The FTC just dropped a 44-page complaint against Uber for deceptive practices around its Uber One subscription. You might think: legal drama, not my lane.
But here's the truth: this isn't just a lawsuit. It's a product teardown—one that exposes what happens when growth strategy is prioritized over user trust.
If you're a PM, treat this like a red-team exercise for your own work. Because the line between "high-converting" and "manipulative" is thinner than you think.
The Allegations: Design Weaponized
According to the FTC, Uber:
- Enrolled users into Uber One without proper consent
- Buried disclosures behind vague copy and subtle UI nudges
- Charged users without them realizing it
- Made cancellation take up to 32 steps across 23 screens
- Advertised "cancel anytime" while designing flows to prevent it
Translation: dark patterns, operationalized at scale.
This wasn't a bug. It was the business model.
The Real Cost of "Optimizing"
Sure, churn likely dropped. KPIs probably looked great.
But here's what else happened:
- 🚨 Class-action lawsuits
- 📉 Erosion of brand trust
- 👀 Federal regulators crawling through their product flows
- ⏳ Countless exec hours spent on PR damage control
Growth that erodes trust isn't growth. It's debt. And that debt always comes due.
What You Should Take Away as a PM
This case isn't just about cancel buttons. It's about how product decisions—made under the guise of optimization—can metastasize into systemic abuse.
1. Consent Is Not a Checkbox
If your product relies on users skimming, misreading, or giving up—you're not designing an experience, you're running a con.
Ask yourself: Would a reasonable user clearly understand what they're opting into?
If not, it's not consent. It's manipulation.
2. Friction Is Not Neutral
Not all friction is bad. Some clarifies. Some protects. But friction that exists only to trap users or delay action?
That's not design. That's entrapment.
Ask: Does this friction serve the user's interest—or only ours?
3. Legal Isn't the Bar—It's the Floor
"It passed legal" isn't a defense. The FTC's complaint proves that legal sign-off won't save you from a headline.
Ask: Would I be proud to walk a user through this flow, step by step?
If not, don't ship it.
4. Your Metrics Might Be Lying to You
Retention isn't real if it's coerced. Growth isn't real if it comes from confusion.
Ask: Are people staying because they love us—or because they can't figure out how to leave?
Interrogate your metrics, not just your roadmap.
A Litmus Test: Try Canceling Your Own Product
Take 15 minutes. Try to cancel your product's subscription as if you were a frustrated user. No shortcuts. No internal tools.
- How many steps does it take?
- Is the path obvious?
- Is the language clear or evasive?
- Are there guilt trips, roadblocks, or dead ends?
If you're embarrassed by what you find—you already have your roadmap.
What Ethical Subscription UX Looks Like
Here's a baseline for sustainable, defensible subscription design:
✅ Transparent Enrollment
- Clear pricing, billing frequency, and renewal details up front
- CTA buttons that mean what they say ("Start $9.99/mo" > "Try Now")
✅ Real Free Trials
- Tell users exactly when they'll be charged
- Send reminders before billing
✅ Easy, Respectful Cancellation
- One path. Few steps. No scavenger hunts.
- Bonus: offer pause options for seasonal churn
If you need 23 screens to prevent churn, your product isn't sticky—it's hostile.
The KPI That's Missing: Customer Dignity
Start tracking it:
- Can users control their experience?
- Do they feel respected, even when leaving?
- Are they making informed decisions—or clicking out of fatigue?
You're not just designing flows. You're designing relationships.
Final Thought
The Uber case is a wake-up call.
The systems we design are our responsibility. That includes the nudges, the defaults, the offboarding flow, and the metrics we choose to celebrate.
You don't need an FTC lawsuit to fix it.
You just need to care.