Uber CEO's AI twin: how 'Dara AI' is changing decision-making and what it means for Ukrainian engineers
On a podcast, Uber’s CEO said engineers had created a chatbot that mimics his reactions — it’s not just an internal rehearsal tool but a signal of how AI is transforming management, privacy, and development culture.
By Tetiana Suchkova-Ladik
February 25, 2026 · 2 min read
What it’s about
On the podcast "The Diary of a CEO," Uber CEO Dara Khosrowshahi said company engineers built an internal model — "Dara AI" — that reproduces his style of questioning and decision‑making. Teams rehearse presentations and arguments first in front of a virtual version of the chief executive to better prepare for real meetings.
"Uber engineers built an AI version of CEO Dara Khosrowshahi to prepare for meetings with leadership."
— Dara Khosrowshahi, CEO of Uber (podcast "The Diary of a CEO")
How it works
According to the CEO, individual teams developed a chatbot that models possible questions and the leader’s thinking style. The idea is simple: practice arguments and slides in a safe environment, reducing the number of iterations before the meeting.
Within Uber itself, about 90% of software engineers already use AI in their work, and about 30% are actively rethinking their workflows in light of new tools.
Why it matters
This is an example of how large tech companies are integrating AI not only into products but into management processes. For developers it means faster decision cycles and improved project preparation, but also growing dependence on automated assessments.
Data and risks
Alongside technical advantages, questions of privacy and accountability are important. The piece also mentions that in 2025 Uber prematurely terminated contractors who were working on AI for Google, and that the company will share trip and order data with external partners. This serves as a reminder: automation of leadership and workflows goes hand in hand with data flows that need protection.
What it means for Ukraine
Ukrainian engineers and startups are seeing the same trend: AI is moving into internal management, not just product. That’s an opportunity—to increase efficiency and competitiveness—and at the same time a challenge for security and ethics standards. Developers should consider the risks of data leaks and the impact of automated decisions on HR processes.
Conclusion
“Dara AI” is not just a technological experiment but an indicator of a broader transformation of work in tech companies. For those building the Ukrainian tech ecosystem, the question is simple: how to use similar tools to raise efficiency while maintaining transparency and control over data?
