Every hotel front desk in the world hears it, multiple times a day, in every language.
“Can you call me a cab,” said Mike Coscetta, president of the hospitality property management service Mews. It’s “one of the most common sentences when you run hotel operations.”
And so begins a long process that puts a substantial strain on the hotel industry. The receptionist calls a local provider, but the line is busy, or the wait is 40 minutes, or the driver takes a higher-paying fare and never shows. The guest grows frustrated. The staff member, already juggling six other things, is stuck playing dispatcher for a service the hotel doesn’t control, doesn’t profit from, and can’t guarantee.
Uber thinks it can make that entire problem disappear. The ride-hailing company has partnered with Mews to embed ride booking, real-time tracking, and integrated billing directly into the platform hotels already use to run their operations. Instead of calling a local taxi company, a front desk agent will book an Uber for a guest in a few clicks, all within the same system they manage check-ins, rooms, and payments.
“As a very frequent traveler, what I find super useful about Uber is I trust the product and I trust the price,” said Christophe Peymirat, head of Uber for Business EMEA. “I know that it’s a fair price, which is not always the case when you find other solutions.”
The partnership, announced at Mews Unfold in Amsterdam on May 27, marks what the companies call an industry first: ride-hailing built natively into a property management system that serves 15,000 hotels around the world.
An unchanged method
Mews research from this year found that guests arrange their own transportation and spend an average of $50 per stay on it. The partnership offers hotels and properties a new source of revenue and an additional service for their guests that can also set them apart from other properties in the area.
“One of the hotels told me that they see about 80% of their guests coming from third-party transportation,” Coscetta told the crowd during the announcement. “They see transportation as a big revenue vertical for them that they’ve never even explored.”
The way hotels have managed transportation hasn’t changed for decades. It’s a relationship with a local taxi company, a concierge who knows a guy, a business card pinned behind the desk. One operator recounted calling a local provider 20 times for a single guest, only to learn the driver had been redirected to a higher-paying fare. “That’s not good for anyone. That doesn’t create a great experience,” Coscetta said.
That experience is exactly what Uber is hoping to solve for. “What our research shows is that the transportation to and from the hotel is part of the experience,” Peymirat said. “It’s not only what happens within the four walls of the hotel, but all the services that are around it.”
Uber, which logged more than 3 billion trips in the first quarter alone, brings a supply network no local provider can match: available cars, transparent pricing, and a tracked ride. And the front desk can move on.
What the hotel actually gains
Beyond solving the operational headache, the integration gives hotels something they’ve never had: visibility into guest transportation and a path to ancillary revenue.
With rides processed through Mews Payments, charges flow automatically to the guest folio, which is the same unified bill that covers the room, the minibar, and the spa. It turns transportation from something that happens outside the hotel’s walls and becomes part of the stay itself.
The integration is being built to include both staff-initiated and guest-initiated ride booking, with the latter available through a guest portal, meaning travelers can arrange their own Uber without ever approaching the desk. Airport pickups, last-minute changes, and live vehicle tracking will all be manageable from within Mews.
The timing also aligns with Uber’s own strategic direction. The company announced GO-GET 2026 last month, reorganizing the app around three core actions: go, get, and travel. This also ties in with a guest’s Uber Eats order, with food delivery through the same integration.
Uber has been methodically expanding into B2B verticals, like corporate travel, healthcare, and logistics, or areas where demand is recurring. Hotels represent a particularly attractive channel: thousands of properties worldwide, each generating daily transportation requests that currently scatter across fragmented local providers.
