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If delivery is done with a drone, and instead of a 25-minute to 30-minute delivery, you get habituated. The magic is a 10 to 15-minute delivery. Cheaper, faster, better.
So I think what's incredible is what's magical now is going to seem normal to all of us 10 years from now.
We think that over a long period of time... we think the lucid midsize that they are building for us and neuro together, it'll be a $60,000, $70,000 car. At those kinds of prices, you can actually bring the cost of transportation down for the population. And what we see is as we bring the cost of our services down, demand goes up.
I think drones for food and other grocery are going to start hitting real scale over the next two to five years.
we want to bring a lot of value to you as it relates to the booking experience... I want the value to carry into the market. You book a hotel in San Francisco. We go through your email if you open up for us, and we already collect your information on your flight. We pre-book an Uber to the airport. We pre-book an Uber from the airport to your hotel because we already know where you're staying. And ideally, when you get to the hotel, we know you're approaching the hotel. Either we give the front
i look at the percentage of gross bookings that come from uber one members and for example with eats is getting to that 50 mark and it is it's priced the same exact as our competitors and we have more content which is there's you not only get delivery benefits but you get mobility benefits so over a long period of time we think that'll be a winning uh strategy
Acquisitions will not be the baseline strategy for Uber's business over the next three years.
What happened: Uber did not use acquisitions as its main growth strategy during 2024‑2026; the company focused on internal product development and made only a handful of small, non‑baseline acquisitions, but no major acquisition spree.
Verify at source ↗for example, a Wave who's focused on building one end-to-end model that they licensed to OEMs. And we will be responsible, essentially, for all the demand.
So we've got over 30 partnerships now with incredible partners like a Waymo to a Neuro and Lucid to an NVIDIA that is building not just compute and sensors, but also a software driver now to companies like Wabi and Wave, Wii Rides of the World, Pony AIs of the World.
Now, drivers in Austin and Atlanta, where we have two big partnerships with Waymo, drivers on the Uber platform, they're making more money. The number of drivers joining the platform is increasing because it looks like AVs are actually adding incremental demand to the platform. So we have good news early.
And the same will be true of a subset of AVs, which is a Waymo. Of course, they want to build their own brand and their own channel. But at the same time, we are able to drive more utilization for them when their cars are on our network.
we want to bring a lot of value to you as it relates to the booking experience... I want the value to carry into the market. You book a hotel in San Francisco. We go through your email if you open up for us, and we already collect your information on your flight. We pre-book an Uber to the airport. We pre-book an Uber from the airport to your hotel because we already know where you're staying. And ideally, when you get to the hotel, we know you're approaching the hotel. Either we give the front
the more you interact with our platform, the more services you have, the more you interact with those services, the more you come back. So, more content meant more retention.
the first year of membership is a year where we lose money on you, but we're going to make money on you two, three, four years from now.
I think drones for food and other grocery are going to start hitting real scale over the next two to five years.
If delivery is done with a drone, and instead of a 25-minute to 30-minute delivery, you get habituated. The magic is a 10 to 15-minute delivery. Cheaper, faster, better.
We think that over a long period of time... we think the lucid midsize that they are building for us and neuro together, it'll be a $60,000, $70,000 car. At those kinds of prices, you can actually bring the cost of transportation down for the population. And what we see is as we bring the cost of our services down, demand goes up.
we have a partnership with basically every AV provider... we're in a great position to make sure that we are the largest amalgamator of AV supply, just like we are the largest amalgamator of transportation services around the world.
drivers in Austin and Atlanta, where we have two big partnerships with Waymo, drivers on the Uber platform, they're making more money. The number of drivers joining the platform is increasing because it looks like AVs are actually adding incremental demand to the platform.
I don't think it's going to be black or white, which is, do we only compete or do we only work together? We think there's going to be an amalgamation of business models.
But at the same time, we are able to drive more utilization for them when their cars are on our network.
So I think what's incredible is what's magical now is going to seem normal to all of us 10 years from now.
AVs that are on our network are 30% or more busy than, let's say, 1P AVs who aren't using our network.
We just announced a billion-dollar financing line with Santander for EV fleets and AV fleets.
It's very early, but it's moving very fast. So we've got over 30 partnerships now with incredible partners like a Waymo to a Neuro and Lucid to an NVIDIA that is building not just compute and sensors, but also a software driver now to companies like Wabi and Wave, Wii Rides of the World, Pony AIs of the World.
to rebuild it from the ground up, that's much harder. And that's where I'm coming in and really pushing the teams to think about processes from a first principles standpoint and the impact of AI on those.
we are the AI-native company or ML-native company in terms of where the technology has come from, it's been occurring all parts of the business.
Obviously, the challenge of opportunity now is the rise of AI, both as an internal tool as to how we build. ... I've never, ever seen a pace of change so fast.
there was a lot of talent inside of Uber
the company lost trust with stakeholders, with regulators, with the public
I think fundamentally was strong
the business itself was very dynamic, hugely competitive
We are shaping how the world moves. We're a huge part of people's lives. We've got over 10 million couriers and drivers on the platform.
It seemed pretty chaotic and pretty difficult.
i look at the percentage of gross bookings that come from uber one members and for example with eats is getting to that 50 mark and it is it's priced the same exact as our competitors and we have more content which is there's you not only get delivery benefits but you get mobility benefits so over a long period of time we think that'll be a winning uh strategy
we do have a global work platform it's better than any other work platform and what we found is the more uh flavors of work we can offer someone the more engaged they get with our platform for example in india it's actually pretty cool we have some of our drivers now um working on artificial intelligence labeling right work from home or drive for uber during the day really you have a mechanical business in ai labeling yes high quality mechanical turk business that we're building it's a nice litt
who would have thought that uber would now be powering new york city taxis but that's a very natural adjacency for us
the majority of the growth that you see for example in our mobility space we have a bunch of new verticals taxi reserve uber for business low-cost high-capacity vehicles all of these businesses have been built in the past five years it's about nine billion dollars worth of gps that literally has been built in the past five years by our engineers by our product folks etc