'We act like owners' is one of the cultural norms Uber adopted in its 2017-2018 cultural reset under Dara Khosrowshahi - written with employee input precisely because the company had learned what happens when accountability is optional. At Uber the value has an operational sharpness that generic ownership talk lacks: the product is a real-time marketplace operating in thousands of cities, and the failure modes are physical and financial - a driver not paid correctly, a rider stranded at an airport, a merchant's dinner rush routed wrong. Systems like dispatch, pricing, and payouts span dozens of teams, so the most dangerous bugs live in the seams where three services meet and no single team's dashboard turns red. Acting like an owner means the person who notices the seam problem drives it to resolution, including the parts that run in other teams' code. In behavioral rounds, interviewers probe the boundaries of your ownership: did you fix root causes or symptoms, did you follow the problem across team lines, did you stay accountable for outcomes ('drivers got paid') rather than outputs ('my service returned 200s'), and did you own the long tail - the monitoring, the backfill, the prevention - after the exciting part ended. They are also alert to ownership's failure mode, the hero who bypasses on-call processes and other teams' review to 'just fix it.' The strong signal is end-to-end accountability exercised through the system - pulling in the right teams, keeping the thread, closing the loop with affected users - not around it. The anti-signals are ticket-filing as an end state, 'not my service' framing, and stories where impact on real users is never quantified.