“What we’re looking for is evidence that the company can reaccelerate revenue growth after the last few quarters,” said Tom White, a senior vice president at the financial firm D.A. Davidson.

The ride-hailing industry has faced scrutiny in recent months for the way its businesses burn money with no imminent likelihood of profits. Companies must constantly spend freely for incentives to attract passengers and drivers and to fend off competition. Both Uber and its rival Lyft were questioned by investors this year about their business models as they prepared to list on the stock market.

Lyft has also reported a series of deep losses. This week, it said it lost $644.2 million in the second quarter, though it added that it expected that amount to abate. Several months earlier, Lyft had also posted a particularly steep loss related to stock-based compensation payouts to its employees.

Like many technology start-ups, Uber and Lyft recruited employees with stock options that they said could make the workers wealthy when the companies went public. The costs of that practice have now materialized. Uber said it projected spending $450 million to $500 million on stock-based compensation in the third quarter.

Mr. Khosrowshahi has been working to cut costs and shift management. In June, he ousted two top executives: the chief operating officer and the chief marketing officer. Last month, he laid off a third of the marketing staff, or about 400 people, which he said during an earnings call was necessary to speed up the team’s decision-making. Three board members have also stepped down since Uber’s I.P.O.

The board changes have been led by the company’s chairman, Ron Sugar, Mr. Khosrowshahi said on Thursday. He added that they were part of a natural shift after a public offering.

“This is a different Uber,” he said in the interview. Since the I.P.O., “I get to spend more time internally with our employees. What I’m insisting on is excellent execution.”

