Uber plans 3,300 job cuts in global management restructuring
Uber is laying off about 3,300 employees, or roughly 10% of its global headcount, as it restructures to reduce management layers and direct more investment towards ride-sharing, delivery and robotaxi divisions. Chief executive Dara Khosrowshahi announced the changes in an internal email published online on Wednesday.
The restructuring is intended to reduce the number of managers by 20%. Some employees currently in management roles will move into individual-contributor positions, while others will leave the company. Bloomberg first reported the job cuts.
Fewer layers and combined divisions
Uber is combining its engineering, science and delivery divisions. It is also bringing together delivery operations spanning restaurants, retail and direct services, changing how teams that had operated across separate businesses are organised.
Bloomberg reported that Uber plans to halve the number of teams with one or two members and is letting go of staff who are more than seven layers below the CEO. The measures point to a structural review focused on simplifying reporting lines and reducing small, fragmented units.
Khosrowshahi said Uber had expanded products, businesses, consumers and earners, becoming a larger and stronger company. But he said that expansion had also created more layers, coordination demands and fragmented ownership, including structures that no longer serve the company at its current scale.
Remote work policy also changes
Remote roles are also being removed. Uber will allow fewer than 1% of its employees to work remotely, making office-based work the norm for almost all of its workforce.
The changes come as Uber focuses resources on ride-sharing, delivery and robotaxis. That direction sits alongside Uber beyond taxis, travel, finance and data as the company broadens its activities beyond taxi services through travel, financial services and data for an autonomous future.
What the restructuring means for businesses
Uber's plan combines headcount reductions with organisational consolidation and a tighter remote-work policy. For businesses managing expansion across several product lines, the practical implication is to test whether reporting structures, team sizes and ownership models still support the priorities that receive investment.