Arm

We think going after this space is super important. And some of that is customers are going to want this use case. And so broadly, we're going to have to go after this thing. But we can still then have the teams go out and run fast. That is the organizing principle. And then there's other parts of the organization where we have teams that run kind of the data centers and other global.

And some of those are separate teams. But if you think about the product and organizing around the product and technology, that's how we think about it.

And some of those are separate teams. But if you think about the product and organizing around the product and technology, that's how we think about it.

And some of those are separate teams. But if you think about the product and organizing around the product and technology, that's how we think about it.

Just like that. Go through it. What are the services?

Just like that. Go through it. What are the services?

Just like that. Go through it. What are the services?

There are 200 different services. I'm not going to go through all of them, but that is it. We'll continually refactor and we think about them. From a technology point of view, we think about a compute service. You can think about EC2 and then you can think about EC2 networking,

There are 200 different services. I'm not going to go through all of them, but that is it. We'll continually refactor and we think about them. From a technology point of view, we think about a compute service. You can think about EC2 and then you can think about EC2 networking,

There are 200 different services. I'm not going to go through all of them, but that is it. We'll continually refactor and we think about them. From a technology point of view, we think about a compute service. You can think about EC2 and then you can think about EC2 networking,

and then you can think about how do we make sure that it's optimized around containers and then all the way down at the bottom you think about you know how do we have teams of of 10 to 20 people that are are focused on a sub component of that that that is is fully separable and so you know we have of thousands of developers that are all organized on that principle sometimes we'll move them around organizationally but it's not really the org structure like the key piece is that really ownership at the bottom the top part is just how are you efficient on management and how do you make sure that you're

and then you can think about how do we make sure that it's optimized around containers and then all the way down at the bottom you think about you know how do we have teams of of 10 to 20 people that are are focused on a sub component of that that that is is fully separable and so you know we have of thousands of developers that are all organized on that principle sometimes we'll move them around organizationally but it's not really the org structure like the key piece is that really ownership at the bottom the top part is just how are you efficient on management and how do you make sure that you're

and then you can think about how do we make sure that it's optimized around containers and then all the way down at the bottom you think about you know how do we have teams of of 10 to 20 people that are are focused on a sub component of that that that is is fully separable and so you know we have of thousands of developers that are all organized on that principle sometimes we'll move them around organizationally but it's not really the org structure like the key piece is that really ownership at the bottom the top part is just how are you efficient on management and how do you make sure that you're

managing the teams well and doing that high-level coordination bit, and that's actually where you move around. But at the core, those teams are pretty solid and as you find a new opportunity, you spin up a new team that goes after it and figure out where does it make the most sense in org structure.

managing the teams well and doing that high-level coordination bit, and that's actually where you move around. But at the core, those teams are pretty solid and as you find a new opportunity, you spin up a new team that goes after it and figure out where does it make the most sense in org structure.

managing the teams well and doing that high-level coordination bit, and that's actually where you move around. But at the core, those teams are pretty solid and as you find a new opportunity, you spin up a new team that goes after it and figure out where does it make the most sense in org structure.

But at the core, that is the organizing principle is we have those small teams and we continue to drive them. So that's it. And then we organize our sales and go-to-market teams and marketing teams kind of separate from that. But from the core product side, that's how we think about it. And it works well for us.

But at the core, that is the organizing principle is we have those small teams and we continue to drive them. So that's it. And then we organize our sales and go-to-market teams and marketing teams kind of separate from that. But from the core product side, that's how we think about it. And it works well for us.

But at the core, that is the organizing principle is we have those small teams and we continue to drive them. So that's it. And then we organize our sales and go-to-market teams and marketing teams kind of separate from that. But from the core product side, that's how we think about it. And it works well for us.

I think the positives are, you know, look, there's pros and cons to any organizational structure. From our side, the pros significantly outweigh the cons. From the cons side, sometimes, and you've heard, I'm sure you've heard this criticism and feedback of AWS, which is sometimes it seems like it's not perfectly consistent or, you know, this XYZ feature is not,