Bolt

Uber CPO on Hotels, AV Labs, and Data Strategy

Uber’s chief product officer Sachin Kansal describes the company’s expansion beyond ride-hailing and delivery into hotel bookings (via Expedia), boat rentals, “shop for me” features, and financial-services experiments for drivers. Uber has a six-month-old business unit called AV Labs that deploys sensor-equipped vehicles to gather driving data to support autonomy partners and build a data layer. Uber is also commercializing data-labeling work using its earner base and has commercial relationships with generative-AI companies for labeled data (with safeguards against recording in-ride conversations). Uber One has 51 million members and drives substantial bookings; Uber says Eats has recently been profitable. Kansal emphasizes selective partnerships and integration depth, while noting competition from companies including Waymo (also a partner/competitor), Lyft, Didi, DoorDash and others.

Build an AI-Native Team with a Company OS

This guide explains how product leaders can build an AI-native company by implementing a Company OS: a single GitHub repo mapping every team’s activities to opinionated 'skill' files that are uploaded into Claude’s organization settings so workers encounter the right workflow inside their existing tools. Jiaona Zhang (CPO at Laurel) describes how Laurel uses this structure to let non-engineering roles (even CSMs) ship to production, the creation of a full-time AI Ops role to scale workflows, and a captain model for end-to-end feature ownership with two review tracks (fast vs. full). Practical adoption tactics include company hackathons to break technical assumptions, daily Slack briefings with embedded skills, and a four-level framework for measuring AI maturity across teams.

What the HR Shakeup at Uber, Microsoft, and Bolt Reveal About the Future of HR

HR is not disappearing because of AI. Instead, it is being reinvented and creating new opportunities for leaders.