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00:00Let's talk about the competition. What is the success edge over GM Cruise or Google's Waymo. And if you could level with us what's their edge over overshoots. I look at them a little bit like fellow travelers. Yes we're competitors because we're in the same space and we're going after some of the same things. But this is a big industry. It's not going to be a winner take all. Second it's a safety critical product. And therefore I think it's important to lay the groundwork. Now having said that I would say one of the big differences is that we are going straight to what we think is the ideal product to provide rides to customers. We are not here to enhance your driving experience. We don't even want you to think about driving. So the customer experience is built in such a way that you're here to be transported. You have an app which you already know how to do today. You have an app where you say I want to go from point A to point B especially in dense urban environments. Think downtown San Francisco. And we show up and we pick you up sliding doors. You step in a little bit London cab inspired. We don't ascribe to taking a car that was architected designed for a human driver and then adding sensors and compute to it in order to make it fully autonomous. What about Tesla which is right down the street. Our Tesla and Elon Musk competition fellow travelers. This is Silicon Valley. We pay tribute disruptors. Having said that we're not exactly in the same business. We don't sell a car to people. We sell a ride to people. Our customers are not drivers. They're riders. And therefore we use the same types of technologies that they are in the cost setting business. So how does zips fit into the future of Amazon. Well that story is yet to be written first of all we we hope to deliver on the promise of a new segment and sort of a big business and be one of those in the tradition of Amazon. We know there's a world of possibilities but I tell everybody we first have to earn it right before we talk about sort of synergies and possibilities and opportunities together. Zero times anything is still zero. And it will be for a long time. So we're focusing on building our business getting to market and then there's a myriad of possibilities of things we could do together. There going can be dropping off my boxes. Is that what I should expect. Potentially if that's the right thing to do and it makes sense to do so. But first we're going to make sure to take you everywhere you need to go without having to worry about parking. Having a car and so on. What's it like having Amazon as your boss. It's been good. We're an independent subsidiary of Amazon. So yes we are involved. We agree on what's going to happen why it's going to happen. How often did you talk to Jeff Bezos or do you talk to Andy Jassi. Or maybe it's Dave Lim. I don't talk to them that often. I mean we have monthly business review or quarterly business review. But no it's not like the best deals with them. And we're on the phone and wrapping and chatting now. Well you must know what their expectations are. What is Amazon expecting. Objects execute. Get to market scale. And do you have the funding to do that. GM and Google very well-funded competitors are fellow travellers. As you say are you getting what you need. Yes. More than what I need. Funding is not something I even worry about. So what's it like to operate in that environment where money's not an issue. Well I mean you have to be careful right because you also don't want to be a drunken sailor and be like oh no I have. You still have to be very disciplined. You have to manage the phases of the business. We're like OK how do we execute. How do we make our milestones. How do we get to market. Were things organized properly. How do we hire. How do we retain. And so on. And so for us how do we stay mission driven. The public seems to have lost interest in waiting around for self-driving cars. I wrote in Google's self-driving car in 2011. And I'm still waiting to be able to buy or just ride a self-driving car on demand. Why is it taking so long. I think in self-driving. First of all the opportunity is so clear. The reach is so broad. We forgot that because things do start small. One second. It's a hard problem to solve. We talk a lot about safety and we talked out talk a lot about human error when it comes to driving. But we also forget that collectively at least in the United States of America humans collectively drive 100 million miles before having a fatality. That's a lot of miles. So humans are also pretty good. And the thing humans are good at which is I call it exception handling. We all know how to drive if are all fully autonomous would be deployed already but we're driving amongst human and you have to deal with so many little scenarios. There are so many things that you've been learning about driving since birth and codifying that using a ISE sensors and and computers is turning out to be a lot harder. Last but not least it's a safety critical system. None of us should deploy until and unless we have close loop evidence that we're safe.

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Zoox CEO Aicha Evans On Competition with Tesla, Waymo

Zoox CEO Aicha Evans speaks with Emily Chang on Bloomberg's Studio 1.0. They discuss the competitive landscape for autonomous vehicles, Zoox's relationship with Amazon, and when riders can expect fully autonomous vehicles to hit the road. (Source: Bloomberg)

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