Speaker 1: Bloomberg Audio Studios, podcasts, radio news.
Speaker 2: This is Bloomberg Business Week with Carol Messer and Tim
Speaker 2: Stenebek on Bloomberg Radio taking a look at chairs about TSMC.
Speaker 2: They finished the day higher. Other Taiwanese tech supply chain
Speaker 2: companies rose today because of some news in the world
Speaker 2: of robotics. Carol local media reported that in Vidia is
Speaker 2: looking for local suppliers for humanoid robots. Humanoid robots, you
Speaker 2: know what these things are? Yeah, I M no, I'm not.
Speaker 2: Their robots doesn't look like humans. Tesla's got optimists totally
Speaker 2: Supposedly Figure AI is working on him too.
Speaker 3: I feel like everybody is. And they talk about, you know,
Speaker 3: how it can really help, whether it's in healthcare, but
Speaker 3: also in terms of working in I think warehouses and
Speaker 3: so on and so forth. There's a lot of things
Speaker 3: that we think that they can applied to. And Sarah
Speaker 3: Rhodes definitely watches this space very closely. She's vice president
Speaker 3: of Global Operations at Amazon, which just includes all the robotics,
Speaker 3: AI and general innovation happening when it comes to fulfillment
Speaker 3: centers and delivery at Amazon's got a big job. She
Speaker 3: joins us here in Opplelnberg Interactive Brokers Studio. Welcome, Welcome,
Speaker 3: so glad to have you here.
Speaker 1: How are you? Thank you for having me. It's a
Speaker 1: big day for us, So it's an exciting time for
Speaker 1: us at Amazon.
Speaker 3: I'm going to let Tim do the first question because
Speaker 3: he's got a good one.
Speaker 2: Is it harder to be a VP at Amazon or
Speaker 2: fly fighter jets?
Speaker 1: Well, they're different, but both can be exciting and enjoyable
Speaker 1: and positively challenging at the same time.
Speaker 2: So let's talk about your path a little bit. We're
Speaker 2: going to get to cyber Monday. We got a nice
Speaker 2: chunk of time with you, but you have a really
Speaker 2: cool path. Tell us your story.
Speaker 1: Sure, Well, I've been with Amazon approaching fourteen years. Started
Speaker 1: out as an operations manager in Lexington, Kentucky in our
Speaker 1: fulfillment operations. Spent time in Kentucky, Texas, spent three years
Speaker 1: in the UK, which was an amazing experience. Returned to
Speaker 1: the US in twenty seventeen, and led a team that
Speaker 1: built out our hair hal network. So we have a
Speaker 1: fleet of Boeing seven six seven seven three sevens. You
Speaker 1: really do have your own airlines? Well, I know that's
Speaker 1: something like that and a lot of them in Kentucky
Speaker 1: around and we have our main air hub at the
Speaker 1: Cincinnati Northern Kentucky Airport. They process over thirty flights a day,
Speaker 1: hundreds of thousands of packages daily.
Speaker 2: I didn't hear any stories about fighter jets.
Speaker 1: I'll get you. I'll get you for sure. Yeah. So
Speaker 1: spent six years building out the airhol network in the US, Europe,
Speaker 1: and India, and then a year and a half ago
Speaker 1: I took on the leadership of our global workplace health
Speaker 1: and safety teams. So we have a workforce today of
Speaker 1: over in laian employees globally across six continents. Prior to Amazon, yes,
Speaker 1: I was a Navy F eighteen Super Hornet fighter pilot.
Speaker 1: So if you've seen the movie Top Gun, Maverick the
Speaker 1: jet and the main part of that movie, that's what
Speaker 1: I had the privilege of flying. Definitely a childhood dream.
Speaker 2: Do you still fly now?
Speaker 1: Not currently. I do have a commercial pilot's license, but
Speaker 1: Amazon keeps me busy on a day to day basis.
Speaker 2: What do you find a lot of your colleagues from
Speaker 2: the Armed services are doing now? Who were pilots then?
Speaker 1: Many fly for the airlines, many went into business. I
Speaker 1: have several fellow aviators that are is this now as well,
Speaker 1: and many have joined companies like Amazon. In fact, Amazon's
Speaker 1: very veteran friendly. We've hired over forty thousand veterans over
Speaker 1: the last several years. So it tracks people that are
Speaker 1: accustomed to working with large teams of people and familiar
Speaker 1: with operational type of environments.
Speaker 3: Well, I was going to ask you, Sarah, like, what
Speaker 3: about that experience that you just has, I don't know,
Speaker 3: helped you tremendously in the job that you do at Amazon,
Speaker 3: And you've done multiple jobs and made your way through,
Speaker 3: So give us an idea of like how that carried over.
Speaker 1: Yeah, I actually get that question quite a bit, and
Speaker 1: I know it's great because it is something that people
Speaker 1: are curious about because it doesn't necessarily seem like a
Speaker 1: common path.
Speaker 3: But I think about that fighter jet, like, yes, this coordination,
Speaker 3: but a lot is what.
Speaker 1: You do on your own, right. It is a lot
Speaker 1: of decision making, for sure, but it also takes a team.
Speaker 1: You know. Jet pilot is merely an extension of the
Speaker 1: team that helps ensure that jet is up and ready
Speaker 1: to go. The folks on the flight deck of an
Speaker 1: aircraft carrier, the folks that ensure that that aircraft carrier
Speaker 1: runs safely. You know, so it is definitely a team effort,
Speaker 1: and so taking a lot of that teamwork in that
Speaker 1: team environment into the operational workspace is one thing. You know.
Speaker 1: I think decision making a bias for action, being proactive
Speaker 1: about things, looking ahead. These are some of the traits
Speaker 1: I think that translate pretty well. And yeah, I think
Speaker 1: that it's a combination of thinking big and also diving deep.
Speaker 1: Over any given day, we are going to move on,
Speaker 1: I promise, Yeah, it's okay.
Speaker 2: We have plenty of times.
Speaker 1: Well, we just because your.
Speaker 3: Backgrounds are like pretty fascinating tense moments that you had flying.
Speaker 1: Yes, landing on a moving ship at night in bad
Speaker 1: weather and you know, landing at one hundred and thirty
Speaker 1: five knots and going to zero in less than two seconds,
Speaker 1: and you know, we call it trapping a board an
Speaker 1: aircraft carrier. That that's just a lot hot, right, yes, yes, carrier. Yes,
Speaker 1: And so it takes a lot of training and concentration
Speaker 1: and precision to do that well and do that safely.
Speaker 1: So so what sproves to you?
Speaker 3: They're probably like, yeah, I got this.
Speaker 1: Well, it does help to put things into context. Yeah, exactly,
Speaker 1: all right, a little more on flying.
Speaker 3: I don't know, no, I don't know, no, no, no, sorry,
Speaker 3: I can talk about flying all day.
Speaker 2: So yeah, so good.
Speaker 1: Yeah, but you know it is.
Speaker 2: But it is actually interesting though, what you've done at
Speaker 2: Amazon in terms of building out that logistics network. It
Speaker 2: like used to be a unique thing to sort of,
Speaker 2: you know, get to an airport and see a prime airy. Yeahan,
Speaker 2: but what a little over a decade ago the team
Speaker 2: over at Amazon started building out its own fleet. I
Speaker 2: think you worked with Atlas Air Is that right?
Speaker 1: That was one of our carriers.
Speaker 2: Yes, And now what's the relationship now is it? Does
Speaker 2: Amazon own its own planes? Does it contract out its planes?
Speaker 2: How does that work?
Speaker 1: Well, we have a combination of we own some aircraft
Speaker 1: and we lease out other aircraft, but they're all operated
Speaker 1: on our behalf by air carriers. So the pilots aren't
Speaker 1: actually Amazon employees, but they fly our branded aircraft. But
Speaker 1: going back to your point about you know, seeing a
Speaker 1: primary aircraft is kind of a unique thing. I think
Speaker 1: back to when I joined Amazon at twenty eleven, our
Speaker 1: operations basically ended at the dock door of our fulfillment centers,
Speaker 1: and so over time, especially in twenty thirteen, we recognize
Speaker 1: in order to keep up with our own growth, we
Speaker 1: really had to start build building out our mile last
Speaker 1: mile transportation network. So it wasn't long after twenty thirteen
Speaker 1: that you started seeing branded trailers out on our interstates,
Speaker 1: you started seeing branded final mile delivery vehicles out on
Speaker 1: our roads. We built out sort centers, delivery stations, and
Speaker 1: you started seeing branded aircraft out there at various airports
Speaker 1: throughout the country, including JFK here as well, not too
Speaker 1: far from us.
Speaker 3: So does that just continue in terms of the build out,
Speaker 3: Like I'm curious, what's the next iteration or next stage
Speaker 3: of that.
Speaker 1: Well, we worked to also make for an efficient operation
Speaker 1: as well. So I think about something that we as
Speaker 1: a network have done differently this year as we had
Speaker 1: versus years past, and we've worked to regionalize our network.
Speaker 1: And I'm talking holistically, not specific to air but if
Speaker 1: I think about if customers here in New York City
Speaker 1: and places in order over seventy six percent of customer
Speaker 1: orders or fiel fulfilled within region, which means within a
Speaker 1: couple hundred miles of each other, and what that allows for,
Speaker 1: is it means fewer touches, which means less on transportation costs.
Speaker 1: We work to keep those prizes low for our customers.
Speaker 1: And how we've done that is basically, we're just more
Speaker 1: sophisticated with the placement of our most common and most
Speaker 1: popular products. So we're a bit smarter in how we
Speaker 1: place that that product.
Speaker 2: Right Like, if I'm ordering diapers on Amazon, which I
Speaker 2: do all the time, it turns out that they're being
Speaker 2: shipped oftentimes from Staten Island rather than from a few
Speaker 2: years ago, they would actually be showed.
Speaker 1: They could have been Kentucky, they could have been sent.
Speaker 2: From anywhere Pennsylvania.
Speaker 1: We're working hard to make sure that we're getting them
Speaker 1: closer to our customers.
Speaker 3: So building out that kind of localized distribution network makes
Speaker 3: complete sense, right in terms of time, I'm assuming money
Speaker 3: saved and access right like, it just makes sense.
Speaker 1: Yes, like shorter transportation distances, so that reduces the cost
Speaker 1: or reduces the number of touches that need to be
Speaker 1: placed on a package to process. And of course we
Speaker 1: still have some nique items, so not every item is
Speaker 1: located near every customer. So that's why we still have
Speaker 1: an air air network to ensure that two day delivery,
Speaker 1: especially if there's something very unique, maybe located in California,
Speaker 1: and we want to get it to you within two
Speaker 1: days here in New York.
Speaker 3: I know we've ten, We're gonna have another chunk of time.
Speaker 3: Are people opening up and saying, yeah, I'm okay with
Speaker 3: the two day delivery. It's not like I have to
Speaker 3: have it this afternoon anymore. Are you seeing increasingly people
Speaker 3: do that? Like I know in my household, we now
Speaker 3: are maybe starting a bucket and maybe letting the week
Speaker 3: go or even a couple of weeks before we kind
Speaker 3: of hit the buy button and so on and so forth.
Speaker 3: It's not like everybody's like, I gotta have this now.
Speaker 3: Everybody ten multiple.
Speaker 2: Orders unless it's unless it's.
Speaker 3: Which happens, which you gotta do? Are you running around
Speaker 3: the corner and pick them by? But are you thirty
Speaker 3: seconds and then we'll come back and talk more. Are
Speaker 3: you increasingly seeing people comfortable with like waiting?
Speaker 1: It is such a personal preference, and that's why when
Speaker 1: a customer checks out, they have multiple options. You probably
Speaker 1: noticed that way. Yeah, So if you would like it
Speaker 1: next day, and that's an option, get it next day.
Speaker 1: Sometimes you'll see order within the next two hours and
Speaker 1: you'll get up by four pm this afternoon. Sometimes it
Speaker 1: might be a two day delivery, or for folks that
Speaker 1: do want to consolidate their orders, they can specify the
Speaker 1: day of delivery and we work to consolidate into one shipment, which.
Speaker 3: Is a good thing for the environment.
Speaker 1: Everybody just gonna.
Speaker 2: Say, let's get right back to Sarah Rhodes. She's vice
Speaker 2: president of Global Operations at Amazon. Yes, it includes all
Speaker 2: of robotics, AI and general innovation happening when it comes
Speaker 2: to fulfillment centers and delivery at Amazon. We're going to
Speaker 2: talk about Cyber Monday in just a minute. We have
Speaker 2: a lot of time with you, so I want to
Speaker 2: talk a little bit about the next stage of innovation
Speaker 2: and how you're thinking about delivery, because you talked about
Speaker 2: just this incredible build up that's happened over the past
Speaker 2: twenty years at Amazon, when it comes to aviation, when
Speaker 2: it comes to last mile, when it comes to your
Speaker 2: own brand. I mean, we see we have rivians all
Speaker 2: over our neighborhoods delivering Amazon packages in addition to the
Speaker 2: Dodge rams, but it seems like more rivians. Now, what's
Speaker 2: the next area of innovation, what makes it more efficient?
Speaker 1: Oh well, actually, speaking of Rivian, we just announced last
Speaker 1: week we have over twenty thousand electric Rivian vehicles on
Speaker 1: the road. When we think about sustainability and the efforts
Speaker 1: that we're leaning into there, we're continued to invest and
Speaker 1: lean in on the electric vehicle technology. So if I
Speaker 1: think about innovation, to answer your question specifically, I think
Speaker 1: about the innovation that we're doing on behalf of our
Speaker 1: customers and to also help our customers with their shopping experience.
Speaker 1: So we have a new AI power tool called Rufus
Speaker 1: on our storefront and so people can use it to
Speaker 1: maybe get more information about a certain product, or maybe
Speaker 1: they need some help with some sizing, or maybe like me,
Speaker 1: I need some gift ideas for my nephew, whatever the
Speaker 1: case may be, they can use that tool to help
Speaker 1: them out. And so that's really exciting to lean into
Speaker 1: that and there's more to come in that space. And
Speaker 1: we're also leaning in on AI within our operations as well.
Speaker 1: So we have a tool, for example, that our employees
Speaker 1: can use called Dragonfly, and from the palm of our employees' hands,
Speaker 1: they can enter any kind of safety suggestion, operational suggestion
Speaker 1: and it goes directly to their manager for action. And
Speaker 1: that's just one of many tools in the toolkit that
Speaker 1: our employees can use. Are they using it? Oh? Yes,
Speaker 1: And it's awesome and the amount of feedback that we
Speaker 1: get and the ideas that are generated. And the really
Speaker 1: cool thing is one suggestion from an employee may not
Speaker 1: just be for that particular site, but it could impact
Speaker 1: operations across the network. So we're seeing some really great
Speaker 1: ideas coming from our frontline workforce, which is which is
Speaker 1: awesome and it's a great tool that is one of many,
Speaker 1: Like I mentioned the toolkit for us to maintain that
Speaker 1: direct dialogue with our teams.
Speaker 3: Where else do you think of AI?
Speaker 2: Like?
Speaker 3: I do feel like we're scratching the surface and just
Speaker 3: beginning to play around with it, either on.
Speaker 1: A corporate or personal level.
Speaker 3: Right, But it's it's just I think we're all trying
Speaker 3: to figure out how do you think about? Okay, this
Speaker 3: is how AI is going to change. I mean, you
Speaker 3: guys are such a massive world globally, Like, how do
Speaker 3: you think about all? Right, I see AI doing this
Speaker 3: for us at Amazon someday.
Speaker 1: Well, we have a bit of a glimpse into the
Speaker 1: future of AI, automation and robotics with the site that
Speaker 1: we just launched in Streepoint Shreeport, Louisiana. We call it
Speaker 1: Shive one for short, and I was just down there
Speaker 1: a couple of weeks ago, and it is the most
Speaker 1: automated site we have anywhere in the world. We've incorporated robotics,
Speaker 1: AI automation. We as Amazon, have been using AI and
Speaker 1: machine learning for several years actually, but it's now really
Speaker 1: kind of coming all together. And so when I think
Speaker 1: about the site in Shreport that we launched, we now
Speaker 1: have autonomous robotic drives that move carts full of packages
Speaker 1: from one point to Another's.
Speaker 2: That different from Akiva robot like because you guys have
Speaker 2: been doing.
Speaker 1: This for you. Yeah, the Kiva robots, the traditional robotic
Speaker 1: drives that we use, they run off of basically a grid,
Speaker 1: So think of they are basically are guided by technology
Speaker 1: that uses what's called fiducials. So think of it like
Speaker 1: a two D barcode on the floor and it's going
Speaker 1: from one point to another. Whereas Proteus is autonomous, it
Speaker 1: doesn't rely on a grid. It knows it needs to
Speaker 1: go from one station all the way to a doctor
Speaker 1: without any type of grid, but there's a lot of
Speaker 1: safety features involved, so it goes yes. So when it
Speaker 1: senses a person, it'll make some noise. It has a
Speaker 1: looks like a smiley face, and so it looks like
Speaker 1: it can kind of see the person and it smiles
Speaker 1: and helps ensure that you know, it stops and yields
Speaker 1: to people. And we actually use similar technology on our
Speaker 1: traditional robotics floors, our texts that help to maintain the
Speaker 1: robotic drives. They actually have a vest that they put
Speaker 1: on when they go out onto the robotic floor and
Speaker 1: it stops all robotic drives within six feet. So it's
Speaker 1: pretty cool watching that because it looks like the person
Speaker 1: has a superpower stopping those robots, which is which is
Speaker 1: a huge safety a great safety feature that is definitely
Speaker 1: you know, necessary to help ensure that we're keeping that
Speaker 1: area safe.
Speaker 2: What about when it comes to robotics and automation in
Speaker 2: the picking process, where you still have people actually you know,
Speaker 2: going and fulfilling those orders putting them in boxes.
Speaker 1: Right, So we've incorporated robotic arms into some of our
Speaker 1: processes as well. So if we think of some of
Speaker 1: the repetitive motion we're working to engineer that out because
Speaker 1: the repetitive motion can lead to ergonomic injuries, which is
Speaker 1: one of it is the most common injury type across
Speaker 1: the industry, So not just at Amazon, but think of
Speaker 1: warehousing and logistics in general. So if we can engineer
Speaker 1: that out, we're doing that. However, the site and Shreeport,
Speaker 1: we still employed twenty five hundred employees, but thirty percent
Speaker 1: of those jobs are more technical than the jobs that
Speaker 1: we've had traditionally, meaning what so think of You know,
Speaker 1: we need folks to maintain our robotics and automation, so
Speaker 1: it takes some technical certifications in order to do that,
Speaker 1: and our teams can gain those certifications through a program
Speaker 1: called Career Choice at Amazon and so at no cost
Speaker 1: work employees. So it's a great benefit that's available.
Speaker 3: The question that has to be asked when if we're
Speaker 3: talking about AI and robotics kind of merging together. We
Speaker 3: were out on the West Coast at an investment event
Speaker 3: and I was involved in a panel that was about AI,
Speaker 3: and the question that everybody says was a, I going
Speaker 3: to take my job, So help me understand. There's got
Speaker 3: to be efficiencies when you're dealing with robotics and so
Speaker 3: on and so forth. But what is the thinking about
Speaker 3: will it take some jobs?
Speaker 1: Will it create some jobs?
Speaker 3: Give us your insight on that.
Speaker 1: We call it a collaborative environment, and there's a balance
Speaker 1: for sure. But again, when I go back to when
Speaker 1: I started in twenty eleven, we didn't have robotic drives
Speaker 1: or robots in general across our network, and we had
Speaker 1: fifty thousand employees total across the globe. Fast forward to
Speaker 1: twenty twenty four and we have over a million employees
Speaker 1: across the globe, and we've incorporated robotics in our sites
Speaker 1: across the US and in other countries including Europe. I
Speaker 1: was just in Japan a few weeks ago. We use
Speaker 1: robotics in Japan, and we're I look at this holiday season,
Speaker 1: we're hiring two hundred and fifty thousand employees. So we
Speaker 1: have to said the same as last year. It's on
Speaker 1: park with what we hire too as we go into
Speaker 1: the holiday season, and we continue that through throughout the year.
Speaker 1: And so there are plenty of jobs available to include
Speaker 1: more technical jobs for folks that are interested in that
Speaker 1: more technical part of the work experience.
Speaker 2: Do you think, given technological upgrades that we've seen in
Speaker 2: recent years, we've sort of peaked when it comes to
Speaker 2: humans in fulfillment center jobs. Like you know, if we
Speaker 2: think about it from an efficiency perspective, you don't need
Speaker 2: as many people now, and even next year, you'll need
Speaker 2: fewer and fewer people. Not that they're taking their jobs
Speaker 2: by any means, but efficiency.
Speaker 1: When I think of efficiencies, I actually think more of
Speaker 1: our logistics network as a whole. So we talked earlier
Speaker 1: about regionalization. That's really where we're seeing the efficiencies of
Speaker 1: removing additional touches. That doesn't mean removing people, it just
Speaker 1: removes some of the inefficiencies that we have in our network.
Speaker 1: And we're continued to still grow. We're launching buildings, new
Speaker 1: operations just about every month, multiple per month in some cases.
Speaker 1: In fact, this year, we just launched our first Amazon
Speaker 1: operation in Hawaii and it complements the air operation that
Speaker 1: we have there as well, So we have an Amazon
Speaker 1: delivery station outside of Honolu, which is pretty exciting.
Speaker 2: Any update on drones, it's been more than ten years
Speaker 2: since Jeff Bezos was on sixty minutes Sunday after Thanksgiving
Speaker 2: Monday before Cyber Monday. I remember covering that. It was
Speaker 2: great marketing, by the way, but still I haven't never
Speaker 2: had anything delivered with a drone.
Speaker 1: Yeah, we're continuing to invest in that program, and I
Speaker 1: am excited to say that we are actually operating drones
Speaker 1: for customer fulfillment outside of Phoenix Tallis in Arizona.
Speaker 2: To be Is it scalable?
Speaker 1: I think over time it will be. You know, there's
Speaker 1: obviously a lot of regulations.
Speaker 3: So Stam's going to get his diapers in Brooklyn High
Speaker 3: a drone from Amazon.
Speaker 1: It may take some time, but I'm optimistic.
Speaker 2: Actually, my daughter's diapers, you were going to go there.
Speaker 2: I take it back.
Speaker 1: I take it back.
Speaker 3: It's your daughter's diapers now. But I do wonder, like Ken,
Speaker 3: is it scalable in a city that's so dense.
Speaker 1: Yeah, we're continuing to uh iterate on the drone design itself.
Speaker 1: It's all design in house. We're working with the regulators,
Speaker 1: of course, because drone delivery in general is a relatively
Speaker 1: new space and so there's been a lot of innovation,
Speaker 1: invention and iteration over the last several years. But it's
Speaker 1: exciting and I'm excited about it.
Speaker 2: Okay, Cyber Monday, we promised we promised. How are things
Speaker 2: looking so far?
Speaker 1: They're they're looking strong. We had a record breaking Black Friday.
Speaker 1: Of course, Cyber Monday isn't over yet. In fact, deals
Speaker 1: are still dropping. But I was just at a fulfillment
Speaker 1: center in New Jersey this morning and uh, despite the
Speaker 1: amount of volume, they're processing hundreds of the packages at
Speaker 1: one site. It's very calm organized. We spend the entire
Speaker 1: year preparing for this this season, and people, it's really
Speaker 1: fun for the teams as well. I personally have experienced
Speaker 1: our holiday season in fulfillment centers. So it's been a
Speaker 1: great day and overall a great weekend for the for
Speaker 1: the teams, and more so for our customers.
Speaker 3: When is it the most stressfulst two weeks before one
Speaker 3: week before Christmas?
Speaker 1: When does it just get?
Speaker 3: Like when I get those start getting all those emails
Speaker 3: like if you want to buy it by now or
Speaker 3: you want to buy now, Like, when does it get
Speaker 3: Is it the toughest point for you?
Speaker 1: I want, I want to equate it with stressful because
Speaker 1: it's always a controlled operation and the safe operation. I
Speaker 1: think it's really more so if if folks are like
Speaker 1: me who have a tendency to procrastinate to the last minute.
Speaker 1: It's just hard to purchase maybe those those last minute gifts.
Speaker 1: You know, there does come a point where there's a
Speaker 1: cut off period for the Christmas delivery, So it's really
Speaker 1: just keeping an eye on those those cut off periods.
Speaker 3: I got to ask you, Sarah, I I think Tim
Speaker 3: and I both think about this. You because your VP
Speaker 3: of Global Operations and you've talked about kind of just
Speaker 3: everything around the world, how would you describe the global
Speaker 3: economy right now?
Speaker 1: Well, what I what I can speak to and what
Speaker 1: I can say is what we are seeing in terms
Speaker 1: of trends is that our customers and I would use
Speaker 1: that broadly, are looking to save money, they're looking for
Speaker 1: a bast selection, and they're looking for fast deliveries. And
Speaker 1: so we see that across the US, across the globe,
Speaker 1: and because we focus on our customer, that's what we
Speaker 1: continue to do and ensure that the best experience for
Speaker 1: our Amazon customers.
Speaker 2: Do you also handle grocery delivery and whole foods and stuff?
Speaker 1: There's grocery whole food car it's separate, but we.
Speaker 2: Have visibility on it because that's a completely different animal
Speaker 2: it is.
Speaker 1: And that's growing space for sure.
Speaker 2: Interesting, Yeah, very cool.
Speaker 1: It's your favorite plane to fly in nowadays? Is it
Speaker 1: just like a Well, I'll always bias to the F
Speaker 1: eighteen super Hornets, So if I have the chance to
Speaker 1: fly out again, that would be great. But in general,
Speaker 1: the biggest thing about aviation is first and foremost is safety.
Speaker 1: And I think that's one thing that one of many
Speaker 1: things that the aviation industry does in general is do
Speaker 1: safety really well. And we've taken a lot of those
Speaker 1: practices from aviation and applied them to safety at Amazon,
Speaker 1: which have proven over the last especially the last year
Speaker 1: and a half to be very successful.
Speaker 3: About right the standards you have to have for flying
Speaker 3: people absolutely around the world.
Speaker 1: Absolutely, Sarah, thank you so much. Thank you for having her.
Speaker 3: What a pleasure, VP of Global Operations at Amazon joining
Speaker 3: us right here in.
Speaker 1: Our interactive Brokers studio. This is Business Week