Here are 1-2 brief analogies for Uber Technologies (UBER):

• The Netflix of transportation.

• An Amazon for local, on-demand services like rides and food delivery.

• Ridesharing: Connects passengers with drivers for on-demand private transportation services.
• Food Delivery (Uber Eats): Facilitates on-demand delivery of meals from restaurants to customers.
• Freight (Uber Freight): Provides a logistics platform matching freight carriers with shippers for commercial goods transportation.
• Other On-Demand Delivery: Extends its delivery network to include groceries, convenience store items, and packages.

Uber Technologies (UBER) primarily sells its services to individuals rather than other companies for the vast majority of its business, particularly within its dominant Mobility and Delivery segments. While Uber Freight (a smaller segment) serves businesses, the company's major customers are individuals.

Its major individual customer categories can be described as follows:

• On-Demand Mobility Customers: These are individuals who use the Uber platform for various transportation needs, including personal rides, daily commutes, airport transfers, and travel for social events or errands. They value convenience, accessibility, and reliability in transportation.
• On-Demand Delivery Customers: These are individuals who utilize Uber Eats, Postmates, and other associated platforms to order food from restaurants, groceries, alcohol, and other retail items for delivery to their location. They seek convenience, variety, and time-saving solutions for their meal and shopping needs.
• Corporate/Enterprise-Affiliated Individual Customers: While still individuals, this category includes employees and business travelers whose Uber usage (encompassing both mobility and delivery services) is often facilitated, managed, or expensed through their employer via programs like "Uber for Business." This segment uses Uber for corporate travel, business meals, or client-related needs, distinguishing them from purely personal users.

• Amazon (AMZN)
• Alphabet (GOOGL)
• Hertz Global Holdings (HTZ)
• Visa (V)
• Mastercard (MA)

Dara Khosrowshahi, Chief Executive Officer

Dara Khosrowshahi became the Chief Executive Officer of Uber in 2017, leading the company through its 2019 IPO and a strategic shift towards profitability. Prior to joining Uber, he served as the CEO of Expedia Group for 12 years, where he significantly expanded its global footprint and annual revenue from $2.1 billion to $8.7 billion. During his tenure at Expedia, he oversaw strategic acquisitions of companies like Trivago, Orbitz, and HomeAway. Before his leadership role at Expedia, Khosrowshahi was the Chief Financial Officer of IAC, a company that acquired Expedia in 2002 before spinning it off in 2005. He began his career as an analyst at Allen & Company.

Prashanth Mahendra-Rajah, Chief Financial Officer

Prashanth Mahendra-Rajah joined Uber as Chief Financial Officer on November 13, 2023. In this role, he is responsible for shaping financial strategy, investor relations, and capital allocation, focusing on profitability and financial growth. Before his appointment at Uber, Mahendra-Rajah served as the Chief Financial Officer of Analog Devices since September 2017. His previous experience includes holding the CFO position at WABCO Holdings from June 2014 to September 2017, and various financial leadership roles at Applied Materials, Visa, and United Technologies.

Tony West, Senior Vice President, Chief Legal Officer, and Corporate Secretary

Tony West serves as Uber's Senior Vice President, Chief Legal Officer, and Corporate Secretary, leading the company's global Legal, Compliance and Ethics, and Security functions since 2017. Before his time at Uber, West was the General Counsel, Executive Vice President Public Policy & Government Affairs, and Corporate Secretary at PepsiCo. He also has a distinguished public sector career, having served as the 17th Associate Attorney General of the United States from 2012 to 2014, the third-ranking official at the U.S. Department of Justice. Earlier in his career, he worked as an Assistant U.S. Attorney and a litigation partner.

Andrew Macdonald, President and Chief Operating Officer

Andrew Macdonald is the President and Chief Operating Officer at Uber, overseeing the company's global operations and leading initiatives to enhance efficiency and customer experience. He has been instrumental in scaling Uber's global presence and establishing strategic partnerships. His career is deeply rooted within Uber, and he also holds board positions at companies like Lime and Careem, bringing extensive experience from the food and technology industries.

Nikki Krishnamurthy, Senior Vice President, Chief People Officer

Nikki Krishnamurthy holds the position of Senior Vice President, Chief People Officer at Uber, where she is responsible for the company's global human resources, workplace culture, and diversity, equity, and inclusion initiatives. Her role is crucial in attracting, retaining, and developing top talent for Uber. Prior to joining Uber, Krishnamurthy served as the Chief People Officer at Expedia Group.

The key risks to Uber Technologies (UBER) are primarily centered around regulatory and legal challenges, intense competition, and the long-term implications of autonomous vehicle technology.

1. Regulatory and Legal Challenges (Driver Classification)

   The most significant near-term financial threat to Uber is the ongoing global regulatory and legal scrutiny regarding the classification of its drivers. Uber currently classifies its drivers as independent contractors, which allows for a flexible operational cost structure. However, if courts or new legislation force Uber to treat its drivers as employees, the company's operational costs would increase significantly due to requirements such as minimum wage, benefits, and payroll taxes. This issue has been a persistent "thorn in Uber's side" with legislative and court challenges in various jurisdictions worldwide, including California's Assembly Bill 5 and similar discussions in Europe. Legal and regulatory matters have already translated directly into financial misses for Uber.

2. Competition

   Uber operates in a highly competitive and rapidly changing environment across its mobility, delivery, and logistics segments. Key competitors include Lyft in ride-hailing and DoorDash in food delivery within the U.S., as well as formidable global rivals like Bolt and Ola. This intense competition often forces Uber to lower fares, offer driver incentives, and provide consumer discounts, which can negatively impact its financial performance and profitability. Low barriers to entry in these industries and the ease with which users can switch to lower-cost providers further intensify this risk.

3. Autonomous Vehicles (AVs)

   While autonomous vehicles (AVs) were once seen as a major opportunity for Uber to eliminate its largest cost—drivers—they are increasingly viewed as a significant long-term threat. If companies that develop full self-driving technology decide to operate their own robotaxi services, they could bypass Uber entirely, potentially rendering Uber's traditional ride-hailing platform obsolete. Furthermore, there are substantial risks associated with AV development and deployment, including regulatory delays, intense technological competition from players like Waymo and Tesla, and the potential for safety incidents, which could lead to significant regulatory backlash and reputational damage. Uber's failure to offer competitive autonomous vehicle technologies could also adversely impact its financial performance and prospects.

The emergence and scaling of independent, vertically integrated autonomous vehicle (AV) ride-hailing services by well-capitalized competitors (e.g., Waymo, Cruise). These companies are developing their own AV technology and deploying ride-hailing services directly to consumers, potentially bypassing and undercutting Uber's traditional driver-dependent model in key urban markets due to lower operating costs and consistent service quality once scaled.

Uber Technologies operates in three primary market segments: Mobility (ridesharing), Delivery (Uber Eats), and Freight (Uber Freight).

Mobility (Ridesharing)

• The global ride-sharing market was valued at approximately USD 123.08 billion in 2024. This market is projected to grow to USD 480.09 billion by 2032, exhibiting a Compound Annual Growth Rate (CAGR) of 18.5% from 2024 to 2032.
• In North America, the ride-sharing market was valued at USD 48.02 billion in 2023. The U.S. ride-sharing market alone is projected to reach an estimated value of USD 167.2 billion by 2032.

Delivery (Uber Eats)

The addressable market for Uber Eats encompasses both meal and grocery delivery services globally.

• The global meal delivery market generated approximately USD 390 billion in 2023 and is projected to reach USD 520 billion by 2028.
• The global grocery delivery market generated around USD 640 billion in 2023 and is projected to nearly double to USD 1.28 trillion by 2028.
• Combined, the global meal and grocery delivery services achieved total net sales of USD 1.03 trillion by 2023.

Freight (Uber Freight)

Uber Freight operates within the digital freight matching and on-demand freight transportation markets.

• The global digital freight matching market was valued at USD 47.31 billion in 2024 and is expected to exceed USD 766.72 billion by 2034, growing at a CAGR of 32.12% from 2025 to 2034.
• The global on-demand freight transportation market is estimated at USD 123.14 billion in 2025 and is expected to reach USD 259.46 billion by 2030, at a CAGR of 16.07% during the forecast period (2025-2030).
• In North America, the digital freight matching market was valued at USD 14.36 billion in 2024.
• The broader European logistics market is expected to reach 1.17 trillion EUR by 2029. Uber Freight aims for €2 billion in freight under management in Europe by 2028.

• Expansion of Advertising Business: Uber's advertising segment is a rapidly expanding revenue stream, consistently demonstrating robust growth. The company has surpassed a $1.5 billion annual run-rate for its advertising business, with year-over-year growth exceeding 60%. This growth is fueled by "Journey Ads" within the Uber app and sponsored listings on Uber Eats, extending across both mobility and delivery segments. Strategic partnerships, such as with Instacart's Carrot Ads, further extend reach to consumer packaged goods (CPG) brands.
• Growth in Grocery and Retail Delivery: Beyond its core restaurant delivery, Uber Eats is aggressively expanding into the grocery and broader retail delivery sectors. This segment is experiencing faster growth than restaurant delivery and is identified as a substantial untapped market opportunity. Initiatives like integrating SNAP/EBT payments and forging collaborations with major retailers like Aldi and Carrefour aim to diversify its customer base and product portfolio, driving increased market share.
• Integration and Scaling of Autonomous Vehicles (AVs): Uber is investing significantly in autonomous vehicle technology and forming strategic partnerships for both its mobility and delivery platforms. While this area currently requires substantial upfront investment and may temper near-term margin expansion, AVs are expected to enhance long-term efficiency, optimize supply, and serve as a monetization engine by reducing costs and increasing capacity as deployments expand globally.
• Increased User Engagement and Cross-Platform Adoption: A key driver of growth is the focus on increasing Monthly Active Platform Consumers (MAPCs) and encouraging existing users to engage with both Uber's mobility and delivery services. The Uber One membership program is pivotal in this strategy, with members spending significantly more (three times higher) than single-product users. The company is investing in technology, including AI, to improve personalization and search, thereby enhancing the user experience and driving frequency.
• Geographic Expansion and Penetration in New Markets: Uber continues to identify significant growth opportunities through geographic expansion, particularly by extending its services into less densely populated markets outside of traditional urban centers. This strategy aims to broaden its consumer and earner base, capitalizing on the long-term trend towards service spending and the growing consumer preference for on-demand convenience.

Share Repurchases

• Uber authorized its first-ever share repurchase program of $7 billion in 2024.
• An accelerated share repurchase program of $1.5 billion, part of the $7 billion authorization, was completed in the first quarter of 2025.
• In the second quarter of 2025, Uber announced a new share repurchase authorization of an additional $20 billion of common stock, complementing the remaining portion of the $7 billion program.

Share Issuance

• Uber Technologies' shares outstanding increased in 2022 (4.19%), 2023 (5.92%), and 2024 (2.81%).
• As of November 2025, the number of outstanding shares was approximately 2.08-2.09 billion.
• The weighted average shares outstanding have been fairly consistent, indicating limited dilution over the observed periods.

Outbound Investments

• In 2021, Uber acquired Drizly for $1.1 billion and Transplace for $2.25 billion to expand its food delivery and freight businesses, respectively.
• Uber made strategic divestitures, including selling its Advanced Technologies Group (ATG) to Aurora Innovation for $4 billion in equity in 2021 and its Elevate division to Joby Aviation.
• Recent acquisitions in 2025 include Trendyol Go for $700 million, Crowntaxi, and Dantaxi, signifying continued strategic expansion.

Capital Expenditures

• Uber's capital expenditures were $298 million in 2021, $252 million in 2022, $223 million in 2023, and $242 million in 2024.
• For the first three quarters of 2025, capital expenditures were $479 million in Q1, $189 million in Q2, and $588 million in Q3.
• Uber maintains an "asset-light" business model, aiming to keep capital expenditure requirements low, particularly regarding autonomous vehicles through strategic partnerships rather than direct fleet ownership.