1 00:00:00,160 --> 00:00:04,160 Speaker 1: This is Bloomberg Business Week with Carol Masser and Bloomberg 2 00:00:04,240 --> 00:00:08,440 Speaker 1: Quick Takes Tim Stinovic from Bloomberg Radio. So Colin Brier 3 00:00:08,520 --> 00:00:11,640 Speaker 1: started working at Amazon just four years after it was founded. 4 00:00:11,640 --> 00:00:14,680 Speaker 1: Back In spent twelve years at the company, part of 5 00:00:14,680 --> 00:00:18,120 Speaker 1: the senior leadership team there, and this as the company 6 00:00:18,160 --> 00:00:20,639 Speaker 1: grew from a domestic seller of books to a global 7 00:00:20,720 --> 00:00:23,600 Speaker 1: multidimensional powerhouse. And for two of his years at Amazon, 8 00:00:23,960 --> 00:00:27,560 Speaker 1: Colin was chief of staff to Jeff Bezos, essentially Jeff's shadow, 9 00:00:27,640 --> 00:00:30,319 Speaker 1: during which he spent each day attending meetings, traveling with 10 00:00:30,400 --> 00:00:34,000 Speaker 1: and talking about business life so much with Jeff Bezos. 11 00:00:34,520 --> 00:00:36,720 Speaker 1: He is co founder of Working Backwards. It's a company 12 00:00:36,720 --> 00:00:40,120 Speaker 1: where he coaches executives. Collin's new book he co authored 13 00:00:40,120 --> 00:00:43,640 Speaker 1: it with Bill carr Off, also a longtime Amazonian. This 14 00:00:43,680 --> 00:00:46,800 Speaker 1: book just out today. It's called Working Backwards. Inside Stories 15 00:00:46,800 --> 00:00:50,000 Speaker 1: and Secrets from Inside Amazon. Colin joining us on the 16 00:00:50,040 --> 00:00:52,680 Speaker 1: phone from Seattle. Welcome to Bloomberg. So nice to have 17 00:00:52,760 --> 00:00:55,960 Speaker 1: you here, In. Congratulations on the book. Oh, thank you 18 00:00:56,040 --> 00:00:58,200 Speaker 1: so much, and thanks for having me on the show. Turtle. 19 00:00:58,320 --> 00:01:00,400 Speaker 1: It's so timely. There isn't a day, Colin, it doesn't 20 00:01:00,400 --> 00:01:02,440 Speaker 1: go by that. We don't really talk about Amazon, to 21 00:01:02,440 --> 00:01:04,200 Speaker 1: be quite honest, and we've talked about it a lot, 22 00:01:04,959 --> 00:01:07,200 Speaker 1: especially with the news that Jeff was was stepping down 23 00:01:07,200 --> 00:01:10,600 Speaker 1: a CEO. Um, let me start there. How did you 24 00:01:10,640 --> 00:01:12,320 Speaker 1: take that note? How did how did you see it? 25 00:01:12,400 --> 00:01:17,080 Speaker 1: How should we see it? Well, you know, I was 26 00:01:17,120 --> 00:01:19,039 Speaker 1: a little surprised at the timing, but you had to 27 00:01:19,040 --> 00:01:22,160 Speaker 1: come sometime and how I viewed it. As you know, 28 00:01:22,280 --> 00:01:25,560 Speaker 1: Jeff has been really preparing for this type of transition 29 00:01:25,640 --> 00:01:28,880 Speaker 1: for a long time, even uh since the early days 30 00:01:28,880 --> 00:01:31,520 Speaker 1: of Amazon. He put a whole bunch of effort focused 31 00:01:31,560 --> 00:01:35,840 Speaker 1: on how can I put in processes inside Amazon so 32 00:01:35,959 --> 00:01:39,240 Speaker 1: other as Amazon grows in scales ten x d x, 33 00:01:39,560 --> 00:01:41,960 Speaker 1: that they can still make the same type of high 34 00:01:42,000 --> 00:01:46,119 Speaker 1: quality decisions quickly when Jeff isn't in the room, and uh, 35 00:01:46,200 --> 00:01:49,160 Speaker 1: you know, so he's he's what he's coined. That term 36 00:01:49,240 --> 00:01:52,160 Speaker 1: is called the invention machine. You know how Amazon hires, 37 00:01:52,200 --> 00:01:56,040 Speaker 1: how they organized peep teams, how they write narratives instead 38 00:01:56,080 --> 00:01:58,200 Speaker 1: of power point, and how they develop new products and 39 00:01:58,480 --> 00:02:01,480 Speaker 1: measure businesses. And he has been working and honing that 40 00:02:01,640 --> 00:02:04,760 Speaker 1: and been a broken record on that invention machine internally 41 00:02:04,800 --> 00:02:07,240 Speaker 1: at Amazon for for so long that I think that 42 00:02:07,400 --> 00:02:11,040 Speaker 1: this transition with Andy Jossy taking over the Helmets CEO, 43 00:02:11,960 --> 00:02:14,160 Speaker 1: you know, we're not going to see a ton of change, 44 00:02:14,360 --> 00:02:15,959 Speaker 1: and certainly in the near term. And I know a 45 00:02:16,000 --> 00:02:17,240 Speaker 1: lot of this is in the book and I want 46 00:02:17,240 --> 00:02:19,000 Speaker 1: to get to it in a moment. Do you know Andy, though, 47 00:02:19,080 --> 00:02:20,960 Speaker 1: And I'm just curious if he was there when you 48 00:02:21,000 --> 00:02:24,120 Speaker 1: were there? I do, And he started a few months 49 00:02:24,240 --> 00:02:28,160 Speaker 1: before I did. He started in seven and I worked 50 00:02:28,600 --> 00:02:32,640 Speaker 1: with Andy right actually right when I started in I 51 00:02:32,639 --> 00:02:34,680 Speaker 1: started in the software team. He was in the marketing 52 00:02:34,720 --> 00:02:37,560 Speaker 1: group and worked together on a couple of different projects. 53 00:02:37,720 --> 00:02:43,040 Speaker 1: And then Andy was also Jeff's first technical advisor or shadow. 54 00:02:43,160 --> 00:02:45,520 Speaker 1: He did that for about eighteen months, and so I 55 00:02:45,639 --> 00:02:48,600 Speaker 1: was just second once. So I rely on Andy a lot. 56 00:02:48,919 --> 00:02:51,520 Speaker 1: Is when I moved into this new role working with 57 00:02:51,520 --> 00:02:54,480 Speaker 1: with Jeff to get some good advice on how to 58 00:02:54,520 --> 00:02:57,000 Speaker 1: be successful in that role. Well, Colin, how important do 59 00:02:57,040 --> 00:02:59,519 Speaker 1: you think is it to kind of understand what makes 60 00:02:59,600 --> 00:03:03,799 Speaker 1: Jeff tick? You know, this is a remarkable company on 61 00:03:03,919 --> 00:03:06,720 Speaker 1: so many measures, um, whether you like it or not, 62 00:03:07,000 --> 00:03:09,520 Speaker 1: it's just hard to be ignored. And I just wonder 63 00:03:09,960 --> 00:03:11,960 Speaker 1: how important is it that anybody who is in that 64 00:03:12,040 --> 00:03:16,600 Speaker 1: CEO spot understand kind of the way Jeff approaches things, 65 00:03:16,760 --> 00:03:19,080 Speaker 1: and especially for you know, you've spent a lot of 66 00:03:19,120 --> 00:03:22,600 Speaker 1: time with him. Yeah, I think it is very important 67 00:03:22,680 --> 00:03:25,480 Speaker 1: and it's uh, you know, not just how Jeff thinks. 68 00:03:25,520 --> 00:03:29,600 Speaker 1: He inculcated that throughout Amazon, and so he really fostered 69 00:03:29,919 --> 00:03:33,880 Speaker 1: a culture that was customer obsessed, not competitor obsessed, a 70 00:03:33,960 --> 00:03:36,920 Speaker 1: long term thinking, you know, things beyond the next month 71 00:03:37,000 --> 00:03:40,360 Speaker 1: or quarter, quarterly results. You know, spirit of invention, and 72 00:03:40,400 --> 00:03:42,360 Speaker 1: you also have to figure out with invention, you have 73 00:03:42,520 --> 00:03:45,240 Speaker 1: to expect and you know how to handle failures inside 74 00:03:45,240 --> 00:03:48,240 Speaker 1: the company. And then just being taking pride in the 75 00:03:48,240 --> 00:03:52,040 Speaker 1: operational excellence. And what that means is that the details matter. 76 00:03:52,200 --> 00:03:54,320 Speaker 1: And a lot of the detailed little details that you 77 00:03:54,360 --> 00:03:56,680 Speaker 1: work on are you know, most people aren't going to 78 00:03:56,760 --> 00:03:59,960 Speaker 1: see them, but they're incredibly important to making you know, 79 00:04:00,000 --> 00:04:03,920 Speaker 1: a company take and meeting customer promises. So andy, Um, 80 00:04:03,960 --> 00:04:07,640 Speaker 1: you know he understands that as well as anyone at Amazon, 81 00:04:08,120 --> 00:04:11,480 Speaker 1: and uh, and so incredibly important. If I write the 82 00:04:11,520 --> 00:04:14,640 Speaker 1: CEO job description, it would be you know, understanding how 83 00:04:14,680 --> 00:04:17,080 Speaker 1: Amazon works, being able to work in large teams and 84 00:04:17,120 --> 00:04:19,440 Speaker 1: small teams, and by the way, bonus points, if you 85 00:04:19,640 --> 00:04:23,000 Speaker 1: had built a new business from scratch from zero to 86 00:04:23,040 --> 00:04:26,839 Speaker 1: ten billion dollars faster than Amazon did, and Andy did 87 00:04:26,880 --> 00:04:29,440 Speaker 1: all three of those. By the way, Amazon Web Services 88 00:04:29,480 --> 00:04:32,800 Speaker 1: got from zero to ten billion dollars faster than Amazon 89 00:04:32,880 --> 00:04:35,560 Speaker 1: dot Com the retailer. Yeah, it's pretty remarkable if you 90 00:04:35,600 --> 00:04:37,760 Speaker 1: think about in terms of the growth. Um, we've got 91 00:04:37,760 --> 00:04:39,840 Speaker 1: about forty seconds and we take a break and come back. 92 00:04:39,880 --> 00:04:42,240 Speaker 1: If you had to say one reason that you think 93 00:04:42,279 --> 00:04:44,680 Speaker 1: this company has been so successful, what would it be? 94 00:04:44,800 --> 00:04:48,440 Speaker 1: Is it? Is it really just understanding that culture. I 95 00:04:48,960 --> 00:04:50,880 Speaker 1: think it is what makes it take. So it's the 96 00:04:50,960 --> 00:04:54,240 Speaker 1: leadership for inspose, it's the customer obsession. And when you 97 00:04:54,320 --> 00:04:56,599 Speaker 1: do that, customers are always a little bit restless. They're 98 00:04:56,600 --> 00:04:58,960 Speaker 1: going to push you to do more and innovate you. 99 00:04:59,000 --> 00:05:00,520 Speaker 1: If you offer two days show and they're going to 100 00:05:00,560 --> 00:05:03,240 Speaker 1: want one day shipping pretty soon. So you know, Amazon 101 00:05:03,279 --> 00:05:07,279 Speaker 1: always operates and develop innovates new ideas because they listen 102 00:05:07,320 --> 00:05:12,080 Speaker 1: to customers. You know, I do wonder too about the title, 103 00:05:12,160 --> 00:05:14,719 Speaker 1: and I know you've got um your own company called 104 00:05:14,760 --> 00:05:16,800 Speaker 1: Working Backwards, your co founder of it, and you work 105 00:05:16,839 --> 00:05:19,760 Speaker 1: with a lot of executives and and coaching them and 106 00:05:19,800 --> 00:05:23,320 Speaker 1: this whole idea of kind of working backwards um things. 107 00:05:23,360 --> 00:05:27,040 Speaker 1: I'm a backtimer because of my years in broadcast. I'm 108 00:05:27,040 --> 00:05:29,159 Speaker 1: causing back timing things in my life. But talk to 109 00:05:29,200 --> 00:05:33,440 Speaker 1: us about working backwards and what it teaches us. The 110 00:05:34,400 --> 00:05:37,240 Speaker 1: it scored the working backwards process. First of all, it's 111 00:05:37,279 --> 00:05:40,520 Speaker 1: what the process Amazon uses to take ideas and evaluate 112 00:05:40,560 --> 00:05:43,320 Speaker 1: them and see if they're worth building and bringing to market. 113 00:05:43,680 --> 00:05:46,560 Speaker 1: And then it's heart Working backwards really just starts from 114 00:05:46,600 --> 00:05:52,520 Speaker 1: the customer experience and then working backwards from that and um, 115 00:05:52,560 --> 00:05:55,799 Speaker 1: what what's different about how that process is from other companies. 116 00:05:55,839 --> 00:05:58,560 Speaker 1: A lot of companies use what's called the skills forward approach. 117 00:05:59,080 --> 00:06:02,039 Speaker 1: What are we good at um? And how can we 118 00:06:02,080 --> 00:06:04,400 Speaker 1: move into the market. There's you know, you can think 119 00:06:04,440 --> 00:06:08,920 Speaker 1: of a swat analysis your strengths, weaknesses, and opportunities and threats. 120 00:06:08,960 --> 00:06:11,760 Speaker 1: But what's not really mentioned with those two techniques is 121 00:06:11,800 --> 00:06:15,200 Speaker 1: the word customer. So Amazon really just inverted it and 122 00:06:15,240 --> 00:06:17,440 Speaker 1: said we are going to start from the first day 123 00:06:17,480 --> 00:06:19,760 Speaker 1: we're looking at an idea and keep the customer in 124 00:06:19,760 --> 00:06:23,200 Speaker 1: mind and then figure out how do we organize around 125 00:06:23,240 --> 00:06:26,080 Speaker 1: that idea in order to deliver value for the for 126 00:06:26,120 --> 00:06:29,839 Speaker 1: the customer, and that the two the props. They're the 127 00:06:29,880 --> 00:06:33,479 Speaker 1: tools that the working backwards process uses. It's a press 128 00:06:33,520 --> 00:06:36,520 Speaker 1: release and a frequently ask question. And the press release 129 00:06:36,560 --> 00:06:38,720 Speaker 1: it's just a one page press release. It's the first 130 00:06:38,720 --> 00:06:41,000 Speaker 1: thing you write if you have an idea. If someone says, hey, 131 00:06:41,000 --> 00:06:43,520 Speaker 1: I got this cool idea. UM, they'll say, great, go 132 00:06:43,680 --> 00:06:46,000 Speaker 1: right a working backwards document And the first part of 133 00:06:46,040 --> 00:06:48,280 Speaker 1: that is the press release. And it's harder than you 134 00:06:48,279 --> 00:06:51,040 Speaker 1: may think, especially when you're starting out. You have to 135 00:06:51,080 --> 00:06:54,680 Speaker 1: clearly describe what the customer problem is, what the what 136 00:06:54,839 --> 00:06:57,640 Speaker 1: the solution is, and why it's a great product. And 137 00:06:57,640 --> 00:07:01,240 Speaker 1: if after reading that mythical press release you're not excited 138 00:07:01,279 --> 00:07:04,480 Speaker 1: to buy that product or use that service, you go 139 00:07:04,560 --> 00:07:06,720 Speaker 1: back and start over and write it. So this is 140 00:07:06,760 --> 00:07:10,800 Speaker 1: an iterative process and the second part to frequently ask questions. 141 00:07:10,960 --> 00:07:14,160 Speaker 1: It allows you to address the tough issues up front 142 00:07:14,240 --> 00:07:16,840 Speaker 1: and try to solve those as early as possible because 143 00:07:16,880 --> 00:07:19,800 Speaker 1: it's cheaper when you solve those problems earlier. And the 144 00:07:20,440 --> 00:07:23,920 Speaker 1: fact contains two components. One is explaining to the customer 145 00:07:23,960 --> 00:07:26,080 Speaker 1: what is it, why should I use it? Why should 146 00:07:26,080 --> 00:07:28,280 Speaker 1: I change my behavior to buy this product or why 147 00:07:28,320 --> 00:07:30,400 Speaker 1: is it better than what's out there on the market. 148 00:07:30,840 --> 00:07:33,640 Speaker 1: But then the second part is the internal f a Q, 149 00:07:34,280 --> 00:07:36,840 Speaker 1: which are the tough issues that the company is going 150 00:07:36,880 --> 00:07:40,000 Speaker 1: to have to solve in order to solve these customer problems. 151 00:07:40,240 --> 00:07:42,880 Speaker 1: It may need a new sales force, you know, direct 152 00:07:42,880 --> 00:07:45,920 Speaker 1: salesforce or you partner a salesforce, or how can I 153 00:07:45,960 --> 00:07:49,000 Speaker 1: build the product for bill of materials under two hundred dollars? 154 00:07:49,320 --> 00:07:51,800 Speaker 1: What are the tough technical challenges that we have to 155 00:07:51,880 --> 00:07:56,120 Speaker 1: solve in order to really solve this customer problem? And 156 00:07:56,240 --> 00:07:59,320 Speaker 1: again that's an inerative process. You don't move forward until 157 00:07:59,400 --> 00:08:03,000 Speaker 1: you get those questions answered. That's really that's really fascinating 158 00:08:03,000 --> 00:08:05,320 Speaker 1: in terms of how you think about things and approach it. 159 00:08:05,400 --> 00:08:09,040 Speaker 1: So I love the title of your book, Working Backwards Insights, 160 00:08:09,080 --> 00:08:11,920 Speaker 1: Stories and Secrets from Amazon. So if you'll indulge me 161 00:08:11,960 --> 00:08:13,920 Speaker 1: a little bit, um and I think you've you've kind 162 00:08:13,920 --> 00:08:15,360 Speaker 1: of answered some of these, but I'm going to go 163 00:08:15,400 --> 00:08:21,360 Speaker 1: there anyway, So give me one insight from Amazon. Well, 164 00:08:21,600 --> 00:08:26,440 Speaker 1: one insight is uh that really that these these principles 165 00:08:26,560 --> 00:08:31,280 Speaker 1: are they're easy to understand, they're hard to follow, especially 166 00:08:31,280 --> 00:08:33,920 Speaker 1: when things are going really well or really poorly in 167 00:08:33,960 --> 00:08:37,240 Speaker 1: your business. And where where Amazon has created some of 168 00:08:37,280 --> 00:08:41,600 Speaker 1: its most amazing inventions are where things are always going 169 00:08:41,640 --> 00:08:43,600 Speaker 1: to be unclear and you have to move fast, but 170 00:08:43,679 --> 00:08:47,160 Speaker 1: you rely on the leadership principles you know, primarily of 171 00:08:47,679 --> 00:08:50,960 Speaker 1: customer obsession, long term thinking, and yet you're willing to 172 00:08:51,000 --> 00:08:53,680 Speaker 1: be misunderstood and you figure out how can I invent 173 00:08:53,720 --> 00:08:56,120 Speaker 1: my way out of this box? And then you know, 174 00:08:56,240 --> 00:08:59,160 Speaker 1: working on the little details that matter so that you 175 00:08:59,200 --> 00:09:01,000 Speaker 1: know that is one. And then the other thing is 176 00:09:01,040 --> 00:09:03,160 Speaker 1: that a lot of people think what Amazon does it 177 00:09:03,200 --> 00:09:08,160 Speaker 1: doesn't apply to small organizations. These processes and principles. They 178 00:09:08,200 --> 00:09:10,920 Speaker 1: work in small groups because that's where they were created 179 00:09:11,120 --> 00:09:14,000 Speaker 1: for small teams, and they work across a number of 180 00:09:14,040 --> 00:09:17,040 Speaker 1: different industries. They've worked for streaming video, you know, moving 181 00:09:17,040 --> 00:09:21,240 Speaker 1: digital bits to customers with Amazon Studios, creating devices like 182 00:09:21,280 --> 00:09:24,800 Speaker 1: echo um you know in election devices, work with the 183 00:09:24,840 --> 00:09:27,600 Speaker 1: e commerce business and B two B so they're tested 184 00:09:27,640 --> 00:09:30,800 Speaker 1: and true across a number of different industries. And then 185 00:09:30,840 --> 00:09:33,719 Speaker 1: also size of company. So I have to ask you 186 00:09:33,760 --> 00:09:37,239 Speaker 1: as we tease you know or introduced to you earlier, 187 00:09:37,559 --> 00:09:40,120 Speaker 1: that you spent each day you were in meetings, you 188 00:09:40,200 --> 00:09:42,640 Speaker 1: traveled with you talked about a lot of different things, 189 00:09:42,679 --> 00:09:46,640 Speaker 1: business life, other things with Jeff Bezos of Amazon. What's 190 00:09:46,640 --> 00:09:50,720 Speaker 1: a story that you can share with our audience. One 191 00:09:50,840 --> 00:09:55,400 Speaker 1: story is that so we were every two years we 192 00:09:55,440 --> 00:09:57,840 Speaker 1: had to go work in customer service at you in 193 00:09:57,840 --> 00:10:01,800 Speaker 1: the corporate department, and and Jeff's turn came up. And 194 00:10:01,800 --> 00:10:04,080 Speaker 1: this is why I was working with Jeff and as 195 00:10:04,120 --> 00:10:06,600 Speaker 1: this technical advisor. So Jeff and I we drove an 196 00:10:06,600 --> 00:10:09,040 Speaker 1: hour south to Tacoma from Seattle where there is a 197 00:10:09,080 --> 00:10:11,319 Speaker 1: customer service center and for two days we were a 198 00:10:11,360 --> 00:10:14,560 Speaker 1: customer service agents and where at first they were training 199 00:10:14,600 --> 00:10:18,120 Speaker 1: you had to read and read emailed some customers and 200 00:10:18,160 --> 00:10:21,280 Speaker 1: respond to them. Eventually you would get to answer customer calls. 201 00:10:21,640 --> 00:10:24,480 Speaker 1: And there was one call in particular where the customer 202 00:10:24,559 --> 00:10:27,679 Speaker 1: called and said I have this problem and I've ordered 203 00:10:27,720 --> 00:10:31,280 Speaker 1: some lawn furniture and came damaged. And while they were 204 00:10:31,280 --> 00:10:35,480 Speaker 1: looking the information up, the customer service agent put the 205 00:10:35,559 --> 00:10:37,920 Speaker 1: customer on hold and turned to Jeff and said, I 206 00:10:37,960 --> 00:10:40,079 Speaker 1: bet you it's this product and pointed to it on 207 00:10:40,520 --> 00:10:44,200 Speaker 1: our website and your Thirty seconds later, the customer said, oh, 208 00:10:44,240 --> 00:10:46,640 Speaker 1: here's my product number, and it was the one that 209 00:10:46,679 --> 00:10:50,080 Speaker 1: she pointed out and Jeff's eyes went wide and said, 210 00:10:50,080 --> 00:10:52,280 Speaker 1: how did you know this? After the call and said, oh, 211 00:10:52,320 --> 00:10:56,160 Speaker 1: it's happened quite frequently. And this is where Jeffie's he 212 00:10:56,240 --> 00:10:59,480 Speaker 1: also studied other companies, He studied toilets and on cord 213 00:10:59,760 --> 00:11:02,440 Speaker 1: and said, we need to give this customer service agents 214 00:11:02,440 --> 00:11:05,280 Speaker 1: the ability to solve that problem right at that point 215 00:11:05,280 --> 00:11:08,040 Speaker 1: in time. So you know, this is where it's unusual 216 00:11:08,120 --> 00:11:10,960 Speaker 1: for CEO to go be a customer service agent for 217 00:11:11,040 --> 00:11:13,440 Speaker 1: two days and then you know, come up. This is 218 00:11:13,679 --> 00:11:17,080 Speaker 1: how customer obsession allows you to come up with internal processes. 219 00:11:17,520 --> 00:11:19,480 Speaker 1: And UM, I don't know how many times you've been 220 00:11:19,480 --> 00:11:21,840 Speaker 1: on the phone with the customer service agent at another 221 00:11:22,240 --> 00:11:24,520 Speaker 1: company where they know what the problem is, they just 222 00:11:24,559 --> 00:11:26,840 Speaker 1: don't have the tools and the authority to solve it. 223 00:11:27,240 --> 00:11:29,720 Speaker 1: And so what we did at Amazon is we push 224 00:11:29,800 --> 00:11:33,000 Speaker 1: that decision making an authority down to the people closest 225 00:11:33,000 --> 00:11:35,800 Speaker 1: to the customer. And what happens with that end encurd 226 00:11:36,000 --> 00:11:38,640 Speaker 1: is it stops that product from being sold. When the 227 00:11:38,679 --> 00:11:41,720 Speaker 1: corporate person who is responsible for that lawn and garden 228 00:11:41,760 --> 00:11:44,480 Speaker 1: thing gets notified immediately says we will not sell this 229 00:11:44,559 --> 00:11:47,240 Speaker 1: product and ship with the customers. It's you know it's 230 00:11:47,280 --> 00:11:49,160 Speaker 1: it's not up to our standards. You need to go 231 00:11:49,240 --> 00:11:51,320 Speaker 1: fix it, all right, call be really quick about twenty 232 00:11:51,360 --> 00:11:53,760 Speaker 1: five seconds. Is there a secret like does Jeff Bezos 233 00:11:53,760 --> 00:11:57,680 Speaker 1: et tuna fish for lunch every day? Now? He sticks? 234 00:11:57,760 --> 00:12:01,640 Speaker 1: He just is a very principle person and he's also 235 00:12:01,640 --> 00:12:04,280 Speaker 1: a great teacher. Whenever he'll come up with insights, but 236 00:12:04,360 --> 00:12:06,760 Speaker 1: he'll he'll walk walk you back and tell you how 237 00:12:06,800 --> 00:12:09,000 Speaker 1: we got to those insights, which is one of the 238 00:12:09,000 --> 00:12:11,920 Speaker 1: reasons why I think Amazon is good hands moving forward. Well, 239 00:12:11,960 --> 00:12:14,640 Speaker 1: this was so much fun, and congratulations on the book 240 00:12:14,679 --> 00:12:17,079 Speaker 1: and really just an interesting way of looking at things. Colin, 241 00:12:17,120 --> 00:12:20,120 Speaker 1: thank you again. Colin Brier, former VP at Amazon early 242 00:12:20,200 --> 00:12:24,000 Speaker 1: on a senior part of the leadership there at the company. 243 00:12:24,040 --> 00:12:26,839 Speaker 1: His book is Working Backwards Inside Stories and Secrets from 244 00:12:26,880 --> 00:12:27,760 Speaker 1: Inside Amazon.