Tekedra Mawakana

I think it's really exciting for us and something that we continue to partner with the research teams, but really our acceleration hasn't been dependent on that.

No, it doesn't worry me.

We have a lot of conviction about our approach.

Our approach is what allowed us in October of 2020 to remove the human driver from behind the wheel.

And it's what's allowed us to be the only company to scale to over 400,000 trips per week.

If you can see and smell and taste and touch and have all of your senses, why wouldn't you?

And especially with a safety critical function, we think it is very important in the early days, especially to make sure you're taking in as much data as possible to inform the models and then to achieve the outcomes.

And, you know, then we can all debate, you know, how you go forward from there.

But this has been critical to our approach and it's allowed us to scale and it's allowed us to achieve the safety results of a 90 percent, 90 percent fewer serious injury causing crashes.

And that is how you evaluate whether or not this approach is working.

And I know there's a lot of discussion around costs, right?

the economics at scale.

And so, of course, we're laser focused on bringing these costs down.

You have to bring the costs down once you achieve the safety, because how else do you actually know what the investment model for the business is if you haven't actually achieved the safety bar?

And so that's what we are focused on, achieving the safety bar.

Now we can drive the cost down because we know what it takes.

By the end of 2026, we will be doing over 1 million trips per week.

And we will be doing that across a host of U.S.

paid trips.

We only talk about paid trips.