The company is pushing the technology into high-volume workflows such as scheduling, warehouse coordination, and routine customer updates. 

DHL says the change is cutting manual work and improving the speed of responses, allowing staff to redirect attention to tasks that require judgment rather than repetition.

HappyRobot executives say the collaboration has been driven by close technical alignment and rapid testing cycles. Quili Peña, head of Strategy & Operations and the lead for this strategic partnership initiative, described the experience.

“Working with the DHL Supply Chain leadership on this landmark initiative has been fantastic. Their teams brought clarity, urgency, and real commitment to making this a reality, and we’re grateful for the strong collaboration and excited to continue building together.”

DHL executives have linked the expansion to a technology plan that has been in progress for more than a year. According to Sally Miller, the organisation has been validating different applications before introducing them at scale. 

She explained: “As part of our structured and strategic approach to AI, DHL Supply Chain has been systematically identifying and validating operational use cases for generative and agentic AI technologies for over 18 months.”

The tools now support communication that previously required large teams to manage thousands of emails and voice calls. The company says this is already changing day-to-day work inside warehouses and transport hubs. Internal leaders frame the shift as both a productivity move and a response to labour shortages.

Lindsay Bridges stressed the impact on staff experience, stating: “At DHL Supply Chain, our people are at the heart of everything we do.” She added that freeing workers from repetitive duties makes the roles more appealing and helps maintain service levels even as hiring becomes harder in several markets.

HappyRobot engineers say the system has been built to withstand large-scale use and interruptions across different communication channels. Danny Luo said the team’s focus included reliability improvements to support DHL’s operational demands.

The partnership is expected to grow as DHL tests additional scenarios in other business units. Pablo Palafox, CEO of HappyRobot said the long-term goal goes beyond automating messages, commenting: “At HappyRobot, we envision AI workers coordinating global supply chain operations – not just moving data, but actively managing workflows.”

Neither DHL Supply Chain nor HappyRobot disclosed timelines for the next phase, but both described the early results as strong enough to justify wider rollout.

If successful, this raise will push its valuation beyond the $1 billion mark, giving the company unicorn status and enable Moove to become one of the top global drivers of sustainable urban transport.

In just over a year, Moove’s annual revenue jumped from $115 million to $360 million. That’s around $30 million a month, driven mostly by its core business of financing cars for Uber drivers and a newer, more focus on fleet management in the U.S. market. 

Moove is no longer just a vehicle financing outfit as it’s now embedding itself in the emerging world of autonomous mobility.

Moove is already managing fleets for Waymo, the self-driving arm of Google’s parent company Alphabet. In Phoenix and Miami, the company handles cleaning, charging, and storage of Waymo’s electric robotaxis. That may sound like back-end work, but it’s a tough role. 

As Waymo rolls out commercial operations in new cities, Moove ensures these vehicles are ready for the road every single day.

Co-founder Ladi Delano said, “The current agreement with Waymo is limited to fleet management.” But Moove wants more. The company is preparing to purchase autonomous vehicles (AVs) directly from manufacturers, lease them to entrepreneurs or businesses, and still maintain full control over their operations, from depot management to charging and cleaning.

Moove is betting that today’s Uber drivers could become tomorrow’s robotaxi fleet owners. By giving them access to mini-fleets of AVs, the company is creating a model where ownership and scale intersect, without sidelining drivers.

The strategy is already global. Moove has financed cars in Africa, India, and the UK, using a drive-to-own model that lets drivers eventually own the vehicles they work with. Now, it’s taking that experience into markets with far more complex regulatory and operational demands, like the U.S.

Its recent acquisition of Brazilian mobility startup Kovi also shows how far Moove is willing to go to scale quickly. That move instantly expanded its revenue base and widened its footprint in Latin America.

To date, the company has secured $750 million in funding, both debt and equity, from investors including Uber, which holds a stake of over 10%, and the Abu Dhabi-based Mubadala Investment Company.

Moove has hired over 90 people in the U.S. this year alone. Across the world, its workforce has grown to more than 2,100. This is a global operator with eyes on the evolving future of how people and goods move.

Moove is building the infrastructure behind the AV space. While companies like Waymo develop the tech, Moove is betting that whoever owns and runs the fleets, keeps them clean, charged, and on the road, will hold real power.

And that’s what this $300 million is really about.