Neutral dispatch-as-a-service
The layer between demand and the vehicles that serve it.
Connect once, and be reachable by every partner you choose to work with. Councils, healthcare providers, retailers, corporate travel teams and ride-hailing platforms connect to Omnia. So do the private hire, courier and autonomous fleets that do the work. Every side decides for itself who it will work with — and jobs only move between parties who have chosen each other.
Several competing demand sources, several competing supply partners. Every connection on the diagram is one both sides agreed to — and nobody sees anyone else's. Each pairing knows only its own arrangement.
The platform
One engine. However much of it you need.
Omnia sits between the party with work and the party with vehicles. Neither has to build a connection to the other, and neither gives up control of who they deal with.
Configuration
Choose which partners can see your work, in which areas, at which times, and up to what volume. Open it up or keep it to a single named partner. Change it whenever you like.
cORE
Work arriving from any connected demand source reaches only the supply that's configured and suitable — filtered by location, vehicle type and any other rules both sides have set.
Intelligence cORE
A record of how work moved and how much of it found supply, across every connected network — the view no single operator can assemble on their own.
Nothing you choose now has to be rebuilt if you change your mind. Start with a single named partner and your work visible to nobody else, and open it up later — or never. It is the same engine at either end, so widening who can see your work is a change to a rule, not a migration.
Who it's for
Anyone sitting on capacity that isn't earning — or facing one integration too many.
Omnia is most useful to organisations with work and no vehicles, or vehicles and not enough work — and to anyone who would rather connect once than build and maintain a separate integration with every counterparty.
Autonomous fleet operators
Vehicles, not enough workAn idle vehicle costs whoever owns it. Take work from several sources rather than depending on one, without building a connection to each.
Passenger transport platforms
Either sideCover areas where you have customers but no drivers, or take on work at times your own fleet is quiet — on terms you set, with the rider relationship staying yours.
Courier and last-mile networks
Either sideSay yes to a national client without opening in six cities first, and fill quiet periods with work from sources you choose.
Businesses with delivery demand
Work, no vehiclesRetailers, wholesalers and venues with deliveries to make and no fleet to make them — reaching capacity across several providers through one connection.
Fleet owners and leasing companies
Vehicles, not enough workVehicles sitting on your books earn nothing between contracts. As they become capable of operating without a driver, that spare capacity becomes something you can put to work.
Integration
Connect once, in whichever direction suits you.
Most partners join on one side or the other. Some do both.
Send work
Work reaches Omnia however it already reaches you — typed by a coordinator taking a call, sent as a list of the jobs you choose to share, pulled from your booking system, or pushed to us when a job goes uncovered. From there it can reach your own vehicles and vehicles you don't own. You keep the customer, the booking and the invoice.
Receive work
Keep drivers, riders and vehicles busy with work from more sources, without building and maintaining a connection to each one. Driver platforms and courier networks receive jobs straight into their own systems; autonomous fleets can ask for work near their vehicles and decide what to accept. Access to several demand sources at once is what fills a fleet's deadhead miles — earning on the way back to depot rather than running empty.
Front ends, if you need them
If your customers have no way to ask you for a ride or a delivery, we'll give them one — a booking page in your branding, feeding straight through to whichever supply you've approved. If you're a platform, nothing changes for your people: work arrives in your own system and your drivers see it in your own app.
Insights
What we're reading, and what we make of it.
Notes on autonomy, dispatch and the economics of keeping vehicles busy.
The partner who brings the demand also sets the terms↗
Uber has sold its entire stake in Serve Robotics, and Serve has told investors it does not expect to renew the delivery partnership when it expires in early 2027. The detail worth sitting with is what the two companies actually disagreed about — not the fee, but the operating model, and who decides the terms on which work arrives.
Wayve built the driver. Uber brought the passengers.↗
Transport for London has licensed Wayve's autonomous Mustang Mach-Es as private hire vehicles, and early-access rides are underway. The autonomy is Wayve's. The passengers are Uber's — more than a hundred thousand Londoners joined the interest list in eight weeks. And the trips run under Uber's operator licence, because London's triple-lock requires operator, driver and vehicle to be licensed by the same authority. Wayve could not carry a passenger here without somebody else's paperwork.
Uber says it has more than thirty autonomous partners. So the scarce thing is not the driver. It is the queue of people waiting for one — and the licence that lets you carry them. The next buyers of this technology own the vehicles: fleet operators, leasing arms, councils. They hold the asset, the depot and the finance agreement. What they do not hold is an app with millions of people in it.
A platform just said out loud what the walled garden costs↗
Gett is adding a private hire option to its app, fulfilled by drivers on FreeNow's platform rather than its own. The reason it gave its drivers is the interesting part: corporate customers are using business travel accounts for personal journeys and asking for more than one vehicle type — and those who cannot find what they need are moving to rival apps. Keeping the passenger mattered more than keeping the job.
It works because Lyft owns both companies. Everyone else has the same problem and no sister company to hand it to: demand arrives for a vehicle you do not have, and the options are to buy a second fleet, or watch the customer leave. Most operators quietly choose the second and call it focus.
The first robotaxis in London were licensed as minicabs↗
Transport for London has granted private hire vehicle licences to Wayve's autonomous Ford Mustang Mach-Es, and was explicit that they were licensed as PHVs rather than as automated vehicles. The Automated Vehicles Act created a separate permitting regime for driverless passenger services; the first cars on the road went through the framework written for minicabs instead, on an existing operator's licence, with a qualified driver still aboard and responsible.
Removing that driver needs separate DVSA approval. So two routes now run in parallel, and the one that moved first was the one already there. The future arrived through the existing paperwork.
One channel is not more independent than none↗
A good piece on whether London's black cabs could do without third-party apps argues that those apps function as additional digital ranks: switching them off does not restore independence, it reduces the number of places a driver's availability can be found. A driver only earns from passengers who can reach them.
The article lands on diversification carrying less commercial risk than isolation — while warning that too much demand concentrating through too few intermediaries exposes drivers to changes in commission, allocation and strategy they do not control. Both are true at once, and the resolution sits in the same paragraph: develop your own direct channels and stay reachable through others.
Fewer licensing authorities means a wider area to pass work within↗
The DfT has consulted on cutting taxi and private hire licensing from 263 authorities to around 70, transferring the function to local transport authorities. The stated aim is to curb out-of-area working, where a driver licenses in one area and works predominantly in another. Unite wanted a “start or finish” rule requiring every journey to begin or end in the licensed area; the government declined, choosing to widen the boundaries rather than restrict the journeys.
Worth noticing the second-order effect. An operator may already pass a booking to another operator licensed by the same authority. Fewer, larger authorities means more operators inside each boundary — and a considerably larger pool of firms able to lawfully cover each other's work.
Get these as they're written
Occasional notes on autonomy, dispatch and utilisation. No more than a handful a month, and only when there's something worth saying.
Get in touch
If you have work and no vehicles, vehicles and not enough work, or one integration too many, we should talk.
We're speaking with operators, platforms and fleet owners across passenger transport and last-mile delivery. Tell us which part of the problem you're holding.
info@omniaplatforms.com