Although Uber may appear to be omnipresent across the United States—its logo visible in nearly every major city and its services integrated into daily life for millions—the company’s chief financial officer asserts that significant room for expansion still remains. During a detailed presentation at UBS’ Global Technology and AI Conference, CFO Prashanth Mahendra-Rajah illuminated how, even within the ten largest markets where Uber currently operates, only roughly fifteen percent of adults actually utilize either Uber’s ride-hailing services or its food and package delivery offerings. This proportion, commonly referred to by consumer-oriented companies as ‘market penetration,’ serves as a clear indicator of how extensively a digital service has been adopted relative to the total potential audience.
Mahendra-Rajah explained that Uber’s U.S. market penetration aligns almost exactly with this international average of fifteen percent. On the surface, that figure may seem modest, particularly considering that Uber was founded in the United States and is now part of the cultural landscape of urban mobility. Yet this number underscores a critical reality: a vast majority of American adults have not yet become regular users of Uber’s ecosystem, signifying immense untapped potential even in the company’s home country.
To many investors and analysts, the fact that only a fraction of the population uses Uber might appear counterintuitive. After all, in numerous metropolitan areas—from New York to Los Angeles—Uber has become nearly synonymous with transportation convenience. In these urban centers, people rely on the app for everything from quick commutes to the airport, to late-night rides home, to the delivery of meals, groceries, and household goods. For these habitual users, often concentrated in cities, Uber—and its competitors such as Lyft in the ride-hailing space or DoorDash within delivery—has evolved into an indispensable component of contemporary life.
However, Mahendra-Rajah emphasized that this experience is far from universal. While some segments of the population interact with Uber’s services multiple times per week, many others in the United States use them infrequently, if at all. He acknowledged that within the investor community there exists a tendency to assume one’s own usage patterns reflect those of the broader population. As he put it, some investors conclude, “It’s impossible that my family or I could use Uber more often; we already depend on it for nearly everything.” Yet, he cautioned, such consumers represent an atypical demographic rather than the national norm. This contrast between perception and statistical reality forms the basis for Uber’s continuing optimism about future growth opportunities.
According to Mahendra-Rajah, Uber’s confidence is grounded in the fact that it has already constructed robust, global-scale businesses in both its core ride-hailing operations and its delivery services through Uber Eats. Nevertheless, these are far from mature markets. The company now directs much of its focus toward geographic and behavioral expansion—specifically, attracting new users in suburban environments. While urban dwellers may already use the app across many aspects of their lives, suburban residents still represent a relatively underdeveloped market segment. Uber aims to convince these potential customers to rely more regularly on its platform, whether for a ride to a restaurant or for having bulk groceries from stores like Costco delivered to their doorsteps.
Earlier this year, Mahendra-Rajah noted that trips originating from suburban or so-called “sparser markets” now constitute approximately one-fifth of Uber’s total ride volume—a nontrivial proportion, but still evidence of a frontier ripe for deeper cultivation. Likewise, rural communities, where travel distances are greater and the population density lower, have more recently emerged as focal points for the company’s operational strategy. These areas offer challenges distinct from those of densely populated cities, yet also hold the promise of an expanded customer base eager for reliable transportation and delivery solutions.
Meanwhile, Uber Eats, the company’s food and retail delivery arm, is steadily broadening its footprint by onboarding additional supermarket chains and retail partners. This diversification reflects a deliberate effort to transform Uber’s delivery network into a comprehensive logistics platform spanning not just restaurant meals but also essential goods and household necessities. At the same conference, Mahendra-Rajah highlighted how these partnerships are central to Uber’s ongoing push for both scale and convenience, helping it capture a larger share of consumer spending across categories.
Beyond transportation and delivery, Uber has begun venturing into yet another domain: the artificial intelligence training sector. Its division known as AI Solutions has actively recruited highly educated professionals—including PhD-level researchers—for specialized initiatives such as Project Sandbox, designed to explore opportunities in data labeling and AI model support. Although contracts for that particular project concluded earlier than originally anticipated, as previously reported by Business Insider, the endeavor represents a broader strategic direction for the company. During Uber’s November earnings call, CEO Dara Khosrowshahi explained that this diversification into AI-related work aligns with Uber’s long-term vision of evolving into an expansive “platform for work.” In this model, Uber seeks not only to connect riders with drivers or diners with couriers but to become a multi-faceted marketplace where technology facilitates various forms of labor and service exchange.
Ultimately, Mahendra-Rajah’s remarks paint a picture of a company that—despite its already vast reach—is still in the early stages of fulfilling its potential. The perception of ubiquity may obscure the truth that most consumers around the world, and even within the United States, remain prospective users rather than active participants. For Uber and its investors, that realization is less a limitation than a profound opportunity: the chance to deepen adoption, diversify offerings, and extend the brand’s influence well beyond its current boundaries. Those who today view Uber as an indispensable part of modern life may, in the company’s eyes, represent merely the beginning of a much larger story—one defined by continuous innovation, expansion into new markets, and the relentless pursuit of global connectivity.
Sourse: https://www.businessinsider.com/uber-stat-shows-room-to-grow-in-the-us-cfo-2025-12
