Speaker 1: Hi everyone, I'm Emily Changan. Today we're bringing you an
Speaker 1: interview from Seattle and a visit to Amazon Headquarters. Jeff
Speaker 1: Bezo shocked the world when he stepped down as CEO
Speaker 1: of Amazon, but less shocking was his choice for successor.
Speaker 1: Andy Jassy wasn't only one of his longest tenure lieutenants,
Speaker 1: but the architect of Amazon's multi billion dollar cloud business,
Speaker 1: Amazon Web Services, a moonshot that helped transform Amazon into
Speaker 1: not just e commerce but enterprise Jugger dot Jass then
Speaker 1: needed to find his own successor, tapping a former colleague
Speaker 1: who helped grow a WS in its earliest days but
Speaker 1: had since left to run Seattle software giant Tableau his
Speaker 1: job to continue the reinvention of a WS and in
Speaker 1: turn Amazon. Joining me on this edition of Bloomberg Studio
Speaker 1: one point oh with the view of the spheres from
Speaker 1: Amazon Headquarters, New AWS CEO Adam Slipski. Adam, thank you
Speaker 1: so much for Joe us. Thanks for having me. It's
Speaker 1: great to be with you. It's great to be here
Speaker 1: in front of the spheres and everything. Yes, are really
Speaker 1: unique biospheres with the hundreds of engangent plants from around
Speaker 1: the world. It's a really special place. You worked for
Speaker 1: a WS for eleven years and then went on to
Speaker 1: become CEO of Tableau Software in then you get a
Speaker 1: call from Amazon to come back and run a WS
Speaker 1: as CEO. Tell me about that call. Well, I was
Speaker 1: having a one on one at at my prior company,
Speaker 1: and my Apple News alerts went off like everybody else's did.
Speaker 1: And a Jeff Bezos has taking on a new role,
Speaker 1: and Andy Jason's taking on the CEO role of Amazon,
Speaker 1: And of course Andy and I worked shoulder to shoulder
Speaker 1: about twenty ft apart for eleven years, so of course
Speaker 1: I reached out and congratulated him and we started talking
Speaker 1: and um, you know, the conversation turned to just some
Speaker 1: of the possibilities and next thing I know a little
Speaker 1: while later, uh here I am back at Amazon, absolutely
Speaker 1: the lie I didn't honor to be the CEO of
Speaker 1: AWS and helping to shepherd this, uh this amazing business
Speaker 1: for our customers in that process. Did you talk to
Speaker 1: Jeff as well? I had some communication, but it was
Speaker 1: you know, principally with Andyo. Of course was you knew
Speaker 1: the A of U S business best and of course
Speaker 1: was taking on the CEO role but yeah, there was
Speaker 1: you know, contact as you might expect with a small
Speaker 1: handful of other people. So what did Andy tell you
Speaker 1: he wanted In the next chapter for a WS, Andy
Speaker 1: reminded me nothing I needed reminding, but that it has
Speaker 1: really still day one for AWS and for our customers.
Speaker 1: It is still so early in this business, and we
Speaker 1: shouldn't think that just because the business has grown rapidly, uh,
Speaker 1: or just because we're currently the leader in the in
Speaker 1: the cloud, uh, that it's anything close to mature. And
Speaker 1: so he really reminded me that we have to stay
Speaker 1: hungry innovate as quickly as we ever have done in
Speaker 1: the past. You're about half a year into the job.
Speaker 1: What changed while you were gone that surprised you? Well,
Speaker 1: I think that's so many more customers have really adopted
Speaker 1: the cloud and really decided that they're they're going all in. So,
Speaker 1: I mean, it was a pretty decent sized business when
Speaker 1: I left, but it's really grown and the customer base
Speaker 1: has really expanded. And so now we have very deep
Speaker 1: relationships at the CEO level, the ce IO level, across
Speaker 1: every country, every industry, every use case, and we're regularly
Speaker 1: interacting with the most senior people at our client organizations.
Speaker 1: So you were working at real networks in the early
Speaker 1: two thousands, and I understand you were offered a job
Speaker 1: at AWS without even really knowing what it was. I
Speaker 1: guess AWS was in stealth mode. It was very secret.
Speaker 1: So it was it was, it was. It was hard
Speaker 1: that you know, the company didn't want to talk too
Speaker 1: much about it, but of course, you know, we had
Speaker 1: to talk a certain amount about it. So the call
Speaker 1: I got when something like, we have this initiative to
Speaker 1: turn the guts of Amazon inside out and expose it
Speaker 1: to other people, and it sounded intriguing, although I confessed
Speaker 1: I didn't fully understand what that was all about. So
Speaker 1: I can amen and started talking to Andy and a
Speaker 1: few of the other senior leaders and eventually to Jeff,
Speaker 1: and I would have to say that even by the
Speaker 1: time I took the job, I thought, I mostly understand
Speaker 1: what they're talking about, and it sounds like a good idea,
Speaker 1: and I'm in. But I also was like, well, you know,
Speaker 1: we'll just have to see how it goes and uh
Speaker 1: and and you know, Amazon is a big, big place,
Speaker 1: and so I think we've got a lot of a
Speaker 1: lot of intent to succeed here. And that's the thing
Speaker 1: that impressed me was Amazon really had the desire and
Speaker 1: the intent and the belief that this could be a
Speaker 1: really good business. AWS comes out of stealth mode and
Speaker 1: is the first to market with a cloud infrastructure service
Speaker 1: in two thousand and six. How important was that first
Speaker 1: start and and do you think AWS still has an
Speaker 1: advantage today because of that? I think the time to
Speaker 1: market advantage that we had, which was probably honestly five
Speaker 1: to seven years head start before other companies really started
Speaker 1: to take this seriously, was an enormou Frankly, it was
Speaker 1: um just one of the biggest things that happened to
Speaker 1: us in the early years because at the beginning a
Speaker 1: lot of people didn't get it. I would get asked
Speaker 1: a lot at two thousand and six, so what does
Speaker 1: this have to do with selling books? And I even
Speaker 1: had to slide with the kind of a pile of
Speaker 1: books on it and a question mark next to it,
Speaker 1: and the answer was, it has nothing to do with
Speaker 1: selling books. But the technology which enables us to sell books,
Speaker 1: being global, being at a massive scale, being secure, being
Speaker 1: low cost, being highly performant. All that technology has everything
Speaker 1: to do with offering these types of services. Externally. Now
Speaker 1: AWS isn't a scrappy startup anymore, and you do have
Speaker 1: big rivals. Even though AWS is still the leader, Microsoft
Speaker 1: and Google are big rivals. How do you make sure
Speaker 1: that being big doesn't slow you down. It's a great
Speaker 1: question because we are currently the leader, and I mean
Speaker 1: depending on which you know, third party, you you you
Speaker 1: look at, we're probably a little bit more than twice
Speaker 1: as big as as as number two. And it's really
Speaker 1: important to continue to act as if you know, we're
Speaker 1: insurgents and to be insurgents and not to start to
Speaker 1: act like incumbents. And I like to talk about actually
Speaker 1: managing the business. We want our senior leaders to be
Speaker 1: managing product and managing customers. And I think as you
Speaker 1: get bigger and you put more and more layers into
Speaker 1: your company, it's it's all too frequent that you start
Speaker 1: managing math, you start managing ratios and percentages and growth,
Speaker 1: and I think it's it's a real disease if you
Speaker 1: if you stray away from really focusing in a deep
Speaker 1: way on the product you're building and in a deep
Speaker 1: way on what your customers are telling you. And so
Speaker 1: we try and organize both with our org structure as
Speaker 1: well as just with with our culture and what we
Speaker 1: choose to focus on, and really making sure that everybody
Speaker 1: is thinking about one or both of those two things,
Speaker 1: product and customers. And if you keep even the most
Speaker 1: senior leaders engaged at that level, then all of a sudden,
Speaker 1: you you maintain the urgency and you keep acting like
Speaker 1: an insurgent. We got to feel that urgency every day,
Speaker 1: So keep acting like an insurgent. That's the motto. Absolutely,
Speaker 1: and structure yourself and build a culture that allows you
Speaker 1: to It's one thing to say it, but it's easy
Speaker 1: to say it, but it's much harder to put in
Speaker 1: place enabling mechanisms that enable you to do so. And
Speaker 1: we focus a lot of effort on those mechanisms. Now, um,
Speaker 1: do you think the cloud keeps getting bigger and that
Speaker 1: AWS and Microsoft and Google just get bigger pieces of
Speaker 1: an ever expanding pie, or at some point does it
Speaker 1: become a zero sum game and that fight for market
Speaker 1: share becomes more brutal and more bloody. Well, this is
Speaker 1: a very large market segment. And if you look at
Speaker 1: global I T spend, it's it's in the trillions of dollars.
Speaker 1: I've seen estimates like three trillion dollars, doesn't really matter
Speaker 1: how many trillions it is. It's very, very large. And
Speaker 1: we've always believed that this was too good a market
Speaker 1: segment opportunity for the really to only be one winner.
Speaker 1: And sure enough you've seen robust competition emerge and we
Speaker 1: all compete vigorously, but uh, it is the segment is
Speaker 1: just growing so rapid Leah, that I think, uh, really,
Speaker 1: for us, we believe that you know, the winning business
Speaker 1: strategy for a long time to come, and I would
Speaker 1: maintain forever is to focus not on the competitors, but
Speaker 1: to focus maniacally on customers and wake up every day
Speaker 1: understanding exactly what it is that they need us to
Speaker 1: build next, and then work backwards from there, back internally
Speaker 1: to how can we build those things? And if we
Speaker 1: if we do the best job at building the most
Speaker 1: quickly the things that are most important for our customers,
Speaker 1: then I'm really not worried about what the competitors will do.
Speaker 1: This is my conversation with Adam Selipski, CEO of AWS,
Speaker 1: coming up insight into the newly minted CEOs relationship with
Speaker 1: Amazon CEO Andy Jasey and Amazon founder Jeff Bezos also
Speaker 1: an update on an AWS investigation into allegations of discrimination
Speaker 1: and bias at the company. I'm Emily Jang. This is
Speaker 1: Bloomberg Studio at one point. Oh, stay with us. You
Speaker 1: worked ten feet away from Andy Jase in the early days.
Speaker 1: Tell us something about the Amazon CEO that no one
Speaker 1: knows but you. You're gonna get me in trouble. We
Speaker 1: has you know, I grew up in Seattle, and uh
Speaker 1: Andy coming from New York has this fascination I don't
Speaker 1: understand with with New York sports teams. So I've had
Speaker 1: to endure that for that for a lot of years.
Speaker 1: Uh new Yorkers. Yeah, so what are you gonna do?
Speaker 1: Although he's you know, he's he's I think, come, come,
Speaker 1: come to adopt you know, some of the Seattle teams,
Speaker 1: particularly the new hockey team, the crack in here as
Speaker 1: he should exactly. Um So, how do you expect Andy
Speaker 1: will be different from Jeff or how has Andy already
Speaker 1: been different from Jeff? Well? I think you know, we're
Speaker 1: all different as leaders. Um, I think it's all important
Speaker 1: that we it's it's important that we all bring our
Speaker 1: own stamp to it and and operate within ourselves. Uh
Speaker 1: I don't think I would be a very good Andy. Uh.
Speaker 1: I don't want to presume, but I would assume that
Speaker 1: Andy would wouldn't be a great Jeff because you know,
Speaker 1: Jeff's Jeff. Andy's Andy and UH and I'm me. So
Speaker 1: I think that uh Andy will certainly bring a great
Speaker 1: depth of experience from AWS, which is, you know, one
Speaker 1: important part of the business, and uh will having operated
Speaker 1: that business for so long, and I expect that will
Speaker 1: also give him an opportunity although he was involved in
Speaker 1: other parts of Amazon, certainly for for for a number
Speaker 1: of years. Uh, we'll be able to bring a fresh
Speaker 1: perspective to the whole company, just as I hope to
Speaker 1: bring to AWS. And I think that fresh perspective is
Speaker 1: often helpful. I think, uh, just the mere act of
Speaker 1: change is useful for for the business, for customers, for employees,
Speaker 1: and just to shake things up a little bit. So
Speaker 1: I think, just a fresh perspective. How will you be
Speaker 1: different from Andy? Well, I think that the world around
Speaker 1: this is changing so so much that we're going to
Speaker 1: have to be different. It doesn't matter what we did
Speaker 1: yesterday and right after I joined, we actually added to
Speaker 1: new leadership principles, which is very exciting ones around striving
Speaker 1: to be Earth's best employer, and the second around focusing
Speaker 1: on the fact that that success and scale bring broad responsibility.
Speaker 1: And those are things about which I personally am very passionate,
Speaker 1: and so I really personally look forward to digging in
Speaker 1: and helping the company to figure out what are those
Speaker 1: things that we have to figure out where can we
Speaker 1: innovate to to be Earth's best employer? And then also
Speaker 1: to figure out externally, what can we do to to
Speaker 1: really be great citizens of our local communities, to be
Speaker 1: great citizens of our national communities, and to be great
Speaker 1: citizens of the global community. And I'm I'm I care
Speaker 1: a lot about those things, as a lot of other
Speaker 1: people do here, but I plan to put a good
Speaker 1: amount of energy and time and folk because hopefully help
Speaker 1: Amazon innovating all of those areas. How closely do you
Speaker 1: work with Andy day to day? Does he, you know,
Speaker 1: regularly weigh in on AWS decisions or not? Uh? Well,
Speaker 1: he's he's got a pretty broad scope of things to
Speaker 1: worry about now, so he's got a pretty uh, pretty
Speaker 1: intense day job, I believe. Uh So he's really folkused
Speaker 1: across the company as you would expect him to be.
Speaker 1: But that being said, obviously AWS remains an important part
Speaker 1: of Amazon, and so we touch based regularly, be it
Speaker 1: in person or you know, via email, just on the
Speaker 1: most important things going on in the business. Does Jeff
Speaker 1: ever weigh in on AWS decisions? Yes, I mean really
Speaker 1: from the beginning, Jeff was involved at the very very
Speaker 1: beginning at some of the most fundamental decisions. How do
Speaker 1: you price e C? Two? You know, what do you
Speaker 1: name as three? What does the detailed page look like? Obviously,
Speaker 1: over time, um, we the business grew, and but at
Speaker 1: this Jeff was always available when we needed him. And uh,
Speaker 1: I certainly anticipate that will be the same going forward.
Speaker 1: So is he still available now and what do you
Speaker 1: what do you understand that jeff priorities are well, let's
Speaker 1: let's just speak to his own priorities. But but but certainly
Speaker 1: Jeff has been available when Uh. For example, we've been
Speaker 1: doing our our our annual planning cycle, as many companies have,
Speaker 1: and it's been great to have have have Jeff, you know,
Speaker 1: weigh in on really and where we're heading for the
Speaker 1: next year and beyond, and to just make sure it's
Speaker 1: easy to get focused on the details of the business
Speaker 1: and it's it's great to have multi multiple people who
Speaker 1: can help you pick your eyes up a little bit.
Speaker 1: Now you joined AWS in the middle of a pandemic,
Speaker 1: you came back to a w S in the middle
Speaker 1: of a pandemic that's hopefully moving into the rear view mirror.
Speaker 1: Maderna is one of AWSS biggest customers. If it weren't
Speaker 1: for the cloud, if it weren't for a WS, would
Speaker 1: we have had a vaccine as quickly as we did,
Speaker 1: I've got to tell you, But it's been an absolute
Speaker 1: privilege to for us to work with Maderna because what
Speaker 1: they're doing, obviously is literally life saving, and they've been
Speaker 1: so innovative and so creative. So Darna took a drug
Speaker 1: development process to get to the to a vaccine candidate.
Speaker 1: That process would typically have taken them twenty months, and
Speaker 1: doing that on a WS and conjunction with all the
Speaker 1: the innovation on their side, reduced that twenty months to
Speaker 1: forty two days. Forty two days to get the the
Speaker 1: vaccine candidate, the m m R and a vaccine candidate
Speaker 1: for for COVID nineteen and UH. That was really um
Speaker 1: running on on running multiple parts in moderna on a
Speaker 1: w S. So, uh, if you look at the drug
Speaker 1: design part, they had their their drug design studio running
Speaker 1: on AWS all the way to manufacturing with the new
Speaker 1: digitized manufacturing that they call their their digital Manufacturing platform.
Speaker 1: So it's really end to end and the ability to
Speaker 1: use massive amounts of resources and to pick the exact
Speaker 1: type of service and capability for for for each part
Speaker 1: of the job, and and and to really bring the
Speaker 1: full set of resources to bear in addition to not
Speaker 1: having to focus on the in the infrastructure and the
Speaker 1: technology and rather letting you know, moderna focus on on
Speaker 1: the all important job of drug discovery. So working in partnership,
Speaker 1: it was was just magnificent to uh, to see what
Speaker 1: they accomplished. Since you joined a WS, a number of
Speaker 1: long time AW left S leaders have moved on to
Speaker 1: Microsoft to strive to Tableau. Does that concern you, Well, actually,
Speaker 1: retention has has been very good. If you you mentioned
Speaker 1: the senior leaders. If if you look at the VP
Speaker 1: plus ranks, the VP and above ranks at Amazon, the
Speaker 1: average tenures is over a decade, over ten years, so
Speaker 1: that's actually very very strong retention. So of course you're
Speaker 1: always going to have some level of people coming and
Speaker 1: people going and at the end of the day, that's
Speaker 1: actually healthy for the business. You want new perspectives to
Speaker 1: come in, of course, in the right proportion. Amazon has
Speaker 1: opened an investigation after five fifty employees supported a petition
Speaker 1: claiming a culture of discrimination, harassment, bullying, and bias. What's
Speaker 1: the status of this, Well, we are incredibly focused and
Speaker 1: I personally believe it's incredibly important to really have a
Speaker 1: a very diverse, inclusive, and equable environment and we're going
Speaker 1: to uh make sure that whatever it takes that we've
Speaker 1: got that. So we believe that we're really doing a
Speaker 1: lot of things to uh to deliver on that. And
Speaker 1: I've got a lot of innovative efforts around bringing in
Speaker 1: a diverse workforce, which we have to have both because
Speaker 1: we're gonna serve our customers best they're diverse, we have
Speaker 1: to match that diversity. And also I just believe it's
Speaker 1: our responsibility and it's the right thing to do. Any
Speaker 1: time there is any possibility that things are not something
Speaker 1: is not gone the way we wanted to, we're going
Speaker 1: to investigate it thoroughly. That's what we're in the middle
Speaker 1: of doing in this case, and we'll make sure that
Speaker 1: we're operating in a way that's consistent with our values
Speaker 1: and and that's that's always the only goal. If you
Speaker 1: could rewind to the W two thousands, the earliest days
Speaker 1: of of a WS, is there anything you would have
Speaker 1: done differently to build an inclusive culture, to start with
Speaker 1: a more inclusive culture, to make sure that it didn't
Speaker 1: become a you know, a boys club. Uh, well, I
Speaker 1: I I don't think that's what we have. Um. I
Speaker 1: think that we do have a really fun, exciting innovation
Speaker 1: led an inclusive culture. And that being said, these are
Speaker 1: hard problems. You know, we I think We've done a lot,
Speaker 1: but we we are nowhere close to where we need
Speaker 1: to be. We're gonna be restless and dissatisfied with our
Speaker 1: our progress on d E and I, just as we
Speaker 1: are with every other part of our part of our business.
Speaker 1: You're listening to my conversation with a WS CEO Adam Salipsky.
Speaker 1: Up next, how AWS is navigating some of the most
Speaker 1: challenging issues in corporate America from privacy to security. And
Speaker 1: we look into the future, will Amazon have a role
Speaker 1: in the metaverse. I'm Emily Chang. This is Bloomberg Studio
Speaker 1: at one point. Oh, stay with us. A WS has
Speaker 1: the biggest trove of sensitive corporate data in the world.
Speaker 1: I'm curious how you think about the balance between data
Speaker 1: and privacy and freedom and civil liberties in the modern era.
Speaker 1: I mean, there are governments, there are nation states around
Speaker 1: the world that want that information. Hackers and criminals want
Speaker 1: that information. Well, we're very clear to start with that
Speaker 1: our first job is security. We often say security is
Speaker 1: job zero. It was on the first page of our
Speaker 1: of our operating plan pretty much every year, every year
Speaker 1: that I can remember. But what about when governments requests
Speaker 1: that information so subpoena that information. Sure, well, we are
Speaker 1: very clear that our customers data is their data, so
Speaker 1: the data belongs to our customers. Not everybody operates that way.
Speaker 1: We we are not going to look at customers data.
Speaker 1: We are not going to compete against our customers using
Speaker 1: their data. Their data is their data. And furthermore, we
Speaker 1: have all sorts of architectural best practices that our customers
Speaker 1: should be and are using for any sensitive data and
Speaker 1: and so a lot of that really relies around encryption.
Speaker 1: And so we built a lot of different encryption capabilities
Speaker 1: so that any sensitive data and which could leak for
Speaker 1: any reason, be to a government, be it to a hack,
Speaker 1: or be it to anyone else, any form of security breach,
Speaker 1: that it's encrypted and useless to anybody else. Given the
Speaker 1: the the broad array of encryption solutions that we that
Speaker 1: we provide, it's actually very doable and powerful for our
Speaker 1: customers to to safeguard their data. That way, Mark Zuckerberg
Speaker 1: is making a big bet on the metaverse. Is AWS
Speaker 1: going to have a role in the metaverse? I think
Speaker 1: a but yes, already has a big role in the metaverse.
Speaker 1: So I think the cloud enables the metaverse. So if
Speaker 1: you if you think about all of the compute capacity,
Speaker 1: all of the storage, all of the machine learning which
Speaker 1: is required to create compelling and delightful end user experiences
Speaker 1: in the metaverse, a lot of that is already today
Speaker 1: running on AWS. So um, if you take Epic Games
Speaker 1: for example, so Epic runs Fortnite, you know, massively popular game,
Speaker 1: fifty million users worldwide, and Epic runs almost everything on AWS,
Speaker 1: from the back end servers to the analytics and and
Speaker 1: everything in between. So I think that's a great example
Speaker 1: of the of the metaverse at work and all that's
Speaker 1: happening today on aws and we participate. That's only gonna
Speaker 1: grow really rapidly in the future. How big do you
Speaker 1: think it's going to be? Uh? Such an interesting sentence.
Speaker 1: The metaverse is real and yet it's virtual at the
Speaker 1: same time. I think that if we continue to do
Speaker 1: do what we've always done, which is to provide a
Speaker 1: technology platform that allows organizations to transform, then these gaming
Speaker 1: and entertainment and social media and other other companies will
Speaker 1: be able to do what they do best, which is
Speaker 1: focus on innovating on behalf of their end users. And
Speaker 1: I think that the metaverse and in many other areas,
Speaker 1: will will will be rich with inventions. So this next
Speaker 1: conversation will have will happen in the spheres in the metaverse.
Speaker 1: That that's where we'll next meet That that could be
Speaker 1: I'll meet you in the metaverse, all right, see you there. Now.
Speaker 1: I know that climate change, you know, and stopping climate
Speaker 1: change and your data center footprint is a big passion
Speaker 1: of yours. How fast will Amazon's data centers get to
Speaker 1: carbon neutral? Amazon is already the largest purchaser of renewable
Speaker 1: energy in the world, and we're we intend to be
Speaker 1: renewable energy by the we originally said we actually accelerated
Speaker 1: that by five years. And that's part of our our
Speaker 1: broader Climate Ledge that Amazon created and to which we've
Speaker 1: now gotten two hundred other organizations to sign on to.
Speaker 1: And uh, the Climate Pledge is to be uh nets
Speaker 1: or a carbon by ten years ahead of the Paris
Speaker 1: of Court targets. So we know how to do some
Speaker 1: of that. Other part are going to require invention, but
Speaker 1: we really look forward to it and I think it's
Speaker 1: it's it's uh, it's one of the most important things
Speaker 1: we can do for the for our generation. Amazon count
Speaker 1: some of the biggest oil and gas producers as its customers.
Speaker 1: Isn't that a contradiction should you be kicking them off
Speaker 1: your platforms? Those customers are trying to get to sustainable
Speaker 1: business models, which rely on a new energy sources, and
Speaker 1: so many of those customers are figuring out how do
Speaker 1: they get to win, how do they get to solar,
Speaker 1: how do they get into batteries? Uh, all new business
Speaker 1: models relying on renewable energy, and I think rather than
Speaker 1: abandoning them and having them uh maybe dig in more
Speaker 1: on on fossil fuel, if we can enable them to
Speaker 1: to move faster, to be more innovative and to be
Speaker 1: more agile in figuring out new business models, new technical solutions, experimenting,
Speaker 1: failing fast and moving on to the next next idea.
Speaker 1: Then the whole world will get to to the renewable
Speaker 1: energy solutions that we need. At this year's Reinvent conference,
Speaker 1: it'll be the first time that Andy Chassie is not
Speaker 1: giving the keynote. You will be give us a preview.
Speaker 1: What can we expect to hear? We're gonna have a
Speaker 1: lot of really exciting announcements. So I think across our
Speaker 1: service portfolio you'll see that we have a lot of
Speaker 1: exciting partner announcements. Partner ecosystem still remains to this day
Speaker 1: so important to what a WS is doing, and we
Speaker 1: have some great announcements lined up for that. Uh. And
Speaker 1: then I think people are gonna wanna see that we're
Speaker 1: making it easier and easier for them to consume the
Speaker 1: cloud and to work with AWS. And so we're going
Speaker 1: to continue to in addition to building more powerful basic capabilities,
Speaker 1: we're continue to make it easier and easier in a
Speaker 1: variety of ways to interact with AWS. Adam Selipsky, CEO
Speaker 1: of a w S, thank you so much for joining
Speaker 1: us on this edition of the show. Thank you, Emily,
Speaker 1: I appreciate it. Bloomberg Studio at one point I was
Speaker 1: produced by Lauren Ellis. Our managing editor is Daniel Culbert Soup,
Speaker 1: with production assistance from Mallorie Abelhausen and Matt Tomlin. If
Speaker 1: you like our show, please share it or write a
Speaker 1: review wherever you get your podcasts. And I'd like to
Speaker 1: thank our longtime producer and editor Kevin Hines for his
Speaker 1: incredible work on so many episodes of this show. We
Speaker 1: will miss you. I'm Emily Changing, your host and executive producer.
Speaker 1: This is Bloomberg