in July 2010. In February 2011, we changed our name to Uber\n\nTechnologies, Inc. Our principal executive offices are located at 1515 3rd Street, San Francisco, California 94158, and our telephone number is (415) 612-8582.\n\n10", "metadata": { "version": "v0", + "chunk_order": 77, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 12, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "e972d08a-7dc8-533b-b821-0eff80d7a81e", + "extraction_id": "9dae5d7c-4bcd-52f0-bdfc-a9e327c56069", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.611637363737102, - "text": "rial respects, the financial condition and results of operations of Uber Technologies, Inc.Date:\nFebruary 24, 2022 By: /s/ Dara Khosrowshahi Dara Khosrowshahi\nChief Executive Officer \nand Director(Principal Executive Officer)\nI,", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.6285498210400674, + "text": "Uber Technologies, Inc. (\u201cUber,\u201d \u201cwe,\u201d \u201cour,\u201d or \u201cus\u201d) was incorporated in Delaware in July 2010, and is headquartered in San Francisco, California. Uber is a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B. Uber develops and operates proprietary technology applications supporting a variety of offerings on its platform (\u201cplatform(s)\u201d or \u201cPlatform(s)\u201d). Uber connects consumers (\u201cRider(s)\u201d) with independent providers of ride services (\u201cMobility Driver(s)\u201d) for ridesharing services, and connects Riders and other consumers (\u201cEaters\u201d) with restaurants, grocers and other stores (collectively, \u201cMerchants\u201d) with delivery service providers (\u201cCouriers\u201d) for meal preparation, grocery and other delivery services. Riders and Eaters are collectively referred to as \u201cend-user(s)\u201d or \u201cconsumer(s).\u201d Mobility Drivers and Couriers are collectively referred to as \u201cDriver(s).\u201d Uber also connects consumers with public", "metadata": { "version": "v0", + "chunk_order": 592, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 84, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } }, { - "extraction_id": "82a9e673-6970-5f82-b3f7-cf27f06fd6d3", + "extraction_id": "9bba73a7-4ebf-51f2-8a55-553a93d2ac41", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.6114085779895093, - "text": "ments % %Net loss including non-controlling interests\n(61) %(3) %Less: net loss attributab\nle to non-controlling interests, net of tax % %Net loss attributable to Uber Technologies, Inc.\n(61) %(3) % Totals of percentage of", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.628432135926722, + "text": "Year Ended December 31, 2020\n\n1,000 49 1,189 (27) \u2014 (138) (34) 8,939 (4) 3,824\n\n247 125 2,628 (527) (891) (224) 38 1,379 (92) (4,327)\n\n8,209 34 12,067 $\n\n12,067 (349) 7,391 $\n\n332 $ 133\n\n412 $ 82\n\n14,224 4,229 \u2014 251 9 \u2014 \u2014\n\n\u2014 \u2014 \u2014 196 3,898 171 1,634\n\n2021\n\n675 107 1,484 (27) (307) (226) 101 1,780 (69) 65\n\n7,391 349 7,805\n\n449 87\n\n\u2014 \u2014 232 184 1,868 1,018 \u2014\n\nUBER TECHNOLOGIES, INC.\n\nNOTES TO CONSOLIDATED FINANCIAL STATEMENTS\n\nNote 1 \u2013 Description of Business and Summary of Significant Accounting Policies\n\nDescription of Business", "metadata": { "version": "v0", + "chunk_order": 591, "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 83, + "partitioned_by_unstructured": true, "associated_query": "What was Uber's profit in 2020?" } } @@ -308,14 +493,14 @@ "hybrid_rag": { "results": { "completion": { - "id": "chatcmpl-AC8ihJ9JWaUV4gxNiljwFM3ryCQaN", + "id": "chatcmpl-AEP0BjYF7baSJqZHlIb8v7SK3o0hs", "choices": [ { "finish_reason": "stop", "index": 0, "logprobs": null, "message": { - "content": "The provided context does not contain any information specifically about John Snow. Therefore, I cannot provide an answer based on the given context.", + "content": "The provided context does not contain any information about Jon Snow. Therefore, I am unable to provide an answer based on the given context.", "refusal": null, "role": "assistant", "function_call": null, @@ -323,138 +508,242 @@ } } ], - "created": 1727456819, - "model": "gpt-4o-2024-05-13", + "created": 1727996063, + "model": "gpt-4o-2024-08-06", "object": "chat.completion", "service_tier": null, - "system_fingerprint": "fp_e375328146", + "system_fingerprint": "fp_e5e4913e83", "usage": { - "completion_tokens": 26, - "prompt_tokens": 520, - "total_tokens": 546, + "completion_tokens": 27, + "prompt_tokens": 1904, + "total_tokens": 1931, "completion_tokens_details": { + "audio_tokens": null, "reasoning_tokens": 0 + }, + "prompt_tokens_details": { + "audio_tokens": null, + "cached_tokens": 1664 } } }, "search_results": { "vector_search_results": [ { - "extraction_id": "eb2bc121-0b00-5f70-8eb6-549e1fb1ed72", - "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", + "extraction_id": "c08344bb-1740-5330-a6e1-00b558a0008c", + "document_id": "e797da22-8c5d-54e5-bed5-a55954cf6bf9", + "user_id": "2acb499e-8428-543b-bd85-0d9098718220", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.20639122052297343, + "text": "\n\nAn NFT That Saves Lives\n\nMay 2021Noora Health, a nonprofit I've\nsupported for years, just launched\na new NFT. It has a dramatic name, Save Thousands of Lives,\nbecause that's what the proceeds will do.Noora has been saving lives for 7 years. They run programs in\nhospitals in South Asia to teach new mothers how to take care of\ntheir babies once they get home. They're in 165 hospitals now. And\nbecause they know the numbers before and after they start at a new\nhospital, they can measure the impact they have. It is massive.\nFor every 1000 live births, they save 9 babies.This number comes from a study\nof 133,733 families at 28 different\nhospitals that Noora conducted in collaboration with the Better\nBirth team at Ariadne Labs, a joint center for health systems\ninnovation at Brigham and Women\u2019s Hospital and Harvard T.H. Chan\nSchool of Public Health.Noora is so effective that even if you measure their costs in the\nmost conservative way, by dividing their entire budget by the number\nof lives saved, the cost of saving a life is the lowest I've seen.\n$1,235.For this NFT, they're going to issue a public report tracking how\nthis specific tranche of money is spent, and estimating the number\nof lives saved as a result.NFTs are a new territory, and this way of using them is especially\nnew, but I'm excited about its potential. And I'm excited to see\nwhat happens with this particular auction, because unlike an NFT\nrepresenting something that has already happened,\nthis NFT gets better as the price gets higher.The reserve price was about $2.5 million, because that's what it\ntakes for the name to be accurate: that's what it costs to save\n2000 lives. But the higher the price of this NFT goes, the more\nlives will be saved. What a sentence to be able to write.\n\n\n \n\n\n\n \n\n", + "metadata": { + "version": "v0", + "chunk_id": 0, + "chunk_order": 0, + "document_type": "html", + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" + } + }, + { + "extraction_id": "996675d0-381f-5b26-b4db-5dcc72babdc2", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.28816498588532347, - "text": "to economic, social, weather, and regulatory conditions or other circumstances in each of these large metropolitan areas. Outbreaks of contagiousdiseases", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.17490996867954944, + "text": "Shared and Shared Saver Rides enables unrelated parties traveling along similar routes to benefit from a discounted fare at the cost of possibly longer travel times. With a Shared or Shared Saver Ride, when the first rider requests a ride, our algorithms use the first rider\u2019s destination and attempt to match them with other riders traveling along a similar route. If a match between riders is made, our algorithms re-route the driver to include the pick-up location of the matched rider on the active route. For Shared and Shared Saver Rides, drivers earn a fixed amount based on a number of factors, including the time and distance of the ride, the base fare charged to riders and the level of rider demand. We determine the rider fare based on the predicted time and distance of the ride, the level of rider demand and the likelihood of being able to match additional riders along the given route, and such fare is quoted to the riders prior to their commitment to the ride. The fare charged to the riders is decoupled", "metadata": { "version": "v0", + "chunk_order": 276, "document_type": "pdf", - "associated_query": "Who is John Snow?" + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 36, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "0c3d6bf6-4c46-5360-9316-763136f6f223", - "document_id": "c3291abf-8a4e-5d9d-80fd-232ef6fd8526", + "extraction_id": "2ff890d6-cb3f-5c17-88c0-5194b98ba56e", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.28385223246501545, - "text": "which set the groundwork for the development of modern science.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.16959259872524757, + "text": "s, drivers, and the communities they serve.", "metadata": { "version": "v0", - "document_type": "txt", - "associated_query": "Who is John Snow?" + "chunk_order": 77, + "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 13, + "partitioned_by_unstructured": true, + "unstructured_is_continuation": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "cd4e458e-9536-5e9c-a6c9-8a025b6d990a", - "document_id": "9fbe403b-c11c-5aae-8ade-ef22980c3ad1", + "extraction_id": "b5e169c0-9779-5e30-a644-7bdf8308d8a5", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.28305502038866215, - "text": "which set the groundwork for the development of modern science.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.16769101216250615, + "text": "Our Proprietary Data-Driven Technology Platform\n\nOur robust technology platform powers the millions of rides and connections that we facilitate every day and provides insights that drive our platform in real-time. We leverage historical data to continuously improve experiences for drivers and riders on our platform. Our platform analyzes large datasets covering the ride lifecycle, from when drivers go online and riders request rides, to when they match, which route to take and any feedback given after the rides. Utilizing machine learning capabilities to predict future behavior based on many years of historical data and use cases, we employ various levers to balance supply and demand in the marketplace, creating increased driver earnings while maintaining strong service levels for riders. We also leverage our data science and algorithms to inform our product development.", "metadata": { - "title": "aristotle_v2.txt", - "version": "v1", - "document_type": "txt", - "associated_query": "Who is John Snow?" + "version": "v0", + "chunk_order": 42, + "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 8, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "07f109ee-7744-58cc-b0ac-0d98e979f674", + "extraction_id": "2d5c5f3b-571b-5a4a-a8ce-e07922823f78", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.25786875141449306, - "text": "/or can directly impact platform users;\npublic health concerns or emergencies, such as the current COVID-19 pandemic and other highly communicable diseases or viruses, outbreaks ofwhich have from time to t", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.16550283637625984, + "text": "Several Swiss administrative bodies have issued decisions in which they classify Drivers as employees of Uber Switzerland, Rasier Operations B.V. or of Uber B.V. for social security or regulatory purposes. We are challenging each of them before the Social Security and Administrative Tribunals. In April 2021, a ruling was made that Uber Switzerland could not be held liable for social security contributions. The litigations with regards to Uber B.V. and Raiser Operations B.V. are still pending for years 2014 to 2019. In January 2022, the Social Security Tribunal of Zurich reclassified drivers who have used the App in 2014 as dependent workers of Uber BV and Rasier Operations BV from a social security standpoint, but this ruling has been appealed before the Federal Tribunal and has no impact on our current operations. The ultimate resolution of the social security matters for the other two entities is uncertain and the amount accrued for this matter is recorded within accrued and other current liabilities on the", "metadata": { "version": "v0", + "chunk_order": 855, "document_type": "pdf", - "associated_query": "Who is John Snow?" + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 130, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "8892b315-9e2c-5333-8c98-1b50a0e596c4", - "document_id": "5b1bd54f-4d70-56b9-a017-a618bc75f94c", + "extraction_id": "d0449e9c-80cb-5873-bb89-ada360f473cf", + "document_id": "2f576170-c4f9-5141-a910-a0924f341de4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.24598884630336215, - "text": "completely as soon as it was discovered \u2014 that whatever the church thought\nof the heliocentric model, astronomers must have been convinced as\nsoon as Copernicus proposed it. Far, in fact, from it. Copernicus", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.15934575684717212, + "text": "Universal Vaccine Access Campaign - mobilizes a coalition of partners to provide rides to and from COVID-19 vaccination sites for low-income, underinsured and at-risk communities;\n\nDisaster Response - provides rides to access vital services both leading up to and in the wake of disasters and other local emergencies when roads are safe to do so; and\n\nVoting Access - provides rides to the polls during Federal elections, with a focus on supporting individuals who traditionally face barriers to voting, such as seniors, veterans and communities of color.", "metadata": { "version": "v0", - "document_type": "html", - "associated_query": "Who is John Snow?" + "chunk_order": 80, + "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 13, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "59c4fd2c-1bcf-52ef-b2d1-81856e409a50", - "document_id": "5b1bd54f-4d70-56b9-a017-a618bc75f94c", + "extraction_id": "123a19db-e2ed-5112-9fbd-19afb707ffcb", + "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.24115355471011057, - "text": "Copernican Revolution, where you can see him at work developing the\nidea.[4]\nThis is one reason people with a touch of Asperger's may have\nan advantage in discovering new ideas. They're always flying on\ninstruments.[5]", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.1561906933784496, + "text": "COVID-19\n\nIn March 2020, the World Health Organization declared the outbreak of coronavirus (\u201cCOVID-19\u201d) a pandemic. The COVID-19 pandemic has rapidly changed market and economic conditions globally, impacting Drivers, Merchants, consumers and business partners, as well as our business, results of operations, financial position, and cash flows. Various governmental restrictions, including the declaration of a federal National Emergency, multiple cities\u2019 and states\u2019 declarations of states of emergency, school and business closings, quarantines, restrictions on travel, limitations on social or public gatherings, and other measures have, and may continue to have, an adverse impact on our business and operations, including, for example, by reducing the global demand for Mobility rides. Furthermore, we are experiencing and expect to continue to experience Driver supply constraints, and such supply constraints have been and may continue to be impacted by concerns regarding the COVID-19 pandemic.", "metadata": { "version": "v0", - "document_type": "html", - "associated_query": "Who is John Snow?" + "chunk_order": 426, + "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 51, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "ebe211aa-6385-5965-a6c8-637a97bfa672", + "extraction_id": "00983240-785a-5f53-ba0c-2f848e6f29bd", "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.23118500523656615, - "text": "r long-term shifts in the travel patterns of consumers away from metropolitan areas, due to health concerns regarding epidemicsor", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.1539415625368621, + "text": "nsumers with public transportation networks. Uber uses this same network, technology, operational excellence and product expertise to connect shippers with carriers in the freight industry. Uber is also developing technologies that will provide new solutions to solve everyday problems.", "metadata": { "version": "v0", + "chunk_order": 593, "document_type": "pdf", - "associated_query": "Who is John Snow?" + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 84, + "partitioned_by_unstructured": true, + "unstructured_is_continuation": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "06db6a29-d8cd-53a1-b32b-afb9369ff4f6", + "extraction_id": "37b90a06-bb7d-5146-b667-18f63610ad8c", "document_id": "d421207a-d799-5806-8d67-46b2005b15d4", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.22753206163262585, - "text": "https://www.ycombinator.com/companies/datacurve\nhttps://www.ycombinator.com/companies/ruby-card\nhttps://www.ycombinator.com/companies/schemeflow\nhttps://www.ycombinator.com/companies/zentail\nhttps://www.ycombinator.com/companies/truemetrics", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.15079258666171103, + "text": "https://www.ycombinator.com/companies/watsi\n\nhttps://www.ycombinator.com/companies/movley\n\nhttps://www.ycombinator.com/companies/heypurple\n\nhttps://www.ycombinator.com/companies/pointhound\n\nhttps://www.ycombinator.com/companies/reworkd\n\nhttps://www.ycombinator.com/companies/shoobs\n\nhttps://www.ycombinator.com/companies/strada\n\nhttps://www.ycombinator.com/companies/sweep\n\nhttps://www.ycombinator.com/companies/terminal\n\nhttps://www.ycombinator.com/companies/sante\n\nhttps://www.ycombinator.com/companies/sprx\n\nhttps://www.ycombinator.com/companies/sails-co\n\nhttps://www.ycombinator.com/companies/dyspatch\n\nhttps://www.ycombinator.com/companies/orbio-earth\n\nhttps://www.ycombinator.com/companies/epsilon\n\nhttps://www.ycombinator.com/companies/new-story\n\nhttps://www.ycombinator.com/companies/hatchet-2\n\nhttps://www.ycombinator.com/companies/epsilla\n\nhttps://www.ycombinator.com/companies/resend\n\nhttps://www.ycombinator.com/companies/teamnote\n\nhttps://www.ycombinator.com/companies/thread-2", "metadata": { "version": "v0", + "chunk_order": 19, "document_type": "txt", - "associated_query": "Who is John Snow?" + "unstructured_filetype": "text/plain", + "unstructured_languages": [ + "eng" + ], + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } }, { - "extraction_id": "48fe0852-91df-57ac-9b32-24aecc637109", - "document_id": "5b1bd54f-4d70-56b9-a017-a618bc75f94c", + "extraction_id": "c775cf38-8737-59e8-96fc-4e403041eade", + "document_id": "3e157b3a-8469-51db-90d9-52e7d896b49b", "user_id": "2acb499e-8428-543b-bd85-0d9098718220", - "collection_ids": [], - "score": 0.22600733029754994, - "text": "published the heliocentric model in 1532, but it wasn't till the\nmid seventeenth century that the balance of scientific opinion\nshifted in its favor.\n[5]Few understand how feeble new ideas look when they first appear.", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "score": 0.1487142056993126, + "text": "COVID-19 Response Initiatives\n\nWe continue to prioritize the health and safety of our consumers, Drivers and Merchants, our employees and the communities we serve and continue to believe we will play an important role in the economic recovery of cities around the globe. We are focused on navigating the challenges presented by COVID-19 through preserving our liquidity and managing our cash flow by taking preemptive action to enhance our ability to meet our short-term liquidity needs. The pandemic has reduced the demand for our Mobility offering globally, while accelerating the growth of our Delivery offerings. We have responded to the COVID-19 pandemic by launching new, or expanding existing, services or features on an expedited basis, particularly those related to delivery of food and other goods.", "metadata": { "version": "v0", - "document_type": "html", - "associated_query": "Who is John Snow?" + "chunk_order": 427, + "document_type": "pdf", + "unstructured_filetype": "application/pdf", + "unstructured_languages": [ + "eng" + ], + "unstructured_page_number": 51, + "partitioned_by_unstructured": true, + "associated_query": "Who is Jon Snow?" } } ], @@ -468,11 +757,11 @@ "choices": [ { "message": { - "content": "[{\"extraction_id\": \"dccb91ff-5f99-5d05-ac2c-f816666722b3\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.7521053104337878, \"text\": \"Lyft, Inc.Consolidated Statements of Operations\\n(in thousands, except for per share data\\n) Year Ended December 31,\\n2021\\n2020 2019 Revenue\\n$ 3,208,323 $ 2,364,681 $ 3,615,960 Costs and expenses\\nCost of revenue\", \"metadata\": {\"version\": \"v0\", \"document_type\": \"pdf\", \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"b10d9872-12b7-595e-a52a-3aec28c9979c\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.7355356970110133, \"text\": \"of Lyft rideshare and fleet data. 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The Company will receive, in total, approximately $515 million in cash in connection with this transaction, with $165 million paid upfrontand\", \"metadata\": {\"version\": \"v0\", \"document_type\": \"pdf\", \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"6b24b706-621b-5585-bd7c-c36d02c2ca31\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6316942415601919, \"text\": \"Lyft, Inc.Notes to Consolidated Financial Statements\\n1. Description of Business and Basis of Presentation\\nOrganization and Description of Business\\nLyft,\", \"metadata\": {\"version\": \"v0\", \"document_type\": \"pdf\", \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"8a038741-12a0-5772-a92a-fd6fc28ed543\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6263277602801762, \"text\": \"ride in the Lyft App. This update resulted in a 0.01% increase, or an additional 927 Active Riders in the fourth quarter of 2020. Prior to the fourth quarter of 2020, allConcierge riders were exc\", \"metadata\": {\"version\": \"v0\", \"document_type\": \"pdf\", \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"e15d31fb-7cf0-5271-a5c4-f404dd8c13b9\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [], \"score\": 0.6254095881689086, \"text\": \"We\\n have audited the accompanying consolidated balance sheets of Lyft, Inc. and its subsidiaries (the Company) as of December 31, 2021 and 2020, and therelated consolidated statements of\", \"metadata\": {\"version\": \"v0\", \"document_type\": \"pdf\", \"associated_query\": \"What was Lyft's profit in 2020?\"}}]Lyft did not make a profit in 2020. Instead, the company reported a net loss of $1,752,857,000 for the year ended December 31, 2020 [4]." + "content": "[{\"extraction_id\": \"31e7a71c-0f89-5b27-972e-89bb8eb1415a\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6675316889565188, \"text\": \"Total Stockholders\\u2019 Equity (Deficit) 1,676,163\\n\\n5,184\\n\\n\\u2014\\n\\n(26,298)\\n\\n28,637\\n\\n(1) 721,710 (2,038) (1,009,359) 1,393,998\\n\\nLyft, Inc. 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Consolidated Statements of Comprehensive Loss (in thousands)\\n\\nNet loss Other comprehensive income (loss)\\n\\n$\\n\\nYear Ended December 31, 2020 (1,752,857) $\\n\\n2021 (1,009,359) $\\n\\nForeign currency translation adjustment Unrealized gain (loss) on marketable securities, net of taxes\\n\\nOther comprehensive income (loss)\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 567, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 79, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"66efee73-7df1-5786-b56b-3b0a6f9bf390\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6629626355789533, \"text\": \"Overview\\n\\nLyft, Inc (the \\u201cCompany\\u201d or \\u201cLyft\\u201d) started a movement to revolutionize transportation. In 2012, we launched our peer-to-peer marketplace for on-demand ridesharing and have continued to pioneer innovations aligned with our mission. Today, Lyft is one of the largest multimodal transportation networks in the United States and Canada.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 16, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 5, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"f043e24f-5d5d-531e-973a-277e65f3b10e\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6602276170118095, \"text\": \"Revenues from Contracts with Customers (ASC 606)\\n\\nWe generate substantially all our revenue from our ridesharing marketplace that connects drivers and riders. We recognize revenue from fees paid by drivers for use of our Lyft Platform offerings in accordance with ASC 606 as described in Note 2 of the notes to our consolidated financial statements. Drivers enter into terms of service (\\u201cToS\\u201d) with us in order to use our Lyft Driver App.\\n\\n58\\n\\n2019 to 2020 % Change\\n\\n19.0% (1.8)% (6.7)% 2.3%\\n\\nWe provide a service to drivers to complete a successful transportation service for riders. This service includes on-demand lead generation that assists drivers to find, receive and fulfill on-demand requests from riders seeking transportation services and related collection activities using our Lyft Platform. As a result, our single performance obligation in the transaction is to connect drivers with riders to facilitate the completion of a successful transportation service for riders.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 459, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 58, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"095cb246-80ec-5c35-96b4-ba902851e0e7\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6476712260834182, \"text\": \"Corporate Information\\n\\nWe were incorporated in 2007 as Bounder Web, Inc., a Delaware corporation. In 2008, we changed our name to Zimride, Inc. We founded Lyft in 2012 and\\n\\nchanged our name to Lyft, Inc. in 2013 when we sold the assets related to our Zimride operations.\\n\\n13\\n\\nAvailable Information\\n\\nOur website is located at www.lyft.com, and our investor relations website is located at investor.lyft.com. Copies of our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and amendments to these reports filed or furnished pursuant to Section 13(a) or 15(d) of the Exchange Act, as amended, are available free of charge on our investor relations website as soon as reasonably practicable after we file such material electronically with or furnish it to the Securities and Exchange Commission (the \\u201cSEC\\u201d). The SEC also maintains a website that contains our SEC filings at www.sec.gov.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 82, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 13, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"0da7d65c-a0e7-541f-a404-71f32346d988\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6405097674715796, \"text\": \"We generate substantially all of our revenue from our ridesharing marketplace that connects drivers and riders. We collect service fees and commissions from drivers for their use of our ridesharing marketplace. As drivers accept more rider leads and complete more rides, we earn more revenue. We also generate revenue from riders renting Light Vehicles, drivers renting vehicles through Express Drive, Lyft Rentals renters, Lyft Driver Center and Lyft Auto Care users, and by making our ridesharing marketplace available to organizations through our Lyft Business offerings, such as our Concierge and Corporate Business Travel programs. In the second quarter of 2021, we began generating revenues from licensing and data access agreements, primarily with third-party autonomous vehicle companies.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 20, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 5, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"f7cdb289-ca94-5e40-909d-7a01a8a5d378\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6394687509853404, \"text\": \"Revenue Recognition\\n\\nThe Company generates its revenue from its multimodal transportation networks that offer access to a variety of transportation options through the Lyft Platform and mobile-based applications. Substantially all of the Company\\u2019s revenue is generated from its ridesharing marketplace that connects drivers and riders and is recognized in accordance with Accounting Standards Codification Topic 606 (\\u201cASC 606\\u201d). In addition, the Company generates revenue in accordance with ASC 606 from licensing and data access, primarily with third-party autonomous vehicle companies. The Company also generates rental revenue from Flexdrive, its network of Light Vehicles and Lyft Rentals, which is recognized in accordance with Accounting Standards Codification Topic 842 (\\u201cASC 842\\u201d).\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 591, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 86, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"14c06942-0f82-5a5f-9936-03919f6dac96\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6308834176729083, \"text\": \"Light Vehicle Rider and Lyft Rentals Renter Incentives\\n\\nIncentives offered to Light Vehicle riders and Lyft Rentals renters were not material for the years ended December 31, 2021 and 2020.\\n\\nFor the years ended December 31, 2021, 2020 and 2019, in relation to the driver, rider, Light Vehicle riders and Lyft Rentals renters incentive programs, the Company recorded $1.3 billion, $390.8 million and $560.3 million as a reduction to revenue and $64.7 million, $135.0 million and $381.5 million as sales and marketing expense, respectively.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 611, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 89, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"e0f5bd80-c3d2-58d6-a310-e04fa1618a5a\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6294196468937618, \"text\": \"Software Development Costs\\n\\nThe Company incurs costs related to developing the Lyft Platform and related support systems. The Company capitalizes development costs related to the Lyft Platform and related support systems once the preliminary project stage is complete and it is probable that the project will be completed and the software will be used to perform the function intended. The Company capitalized $16.2 million and $12.8 million of software development costs during the year ended December 31, 2021 and 2020, respectively. For the year ended December 31, 2019, capitalized software development costs was not material.\\n\\nInsurance Reserves\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 649, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 94, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}, {\"extraction_id\": \"ab302f43-5dcf-5e04-82ee-754565cd1cda\", \"document_id\": \"2f576170-c4f9-5141-a910-a0924f341de4\", \"user_id\": \"2acb499e-8428-543b-bd85-0d9098718220\", \"collection_ids\": [\"122fdf6a-e116-546b-a8f6-e4cb2e2c0a09\"], \"score\": 0.6209709459253888, \"text\": \"32.1\\u2020\\n\\nCertifications of Principal Executive Officer and Principal Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.\\n\\n101\\n\\nThe following financial information from Lyft, Inc.\\u2019s Annual Report on Form 10-K for the fiscal year ended December 31, 2021 formatted in Inline XBRL (eXtensible Business Reporting Language): (i) Consolidated Statements of Operations for the fiscal years ended December 31, 2021, 2020 and 2019; (ii) Consolidated Statements of Comprehensive Income (Loss) for the fiscal years ended December 31, 2021, 2020, and 2019; (iii) Consolidated Balance Sheets as of December 31, 2021 and 2020; (iv) Consolidated Statements of Cash Flows for the fiscal years ended December 31, 2021, 2020, and 2019; (v) Consolidated Statements of Redeemable Convertible Preferred Stock and Stockholders\\u2019 Equity for the fiscal years ended December 31, 2021, 2020, and 2019; and (vi) Notes to the Consolidated Financial Statements.\", \"metadata\": {\"version\": \"v0\", \"chunk_order\": 817, \"document_type\": \"pdf\", \"unstructured_filetype\": \"application/pdf\", \"unstructured_languages\": [\"eng\"], \"unstructured_page_number\": 127, \"partitioned_by_unstructured\": true, \"associated_query\": \"What was Lyft's profit in 2020?\"}}]Lyft's profit in 2020 was not a profit but a net loss. According to the provided context, Lyft reported a net loss of $1,752,857,000 for the year ended December 31, 2020 [2]." } } ] } } } -} +} \ No newline at end of file diff --git a/py/tests/regression/observed_outputs/test_user_management.json b/py/tests/regression/observed_outputs/test_user_management.json index 334326110..38180fe2d 100644 --- a/py/tests/regression/observed_outputs/test_user_management.json +++ b/py/tests/regression/observed_outputs/test_user_management.json @@ -1,15 +1,15 @@ { "register_user": { "results": { - "id": "763b61e9-906f-5d22-bc64-d6359bd03fa5", - "email": "test_4c8d38b7@example.com", + "id": "45c36a22-6c43-56a7-b319-9abaae3f1bc0", + "email": "test_6b09cf57@example.com", "is_active": true, "is_superuser": false, - "created_at": "2024-09-27T18:10:40.666080Z", - "updated_at": "2024-09-27T18:10:40.666080Z", + "created_at": "2024-10-03T23:00:58.216612Z", + "updated_at": "2024-10-03T23:00:58.216612Z", "is_verified": false, "collection_ids": [], - "hashed_password": "$2b$12$Hs4sNysr/D.9FCfTt5VgDe3uwOM38yrfQC4kXG6B/OnhQwkBV/uGu", + "hashed_password": "$2b$12$TSiUhA7qXile9sAIwsde0uDFXuAitx5l7d79zq7H8pQitGgl1lmMi", "verification_code_expiry": null, "name": null, "bio": null, @@ -19,26 +19,28 @@ "login_user": { "results": { "access_token": { - "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzRjOGQzOGI3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI3NDY0MjQwLjk0MDY4MiwidG9rZW5fdHlwZSI6ImFjY2VzcyJ9.hgdGN36hMp-Seed4dXY3uhbATa2FyMG1ikPFe1FrS6U", + "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzZiMDljZjU3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4MDAwMDU4LjUxMjY4NCwidG9rZW5fdHlwZSI6ImFjY2VzcyJ9.EnGuTyqILBZFTZdI22mYXjuNs0KsC03Mu7wDh8I6VUE", "token_type": "access" }, "refresh_token": { - "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzRjOGQzOGI3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4MDY1NDQwLCJ0b2tlbl90eXBlIjoicmVmcmVzaCJ9.3PiG-JsbdcwZzbmF6CnJ93GhDZT3EOjgso_xymAZzvk", + "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzZiMDljZjU3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4NjAxMjU4LCJ0b2tlbl90eXBlIjoicmVmcmVzaCJ9.twvIBFxz_I8nODyNcWW8keJvHL7PEFBieqLm18pxol8", "token_type": "refresh" } } }, "user_info": { "results": { - "id": "763b61e9-906f-5d22-bc64-d6359bd03fa5", - "email": "test_4c8d38b7@example.com", + "id": "45c36a22-6c43-56a7-b319-9abaae3f1bc0", + "email": "test_6b09cf57@example.com", "is_active": true, "is_superuser": false, - "created_at": "2024-09-27T18:10:40.666080Z", - "updated_at": "2024-09-27T18:10:40.666080Z", + "created_at": "2024-10-03T23:00:58.216612Z", + "updated_at": "2024-10-03T23:00:58.216612Z", "is_verified": true, - "collection_ids": [], - "hashed_password": "$2b$12$Hs4sNysr/D.9FCfTt5VgDe3uwOM38yrfQC4kXG6B/OnhQwkBV/uGu", + "collection_ids": [ + "20efadf0-b06f-5685-a969-ba2800d8fee4" + ], + "hashed_password": "$2b$12$TSiUhA7qXile9sAIwsde0uDFXuAitx5l7d79zq7H8pQitGgl1lmMi", "verification_code_expiry": null, "name": null, "bio": null, @@ -51,30 +53,16 @@ } }, "update_profile": { - "results": { - "id": "763b61e9-906f-5d22-bc64-d6359bd03fa5", - "email": "test_4c8d38b7@example.com", - "is_active": true, - "is_superuser": false, - "created_at": "2024-09-27T18:10:40.666080Z", - "updated_at": "2024-09-27T18:10:41.536066Z", - "is_verified": true, - "collection_ids": [], - "hashed_password": null, - "verification_code_expiry": null, - "name": "John Doe", - "bio": "R2R enthusiast", - "profile_picture": null - } + "results": "AuthMethods.update_user() missing 1 required positional argument: 'user_id'" }, "refresh_token": { "results": { "access_token": { - "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzRjOGQzOGI3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI3NDY0MjQxLjU1MjMwNywidG9rZW5fdHlwZSI6ImFjY2VzcyJ9.jphB-DO_Ny2sm_AEI05kvrGkcJrI7rL_OX-JBdZ2kUs", + "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzZiMDljZjU3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4MDAwMDU5LjAzNjY0MywidG9rZW5fdHlwZSI6ImFjY2VzcyJ9.jqD5fmtx_FP6OGA8N2cjIWx9lD-MBVqP1EnY564ecVM", "token_type": "access" }, "refresh_token": { - "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzRjOGQzOGI3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4MDY1NDQxLCJ0b2tlbl90eXBlIjoicmVmcmVzaCJ9.QgucJVlZsP2MTVqvUrOma6wv-V2fmKq9FkVleKsVvMM", + "token": "eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzdWIiOiJ0ZXN0XzZiMDljZjU3QGV4YW1wbGUuY29tIiwiZXhwIjoxNzI4NjAxMjU5LCJ0b2tlbl90eXBlIjoicmVmcmVzaCJ9.dQKCMP8-irRaZ0NiP7Pkh6aQdHDwG_ZTyIDiLFZV9vw", "token_type": "refresh" } } @@ -87,22 +75,42 @@ "is_superuser": true, "is_active": true, "is_verified": true, - "created_at": "2024-09-27T18:10:22.934012Z", - "updated_at": "2024-09-27T18:10:22.934012Z", - "collection_ids": [], - "num_files": 0, - "total_size_in_bytes": 0, - "document_ids": [] + "created_at": "2024-10-03T16:58:58.104181Z", + "updated_at": "2024-10-03T16:58:58.104181Z", + "collection_ids": [ + "122fdf6a-e116-546b-a8f6-e4cb2e2c0a09" + ], + "num_files": 15, + "total_size_in_bytes": 8862496, + "document_ids": [ + "5b1bd54f-4d70-56b9-a017-a618bc75f94c", + "30f950f0-c692-57c5-b6ec-ff78ccf5ccdc", + "2f576170-c4f9-5141-a910-a0924f341de4", + "3e157b3a-8469-51db-90d9-52e7d896b49b", + "451adbbd-e24e-5c9b-80a8-f424b6c7accb", + "d421207a-d799-5806-8d67-46b2005b15d4", + "db02076e-989a-59cd-98d5-e24e15a0bd27", + "716fea3a-826b-5b27-8e59-ffbd1a35455a", + "7b0f40c5-2ace-5781-ae35-ead99ddee8c5", + "c3291abf-8a4e-5d9d-80fd-232ef6fd8526", + "e797da22-8c5d-54e5-bed5-a55954cf6bf9", + "7c1105fc-8f62-5a8f-ac81-fe88f3ec9e4c", + "57eec3df-cf68-5559-a80d-ae3fb55b9af1", + "01d514a4-5cb1-5c86-be8c-0c5c312a02c9", + "52e12576-090f-59db-91f4-6d4b2e29ae6c" + ] }, { - "user_id": "763b61e9-906f-5d22-bc64-d6359bd03fa5", - "email": "test_4c8d38b7@example.com", + "user_id": "45c36a22-6c43-56a7-b319-9abaae3f1bc0", + "email": "test_6b09cf57@example.com", "is_superuser": false, "is_active": true, "is_verified": true, - "created_at": "2024-09-27T18:10:40.666080Z", - "updated_at": "2024-09-27T18:10:41.536066Z", - "collection_ids": [], + "created_at": "2024-10-03T23:00:58.216612Z", + "updated_at": "2024-10-03T23:00:59.019061Z", + "collection_ids": [ + "20efadf0-b06f-5685-a969-ba2800d8fee4" + ], "num_files": 0, "total_size_in_bytes": 0, "document_ids": [] @@ -117,7 +125,7 @@ }, "delete_account": { "results": { - "message": "User account dd9da79c-d3c2-56d5-b26e-598db8c124c0 deleted successfully." + "message": "User account f7495bfb-58e1-539e-8b8d-6cb61f821c2b deleted successfully." } } -} +} \ No newline at end of file diff --git a/py/tests/regression/runner.py b/py/tests/regression/runner.py index 4d1701b1c..68526d4a0 100644 --- a/py/tests/regression/runner.py +++ b/py/tests/regression/runner.py @@ -20,10 +20,10 @@ def __init__( self.client = R2RClient(base_url=base_url) self.tests: List[BaseTest] = [] self.test_order = [ - # "TestDocumentManagement", - # "TestRetrieval", + "TestDocumentManagement", + "TestRetrieval", "TestUserManagement", - # "TestObservability", + "TestObservability", "TestGroupManagement", ] self.check_only = check_only diff --git a/py/tests/regression/test_cases/test_retrieval.py b/py/tests/regression/test_cases/test_retrieval.py index 54be2f790..98de4b0e3 100644 --- a/py/tests/regression/test_cases/test_retrieval.py +++ b/py/tests/regression/test_cases/test_retrieval.py @@ -60,7 +60,7 @@ def basic_rag_test(self, client): def hybrid_rag_test(self, client): try: - return client.rag("Who is John Snow?", {"use_hybrid_search": True}) + return client.rag("Who is Jon Snow?", {"use_hybrid_search": True}) except Exception as e: return {"results": str(e)}