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The ride-hailing company faces at least five U. Shortly after taking over Uber Technologies Inc. The very attributes that, for years, set the company on a rocket-ship trajectory—a tendency to ignore rules, to compete with a mix of ferocity and paranoia—have unleashed forces that are now dragging Uber back down to earth.

Uber faces at least five criminal probes from the Justice Department—two more than previously reported. Brazil is weighing legislation that could make the service illegal—or at least treat it more like a taxi company, which is nearly as offensive in the eyes of Uber.

Interviews with more than a dozen current and former employees, including several senior executives, describe a widely held view inside the company of the law as something to be tested.

Travis Kalanick, the co-founder and former CEO, set up a legal department with that mandate early in his tenure. The approach created a spirit of rule-breaking that has now swamped the company in litigation and federal inquisition, said the people, who asked not to be identified discussing sensitive matters.

When he was dissatisfied with performance in one of the hundreds of cities where Uber operates, Kalanick would dive in by texting local managers to up their game, set extraordinary growth targets or attack the competition. His interventions sometimes put the company at greater legal risk, a group of major investors claimed when they ousted him as CEO in June. Khosrowshahi has been on an apology tour on behalf of his predecessor since starting. Spokespeople for Kalanick, Uber and the Justice Department declined to comment.

After a couple years of constant sparring with authorities, Kalanick recognized he needed help and hired Yoo as the first general counsel in Kalanick railed against the model publicly, arguing that these new hometown rivals were breaking the law.

But no one was shutting them down. Kalanick, a fiercely competitive entrepreneur, asked Yoo to help draft a legal framework to get on the road. Meanwhile, other ride-hailing startups at home and around the world were raising hundreds of millions apiece. Kalanick was determined to clobber them. It became common practice all over the world, five people familiar with the process said. Staff eventually found a more efficient way to undermine its competitors: software.

The tool was photos lifting visage avant après used on Grab, the main competitor in Southeast Asia. It was a tongue-in-cheek reference to the Heaven program, which allows employees to see where Uber drivers are in a city at a given moment.

The legal team decided the law was unclear on such tactics and approved Hell in the U. They signed off on Greyball, a tool that could tag select customers and show them a different version of the app. Workers used Greyball to obscure the actual locations of Uber drivers from customers who might inflict harm on them.

The company realized it could apply the same approach with law enforcement to help Uber drivers avoid tickets. Greyball, which was first covered by the New York Times, was deployed widely in and outside the U.

Kalanick indicated from the beginning that what he wanted to achieve with Yoo was legally ambitious. By the end of the match, Yoo said she felt liberated. I have to go to what is best for my company, what is best for my legal department.

And I should view this as, actually, freedom to do things the way I think things should be done, rather than the way other people do it. Even when Yoo had differences of opinion with Kalanick, she at times failed to challenge him or his deputies, or to raise objections to the board. After a woman in Delhi was raped by an Uber driver, the woman sued the company. The mishandling of the medical document led to a second lawsuit from the woman this year. Alexander declined to comment through a spokesman.

InKalanick hired Sullivan, the former chief security officer at Facebook. Sullivan started his career as a federal prosecutor in computer hacking and intellectual property law.

A few months after joining Uber, Sullivan shut down Hell, though other data-scraping programs continued. Another Sullivan division was called the Strategic Services Group. The SSG has hired contractors to surveil competitors and conducts extensive vetting on potential hires, two people said. Last year, Uber hired private investigators to monitor at least one employee, three people said. Unknown to the outside world, he also took the title of deputy general counsel, four people said.

The designation could allow him to assert attorney-client privilege on his communications with colleagues and make his e-mails more difficult for a prosecutor to subpoena.

As Uber became a global powerhouse, the balance between innovation and compliance took on more importance. An Uber attorney asked Kalanick during a company-wide meeting in late whether employees always needed to follow local ride-hailing laws, according to three people who attended the meeting. Kalanick repeated an old mantra, saying it depended on whether the law was being enforced. The company needed to adhere to the law no matter what, because Uber would need to demonstrate a culture of legal compliance if it ever had to defend itself in a criminal investigation, she argued in the email.

Kalanick continued to encourage experimentation. Using one tool, called Cascade, the company set fares for drivers using a longstanding formula of mileage, time and demand.

Drivers began to notice a discrepancy, and Uber was slow to fully explain what was going on. In the background, employees were using Firehouse to run large-scale experiments offering discounts to some passengers but not to others.

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As with Greyball and other programs, attorneys failed to ensure Firehouse was used within the parameters approved in legal review. Some cities require commercial fares to be calculated based on time and distance, and federal law prohibits price discrimination. Uber was sued in New York over pricing inconsistencies in May, and the case is seeking class-action status.

The Justice Department has also opened a criminal probe into questions about pricing, two people familiar with the inquiry said. As the summer of dragged on, Yoo became more critical of Kalanick, said three former employees. In the process, Otto co-founder Anthony Levandowski told the company he had files from his former employer, Alphabet, the people said.

Yoo expressed reservations about the deal, although accounts vary on whether those were conveyed to Kalanick. The judge in that case referred the matter to U. As scandal swirled, Kalanick started preaching the virtues of following the law. A few weeks later, Kalanick spoke about the same topic at an all-hands meeting. Despite their quarrels and mounting legal pressure, Kalanick told employees in May that he was promoting Yoo to chief legal officer.