How Uber Built an Autonomous Vehicle Network Around More Than 30 Partners
By June 2026, Uber had partnered with or invested in more than 30 autonomous vehicle companies over the previous two years. Its portfolio now covers robotaxis, autonomous trucks, sidewalk delivery robots and drones across North America, Europe, Asia and the Middle East.
Why Uber changed its autonomy strategy
Uber once intended to build the entire technology stack itself. It founded Advanced Technologies Group in 2014, tested vehicles on public roads and acquired self-driving truck startup Otto. A Waymo trade-secret lawsuit, leadership upheaval and the fatal 2018 Tempe crash ultimately derailed that approach.
After selling Uber ATG to Aurora in 2020, the company concentrated on ride-hailing and delivery while retaining strategic equity. Its return to autonomy follows a platform model: external specialists develop vehicles and software, fleet operators handle depots and maintenance, and Uber supplies demand through its apps.
Capital, vehicles and market access
Uber still owns 325.97 million Aurora Class A shares through Neben Holdings, equal to a 19.7% Class A stake and 6.9% voting power. Its Lucid investment has reached $500 million, its minimum vehicle order has risen from 20,000 to 35,000, and its ownership exceeds 11%.
The Lucid-Nuro program is moving toward a premium robotaxi launch in Houston by mid-2027, while Hertz and Oro Mobility will manage charging, repairs and cleaning. Other commitments include up to $1.25 billion for Rivian, at least 1,200 WeRide robotaxis in the Middle East and an Nvidia-powered fleet intended to scale across 28 cities by 2028.
May Mobility said the partners intend to “deploy thousands of AVs” over “the next few years.”
Not every alliance will endure: GM terminated Cruise’s robotaxi business, while Waymo ended its Phoenix partnership with Uber in July 2026 and is seeking to leave a contract running until May 2028. For businesses, the practical lesson is to separate customer access, technology ownership and fleet operations. That structure can accelerate deployment and diversify technical risk, but it also makes supplier governance and exit planning essential.