You said the employees at Uber have created an AI version of Dara to practice presenting and pitching to. Is that real? And how close are we to AI replacing the CEO?
So it is real. I have not witnessed the Dara AI, but it is real. People have done it. Honestly, I don't know how good it is. It's clearly not as good as the real thing. I mean, come on. I've never seen a wave of technology that has direct impact on how companies work and how people have worked with the accelerated pace that I'm seeing today. Doesn't mean that society can't adjust, but the pace of change here, it's pretty remarkable.
What do you ascribe the extremely negative calling around AI to?
I do think that it's some fear-mongering from the press. They love the drama. Are you part of the press or no?
A little bit. If I have this level of influence, you can point to me all you want.
Hello and welcome to Decoder. I'm Nilay Patel, editor-in-chief of The Verge, and Decoder is my show about big ideas and other problems. Today I'm talking with Uber CEO Dara Khosrowshahi. It's become something of an annual tradition to have Dara join us in the studio when he comes to New York for Uber's big Go-Get event every year, and it's always a lot of fun. The big news this year is that Dara is really starting to think about Uber as a much larger platform for travel, starting with the ability to book hotels in the Uber app, thanks to a partnership with Expedia. There's also new services like being able to have coffee and snacks waiting in your Uber when it arrives, and even personal shopping. Uber is going so far as to call itself an everything app now. So, I wanted to see how far Dara thinks everything actually goes and whether he's feeling pressure to own more of the user experience in a world where AI companies keep promising that their chatbots will book all the cars and hotels for you. I also wanted to know if these chatbots have created any opportunities for Uber. Last year, Dara told me he was wide open to partnerships with AI companies just to see if they were meaningful, but all the AI Uber integrations I've seen so far have been pretty clunky and far slower than just using the app myself. So, we dug into what Dara is seeing there and if he sees any potential in the future. I've also been dying to talk to software CEOs about what AI is doing inside their companies as AI coding tools and agentic systems upend software development. Just a couple weeks ago, Uber's CTO said the company had already burned through its entire token budget for the year by the start of April. And Dara told me he was starting to rethink how fast the company would hire people as it spent more money on tokens. That's a big bet. And I wanted to know if Dara was also rethinking how his software teams were structured as AI starts to muddle the relationship between product managers, designers, and engineers. Lastly, we talked about Uber's increasingly large investments in autonomous cars, especially its big investment in Waymo, and what kinds of milestones Dara is looking for as the technology evolves. I also wanted to know what happens to all of Uber's drivers in a future where robots are doing all that work. Of course, that means I also asked when he thinks AI will be ready to replace him as CEO. It turns out there's already a rogue AI Dara operating inside of Uber. There's a lot going on in this one. Dara was as clear and candid as ever, and I think you're going to like it. Okay, Uber CEO Dara Khosrowshahi. Here we go.
Dara Khosrowshahi, the CEO of Uber. Welcome back to Decoder.
Thank you very much. Good to be back.
I'm happy to have you. It's like a yearly tradition. You guys do your Go-Get event, you have a bunch of news, and then you come down to where we are.
Chock full of news for you. Chock full of news.
And we hang out together in person, which is my very favorite thing. So, thank you for doing it. There's a lot of news to talk about. I'm, as I was telling you just before we started, I'm very curious what it means to run a software company in 2026 in the age of AI coding agents. And I'm very curious if you're going to have 6,000 people report directly to you, as Jack Dorsey has said. So, I want to ask about all that. I want to talk about the news, which you can now book hotels and other experiences in the Uber app, which is a big deal. But I always ask everybody the same two Decoder questions about how companies are structured and decision-making, and I just want to do them as a little lightning round at the top.
So last year on Decoder I said how do you make decisions, and you gave me the Amazon answer. You said one-way doors and two-way doors.
A lot of pressure on decision-making.
Lately we're making big decisions. Even expanding the app is a big decision. Is your fundamental framework changed?
Fundamental framework has not changed. Now I will tell you that I am pushing the company in something that we talk about, taking smart risks. The pattern that I keep seeing is that as companies get larger, they become more hesitant in terms of risk-taking. You know, it's more about playing it safe. You're a public company, you have to hit your quarterly numbers, etc. And to some extent, as companies get larger, they get more resilient. They can actually make bigger mistakes. And you know, for us, we've got almost $10 billion in cash flow. And you know, when I first joined, if we made a billion-dollar mistake, it would be a disaster, right? It would put the company on its knees. And I'm not saying that I want to make a billion-dollar mistake. But the risks that we have to take in order to get the right return, in order to keep innovating in the world, you know, for example, with AV, which I'm sure we'll talk about, are getting bigger. And we have to be willing to take those risks. And the pattern that I've seen with a lot of companies is that as they get bigger, they get more conservative. The way they operate gets more set in stone, you have more management layers, etc. And we very much want to avoid that. And it's taking me really pushing kind of one-way door, two-way doors as one framework of looking at decisions, but then smart risk-taking as well. We've got to keep taking smart risks as a company. It means once in a while taking risks that in hindsight look dumb. But we got to push the envelope, especially during this time when there's so much innovation going on.
Risks everyone wants to talk about, but taking the blame for when things fail is like the other part of risk. It's the other side of the coin. Also getting empowering people to take the risks without that fear of failure.
Really important. How do you think about the stakes? Like how big of a risk is an individual software engineer allowed to take? So I think as long as you can identify the downside of a risk, if you can't identify the downside, don't take the risk, right? But if you can identify the downside, whether it's time that you're spending on a feature, whether it's compute that you're dedicating to a feature, or you've got to invest a certain amount of capital in building something or going after expanding a new line of business in a country. We're launching Uber Eats in seven countries in Europe as well. As long as you can identify the downside, then you can make the right calculus in terms of whether you should take the risk or not. We absolutely, you know, we want to learn from our mistakes. Like, we don't, there's some people talk about celebrating mistakes. Like, I'm not going to celebrate a mistake, right? But I do want to be able to make sure that I learn from a mistake so that the next decision I make can be incrementally better. That's usually the construct that we use. I think sometimes we over-examine our mistakes. And you know, we have meetings, we talk about it, we document the issues, what we did wrong, what could have gone better. I'm honestly not a big fan of that. It's a big engineering thing, etc. Is hey, understand why you made a mistake, what you could have done better, and then move on with life. Like, let's go build the next thing.
Put this into practice for me. What's a risk that came outside of your sphere of management control that worked out, and what's one that didn't?
So one that absolutely worked out, for example, I was involved with but it was the team that really pushed for it, was women riders and drivers preferred. There was some question as to the liquidity in a marketplace. Anytime, you know, one of the big things about Uber is, you know, push a button, you get a car in four to five minutes. There was a question as to whether or not we would have enough women drivers to introduce this feature for women riders, because if you introduce a feature, it's not like women riders, women drivers preferred, and maybe you'll get one if you're lucky, that's not a good feature, right? So there was a real question as to the reliability of the marketplace to the extent that the vast majority of our drivers are men in the US, for example. But because of our size and scale, we have been able to build liquidity in terms of women drivers, and now that women drivers can request women riders, we're looking to increase the number of women drivers as well. So you get kind of this great flywheel. So that's a risk that worked. We have built a taxi product twice. We tried it actually early on, and we tried to build taxi the same way that we build peer-to-peer ride share, which is kind of a one-on-one hail to you, and it failed. Didn't work. Taxis didn't trust us. They didn't sign up. About six years later, Sachin Kansal, he used to build kind of a taxi app. He said, let's try this again. And so while it failed the first time, this time we approached it differently. And for example, with taxis, because we don't have the data inside of the taxi as to whether or not they have a rider in the car or not, what we did was a little bit different, which is we introduced blast dispatch. So when you ask for an Uber and we want to hail a taxi, we will dispatch to 10 different taxis, and whoever says yes first accepts that ride. So we're able to get the higher reliability and kind of adjust the way that we've built the product for taxis. Taxis is now one of our fastest-growing products. So that's an example also of like you make a mistake once, but then actually sometimes you have to try things again, even though it didn't work for the first time, with a different flavor, with a different approach. And I'm really glad that we took that shot on taxi.
We're going to come back to risk because you have a bunch of new products that seem risky. I want to ask you the other Decoder question about structure. Last time you were here, I felt like I could have talked to you about the structure of Uber for the entire conversation. You had a wild answer, it was very lengthy. I encourage people to go back to listen to that part of the conversation. But the short version is you said, quote, we have a combination matrix and line of business structure. You have global leads for mobility and delivery, and everything else is matrixed. And importantly, the thing that you had changed was you had made product a central function. You didn't have separate product teams for each in the ride business. Obviously, I'm guessing something has changed here because you have many new lines of business. You have an autonomy division. Quickly describe how Uber's structure has changed.
The only change in structure, because I do value stability, is that I now have a president, COO, Andrew Macdonald, and that was about, Andrew ran our mobility global business. What we observed is that the platform that is mobility and delivery coming together, and particularly users who use both mobility and delivery, has been growing much, much faster than the individual use cases of mobility and delivery. And it was always my hypothesis. One of the visions that I had coming to Uber was that once we have the delivery business post-COVID grow so quickly and show that it has a potential of being just as big as the mobility business, I had a hypothesis, which is, you know, we compete against mobility players and we compete against delivery pure-play players. You could have a hypothesis which is actually being a pure play could be an advantage, right? It's all Lyft. The only thing Lyft cares about, at least historically, was US ride share. They're starting to expand internationally as well. Good for them, about time, you could argue. And the only thing DoorDash cares about, let's say, is food delivery. We're trying to do both, right? And it's hard as a company to do multiple things at once, to have skill sets in multiple business lines. And so to make up for that, we had mobility team, delivery team, we had a bunch of common structures and services platform. So where it came together was the technology platform. We started really pushing this idea of consumer-side platform, driver-side platform. To the extent we could get consumers to use both rides and eats, we had a hypothesis that we would retain them for longer. Turns out not only is the retention better, but they spend much more. Multi-platform consumers spend three times single-line consumers as well. We launched the Uber One membership, now almost to 50 million members, growing really, really quickly. They spend three times more, and they tend to be multi-platform versus single-platform as well. And that we thought could be our secret sauce that could differentiate us from the mono-line players and allow us to acquire more customers, bring them into the platform, get them to use more stuff, have better retention, etc. Sounded great, but the P&L often got in the way, right? It's every pixel. It sounds easy. Well, let's use our mobility, let's cross-promote delivery as well. Sounds easy. But that delivery pixel on the mobility app could be taking away from your mobility experience as well. And also could be costing mobility. It's P&L. You know, I'm sending a customer over to do something else. So sometimes the P&L got in the way. And you know, I do a lot of stuff, and I was pushing platform kind of on the side here in addition to everything else I do. I really wanted one member of our management team, and Andrew Macdonald's been here, you know, he's one of the longest-tenured employees and most capable team members that we have. I said, Andrew, it's time for you to move from running global mobility to actually become president, COO of the company and think about the platform as a whole. It's been a big success, and it frees me up to work more directly with the product and tech teams. So it's kind of a double benefit for me. But the platform is really starting to sing. We've, the number of consumers using both rides and eats has 6x'd in the past five years, and it's growing 50% faster than our general audience. So it's definitely, definitely working, and I want to lean into it.
Yeah. It strikes me as just as you're talking here that you're describing everything in terms of trade-offs. Even risk you're describing in terms of trade-offs.
Everything's a trade-off. Yeah.
We might use this compute instead of doing this other thing, and putting a pixel on this screen might take a customer away from this line of business. And so you've installed a COO just to manage that trade-off holistically.
Yeah, he negotiates the trade-offs on the ground. He's ultimately responsible for one number, if you want to call that, whether it's customer happiness or that it's a P&L, and obviously often you have to manage for all of the above.
I, you know, my joke on this show constantly is if you tell me your org chart, I can tell you 80% of your problems. You know, it's like all the companies are kind of the same, and I can get to about 80% of the tension if you just tell me where all the executives are lined up and who controls what budget. Like Kevin Scott at Microsoft as the CTO once was the person in charge of distributing the GPUs. And I was like, that's all I need to know. Like, I know almost everything about Microsoft at this moment in time. Now it seems much more complicated for a variety of reasons, but at that moment I could just tell.
It sounds like, and obviously the secret is in the last 20%.
It sounds like you've installed an executive just to oversee the 20% of the prioritization and the trade-offs here.
It's the 20% of the prioritization of the trade-offs, but you could argue it's our most important 20%. It's a 20% that no one else has. And in one year, the 20% doesn't really matter. But when you compound it over five years, over 10 years, you get the results that we've gotten, which is generally we've grown faster than our competitors and we're able to be more profitable than our competitors. That's the power of the platform. And I really wanted to lead in at some point, it was getting up to a scale where it wasn't a part-time job. I needed someone really focused on the whole thing.
So the news here in that context feels like, oh, we're going to bet on the platform more.
We have bet on platform for the past five years. It's a vision that we've always had. It's working. And when something works, you want to double down.
Okay. I'm gonna be very reductive here, though. The last time you were here, I described Uber as a magic button that made a Toyota Highlander appear in my life.
Wherever I am in the world.
Almost statistically, like the Toyota Highlander will show up.
A Toyota Highlander is going to arrive. That's great. And then it's going to move me around. And the jump from there to the Toyota Highlander has food in it is reasonably small.
To a courier service is reasonably small. We're moving things around. We're a logistics business. The news here is you're doing hotel booking in partnership with Expedia. You've got shopping assistance now that cars might have coffee in them.
This is far beyond logistics for a platform that was pretty much organized around logistics. Tell me about that in the context of risk and trade-offs and platform bet.
Yeah, absolutely. So, first I would say, and these are different kinds of bets that we're making. And by the way, not all of them are going to succeed. And if they do, we're being too conservative. I expect some of this stuff not to work. Hopefully, most of it will. One that I'm quite confident that's going to work is actually travel and hotel bookings, in that Uber is already very highly used by the global traveler, right? We operate in more than 70 countries. Often, what's the first thing that you do when you arrive in an airport in a city other than your home city? You open the Uber app. And part of what we announced is usually that Uber app is kind of the same app regardless of the context that you have. If you think about it, when you open Uber at home, and we know, you know, you're in your home city, that should be a different experience if you've just landed in Paris and you open Uber, right? It's like, that's a different context. So, for example, we have what's called travel mode. You open up the app and we first give you step-by-step instructions as to how to get to an Uber and how, you know, how long is a walk going to take, how long is the pickup, what are typical rides. We make it context-aware, so to speak, and we give you highlights on what's going on in Paris, lots of good stuff. Now, the sheer numbers that we've got, which is we have over 100 million of our riders now are taking rides to and from airports every single year. 100 million. That's a huge audience. We do 1.5 billion trips a year outside of your home city. So, we have the perfect audience. And Uber is built for travel in terms of our being present all over the place. So, it's a perfect audience to start to build out the travel offerings. We started experimenting actually with train in the UK, and it's worked out really well. It drives frequency, which is pretty cool. And now we announced a deal with Expedia where now we offer hotel bookings through Uber. It's smooth. We have all your information. We've got your contacts. And what's really cool is for Uber One members, they get 10% off every single Uber, every single hotel booking. You get credits back to use. And then you get 20% off a rolling list of 10,000 hotels. So, we're making it really worth your while to book hotels on Uber.
Tell me about the insight that led to that risk, because I think about Uber and I'm either, I just need to get somewhere so I'm going to open the app and the time sense of Uber is like right now I need something right now.
Or I'm going to the airport tomorrow and I live in a reasonably remote area and I need to make sure the car is gonna drive, so tomorrow is about as far out as I go. I never land in an airport and think I need a hotel. Like that's, something bad has happened.
If that is the occurrence, a hotel feels like the time horizon of needing a hotel is much longer than anything Uber has previously offered. At least in my experience.
So that's a bet. You got to get people to think about Uber months or weeks before they need it. What's the insight that said we can get people to do that?
So, it's a bet. And you just described actually an adjustment to your behavior, which is Uber has always been about on-demand, right? And one of the questions that we had is can we move from on-demand transportation to transportation by appointment, for example. So, the first step that we took was actually Uber Reserve probably three, four years ago. And if you remember, we used to have an old reserve product where you would reserve an Uber, but we would be hacking it in the back end. You wouldn't actually reserve an Uber. We would then call the Uber on-demand when we thought that it could get to you by that reservation time. It was okay, but it didn't get you the reliability that you needed. It wasn't a guaranteed reservation, so to speak. So we took the signal, which is some people were trying the product but it wasn't that good to be honest. We said, listen, what if we really up the reliability game and we sent the dispatch to drivers in advance. We did some research. Drivers are like, hey, I like knowing what my next day is going to be like. So it was good for drivers. We were able to charge a premium, give it to the driver essentially to up reliability, and we started building the habit of this is an on-demand service to actually this is more than an on-demand service and I'm going to think about scheduling things in my life, often having to do with travel. Now what we're finding is actually some people are hacking reserve, if you want to call it that, for reliability. So if you're in Westchester County in Armonk and the liquidity for Uber is lower, you may not want to use on-demand for your commute, but you can use reserve for your commute as well. So what started as let's try this for travel is now being used to hack reliability to some extent. That insight of reserve building, and we've been at it for four to five years, you know, reliability is not perfect perfect, but it's 99% now. And we're always kind of working that trade-off between reliability and price because we want the price premium to be as low as possible, but you can't lose too much reliability. That insight led us to believing that you actually can move from on-demand to scheduled, and the offerings, the Uber One kind of discount, we think will hopefully over a period of time change behavior so you actually come to Uber to reserve your booking in advance. We don't think this is going to be a last-minute thing. Like if you get to a city and you don't have a hotel, I mean, there is something wrong. Maybe it'll be there on a cancellation basis, but we are trying to drive reservation behavior, and we've demonstrated previously that we can.
Yeah. I feel like hardcore travelers who know to reserve in Uber, who are some of your best customers, they like price-shopping hotels.
And there's a lot of credit card points. My sister's a credit card points person.
Yes, it's frankly a little terrifying, but she's really good at it.
How are you going to compete with that? Like, because that is the customer in my mind. The customer who knows to book a hotel in Uber is also the person with five different credit cards trying to get the best deal, and they know that this portal is where they need to go at this time. So, how do you compete with that?
So, I actually had an earlier interview with The Points Guy, and I asked him, what's the best credit card for travel? Because I was curious. Turns out Amex Platinum, according to The Points Guy, is the best credit card for travel. And by the way,
I don't believe you because this worked out too well.
I'm just saying it was amazing. And we have a great relationship with Amex where you get benefits and free bookings on Ubers as well. So, it's actually, there's a lot of layering that we're doing. If you've got Delta SkyMiles, you can get Delta SkyMiles for booking on Uber. We have a relationship with Marriott Bonvoy. We've got travelers using Uber all the time. We've got the Amex Platinum card, the best card for travelers as well. So, I think we have kind of the right elements coming together to get some percentage of our Uber One members to try the booking experience, and then we'll go from there. And I do think that this would be a failure if it ends with hotel booking. You know, one of the pieces of magic that Uber brings is it's actually the back-end experience. You know, one of my learnings when I was at Expedia, it was basically a booking. You know, after the booking, there weren't that many services that Expedia offered other than if something went wrong and you know, you do everything you can to help the customer. But actually, what we can do is kind of connect all these logistical elements of your travel. So obviously, you know, you Uber to the airport. If you did your hotel booking, we already know where your Uber is. Maybe we'll give you a discount to the hotel. And I'm hoping that as we build out travel, we can actually improve the in-market experience. I don't know about you, but like why do I need to check into a hotel? Like what's the deal with that, right? Like, you know, I've got my phone, and if you have a hotel booking, like maybe you can walk into the hotel and we give you all the information and you can just go up to your room and maybe your app can act as a key, etc. There's a lot more that we want to do in terms of the in-market experience, and it's something that Uber is uniquely positioned to do because we're already in-market in almost every city that you're going to want to travel to.
There are competitors in these markets. Expedia is an interesting partner because you used to be the CEO of Expedia.
I assume you just made a phone call and said, hey, what's up? It's me.
So, actually, I had to recuse myself from the process entirely, the idea, the strategy. Let's get deeper into travel. Obviously, I was involved with, but because of the conflict, I'm still on the Expedia board. I had to recuse myself from the process. The team ran it, and I'm like, guys, what's going on? They're like, we can't talk to you. So they got to Expedia won because of the great job that that team did. They got no help from me. I'm sorry.
The CEO of Expedia wasn't like, I got a board member breathing down my neck.
It wasn't, I had to like recuse myself in those discussions. It was a little awkward, but it all worked out well.
So obviously Expedia would be a competitor, but they're your partner. There are other competitors there. The hotel loyalty programs, Booking.com exists. They say the same sorts of things that you say. They've been on the show saying literally the same sorts of things.
Connected trip, I think they talk about, right?
All the time. Yeah. Why do you need a hotel? I think a lot of people like checking into a hotel. The free water especially is very useful when you arrive in a new hotel. That piece of the puzzle where you're going to connect everybody's back-end systems together and build one unified experience where the Uber app is the primary interface. I could abstract that away and say, oh, that's everything. That's what OpenAI would like to do. That's what Google would like to do.
Why is Uber going to win that fight?
Well, I think it's a different question or service offering in terms of offering the availability of the service, but to the extent that you can actually deliver it in-market. OpenAI is an incredible company. They build a lot of cool things, but they don't live in the probabilistic real world that we live in. You know, it's, there's a Mike Tyson saying is, like everything is a theory until you get punched in the face.
Everyone has a plan until.
Everyone has a plan until, and you know, we get punched in the face daily, which is drivers are cancelling, riders are having issues, etc., deliveries are late. And so we already deal with this probabilistic world on the back end where things go wrong all the time. And it's one thing to try to chain all of these events together and get the logistics right, but to adjust to real-world traffic conditions, cancellations, road closures, all of that stuff we do daily. So, I just think we're much better equipped to actually fulfill this seamless, delightful end-to-end experience from planning to booking, making it incredibly easy, and then to delivery, the actual experience on the ground.
You know, your partnership with Marriott, for example, Marriott wants those to be their customers. You're the app that everyone's doing everything in, that relationship gets intermediated. Is that a tension?
I mean, it's a tension at the same time, attention that everyone deals with, right? Marriott competes with Expedia. To some extent, you could argue that they compete with us, although we're a much smaller player today in travel. Maybe we'll get bigger. We work with Starbucks at Uber Eats, and of course they'd rather have people come direct to their app, but the fact is that Uber Eats brings them a lot of incremental demand as well. So, this coopetition theme is something that many, many players have been comfortable with for many, many years. In one context, right? Everybody has an app and it doesn't really matter. You're all going to open the apps and maybe we can get you to open our app. Now, you're in a world where you're going to open an app and maybe an agent's going to go off and do something for you.
And the idea of being the everything app in that context, Uber is describing this as a step to being an everything. It's in the press materials.
Brian Chesky was on the show. Airbnb is going to do concierge services for travel.
And they're going to get way out of their lane. And maybe that's working. I haven't talked to Brian in a minute about it. OpenAI wants to be an everything. X famously is already the everything app. As you know,
We're all using X all day long for everything.
Is, do you think the pressure on needing to be that interface is going up because of AI?
I think the pressure is going up to some extent, but I think AI is making it possible in a way that it wasn't possible previously. One is these models can adjust to real-world conditions in a way that deterministic code can't, right? That's really cool. Whereas you had to build UI interfaces that were tight and relatively limited, AI is allowing for an interface that is unlimited essentially. You know, you can just tell the app what you want, and you can have agents then take that and break up that request and try to deliver it as best you can. So AI is making possible now, and by the way, you can just build much faster. So to going to smart risk, the cost of taking risks is going down. So I think all of that is coming together in an opportunity set that I think a lot of companies recognize, including us, including Airbnb, and the other companies, and it's going to be a race to many of these new markets. And you know, we're confident. We've raced before. We love competition, but this is another trillion-dollar-plus opportunity. And we've done well with mobility. We've done well with delivery. You know, all of these businesses have been built organically. So, I think there's kind of a builder mindset at Uber. And we're going to give it a shot. And so far, the signal is pretty, pretty damn good.
Last time you were on the show, we talked a lot about agents and accessing Uber as a service inside of an agentic workflow. I will tell you I asked a lot of CEOs that time.
This question. Everybody who had a physical product was like, we'll be fine.
And then it was Amazon who has an interface to a bunch of drop shippers that is like filing the lawsuits.
Right? They have a virtual product. Everybody who was in the world of atoms was like, go ahead and try.
Try to make another Uber. You just give it a shot. We'll be here when you're waiting.
That was very much your attitude. What you said to me was the price of calling an Uber in ChatGPT should be zero until they prove it's valuable, and then I'll figure out what the rate should be.
Have you seen any meaningful uptake of calling Ubers from ChatGPT?
No. No. And it doesn't seem to be at this point a priority for a lot of the foundation model companies, whether it's ChatGPT or Gemini. I think they're experimenting with it, but I think the enterprise market is growing much faster than anyone thought it was going to. So, I think there's been a pivot towards enterprise. And by the way, rightly so based on the growth rates that we see based on our internal usage of these foundation models. So at this point that part of the market hasn't developed. And the cool thing is we're building some really cool products. You know, you can scribble a shopping list. You can take a picture of food that either looks really tasty, and we'll put together a shopping list for you. If you tell us what merchant you want to go shopping at, we'll put together the list for you, and we'll get it delivered automatically. So, a lot of these experiences that I think people thought you'd find on OpenAI, etc., you're actually going to find first on an Uber. I wouldn't be surprised if it's built over time, but right now enterprise is coming first, and you could argue rightly so.
Uber is a favorite of agentic demos. You pop up all the time. I'm just going to go down the list.
Is that right? Yeah. Well, it's kind of an everyday use case. It's great.
Google and Samsung announced Gemini task integration on the newest Samsung phones where the model will literally open the Uber app in the background in a virtual container and click around it to get you a car.
Have you seen any meaningful rides from that integration?
Not yet. Not yet. But we'd be delighted to see it. I mean, we want to bring more experimentation, more opportunity for our drivers. It's just really small now. Doesn't mean it's not going to be big 10 years from now.
I'm just, we had a whole year of these. Totally. Alexa, has Alexa sent you any meaningful rides?
No. Small. Very, very small.
Okay. I mean, I can keep going, but it seems like the answer.
Have you used any of these?
