Uber is quietly turning its app into a multi‑service platform. In addition to rides and food delivery, the company now lets users book hotels through a partnership with Expedia, rent boats in Europe, and use a “shop for me” concierge that pulls inventory from local stores not on Uber Eats. At the same time, Uber is rolling out financial products such as the Uber Pro debit card for drivers and experimenting with merchant‑focused services, while its Uber One membership has grown to 51 million members and now drives cross‑selling between mobility and delivery.
The push reflects data that 1.5 billion Uber trips each year occur outside a user’s home city, making travel a natural third leg of the service stool. Uber Eats has become profitable after several quarters, and the company continues to compete with rivals like Lyft, Didi and DoorDash. A recent Waymo pilot in Phoenix was wound down, but the firm is scaling autonomous‑vehicle collaborations in Austin and Atlanta, using its new AV Labs unit to equip hundreds of cars with sensors and harvest millions of miles of driving data.
Beyond hardware, Uber is monetising its data‑labeling workforce for generative‑AI firms and deploying AI assistants that help earners locate high‑demand zones, build grocery carts by voice, and eventually enable a fully‑agentic “plan‑and‑book” experience. Kansal stresses that while Uber is not aiming to be everything for everyone, the company will keep leveraging partners and its own data expertise to broaden the value it offers riders and drivers alike.
