Serve Robotics Inc. specializes in the development, deployment, and operation of autonomous, environmentally conscious robots. These advanced robotic systems are designed to ...
Serve Robotics Inc. (NASDAQ: SERV) is a pioneer in autonomous delivery, specializing in AI-powered, low-emission sidewalk robots. The company was founded in 2017 as the robotics division of Postmates, and after Postmates was acquired by Uber, Serve became independent in 2021. Headquartered in Redwood City, California, Serve designs and builds ...Serve Robotics Inc. (NASDAQ: SERV) is a pioneer in autonomous delivery, specializing in AI-powered, low-emission sidewalk robots. The company was founded in 2017 as the robotics division of Postmates, and after Postmates was acquired by Uber, Serve became independent in 2021. Headquartered in Redwood City, California, Serve designs and builds its own self-navigating delivery units, which are deployed in public spaces to provide efficient food delivery services. The company has completed tens of thousands of deliveries for enterprise partners such as Uber Eats and 7-Eleven, demonstrating its operational viability and market acceptance. In Q1 2025, Serve reported revenue of $3.0 million, up 238% sequentially and 578% year-over-year, reflecting rapid growth. The company's financial metrics show significant investment in research and development (R&D spending is about 8.8 times revenue) and sales and general administration (9.3 times revenue), indicating a strong focus on innovation and market expansion. Despite negative profit margins and cash flow, typical for growth-stage companies, Serve has a strong balance sheet with a current ratio of 12.8 and a cash ratio of 4.1, providing ample liquidity. The company went public in March 2024 and is listed on the NASDAQ Global Select. Led by CEO and co-founder Ali Kashani, an inventor with 15 patents, Serve boasts a team of 370 full-time employees. The company's mission is to reduce global emissions by optimizing delivery logistics, with a vision that delivery robots could cut global emissions by ~2% annually. As of mid-2026, Serve has rolled out its third-generation robots, continuing to enhance its technology and expand its service areas. With a market cap of roughly $393 million, Serve is positioned as a leader in the emerging autonomous delivery industry.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$2.7M
+46.3%
+8.5%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$-101.4M
-158.6%
-30.9%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
-580.2%
-13893.1%
+10.1%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
-4253.8%
-101.4%
-17.6%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
-3823.5%
-76.8%
-20.6%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-117.6M
-269.8%
-3.3%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
-4435.1%
-152.8%
+4.8%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
1.5%
-15.8%
+81.8%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
18.13x
-1.5%
+25.9%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
Operator: Ladies and gentlemen, thank you for standing by. My name is Desiree, and I will be your conference operator today. At this time, I would like to welcome everyone to Serve Robotics, Inc. Second Quarter 2026 Financial Results and Conference Call. [Operator Instructions] I would now like to turn the call over to Steve Webb.
Steve Webb: Thank you, Operator. Welcome to Serve Robotics' Second Quarter 2026 Earnings Call. With me today are Serve's co-founder and CEO, Ali Kashani; and our CFO, Brian Read. During today's call, we may present both GAAP and non-GAAP financial measures. If needed, a reconciliation of GAAP and non-GAAP measures can be found in our earnings release filed earlier today. Certain statements in this call are forward-looking statements. You should not place undue reliance on forward-looking statements. Actual results may differ materially from these forward-looking statements, and we do not undertake any obligation to update any forward-looking statements we make today, except as required by law. For more information about factors that may cause actual results to differ materially from forward-looking statements, please refer to the press release we issued today as well as the risks and uncertainty described in our most recent annual report on Form 10-K, as supplemented by our most recent quarterly report on Form 10-Q, and in our other reports and filings made with the SEC. We published our quarterly financial press release and our updated corporate presentation to our investor relations website earlier today, and we ask you to review those documents if you haven't already. With that, let me hand it over to Ali.
Ali Kashani: Thank you, Steve, and good afternoon, everyone. We have important updates to share with you today. First, I want to give you an update about our Uber partnership and then share our Q2 results and update our full year 2026 guidance. We will discuss what took place in Q2 that has led to the new guidance and also what we are investing in and some of the exciting updates that are coming down the pipe. Let's start with the Uber partnership. From the first quarter of 2022 through the first quarter of this year, delivery volume through Uber grew for 17 consecutive quarters. In Q2, that trend reversed for the first time. This was caused by lower than expected robot utilization. While customer and merchant demand has remained steady, and our fleet performance has been improving, we believe the reversal in Q2 was largely due to the changes in the operating model and the integration between the two companies. Our extensive discussions with Uber since the emergence of this trend in Q2 have clarified that we really have differing views about the operating model to scale our shared autonomous fleet. This includes things like fleet coordination or merchant integration. Our experience across partners shows that having alignment on integration and operating models can really produce better outcomes from the same …