Arm

But even in the cloud, planning is required and you have to think about how you scale ahead of it and things like that.

But even in the cloud, planning is required and you have to think about how you scale ahead of it and things like that.

I was texting back and forth to our support team to make sure we were supporting the Netflix team as much as possible, yes.

I was texting back and forth to our support team to make sure we were supporting the Netflix team as much as possible, yes.

I was texting back and forth to our support team to make sure we were supporting the Netflix team as much as possible, yes.

More back in the day when we were scaling and learning back in 2007 and 2008 where we kind of were learning how to scale there. I think we, today, we're often at a broad scale and so everything, lots of things on the internet and lots of things around the world run on AWS and And we usually run pretty reliably, so less than it used to, for sure.

More back in the day when we were scaling and learning back in 2007 and 2008 where we kind of were learning how to scale there. I think we, today, we're often at a broad scale and so everything, lots of things on the internet and lots of things around the world run on AWS and And we usually run pretty reliably, so less than it used to, for sure.

More back in the day when we were scaling and learning back in 2007 and 2008 where we kind of were learning how to scale there. I think we, today, we're often at a broad scale and so everything, lots of things on the internet and lots of things around the world run on AWS and And we usually run pretty reliably, so less than it used to, for sure.

I don't, no.

I don't, no.

I don't, no.

There's a couple things that I'm thinking about. One, I have been here for 18 years, so I've been fortunate to learn a lot of the different parts of the business and seen it from the early days until we are now. And I think over 18 years, we've grown to be $110 billion business, growing at 19%. So that's great. And we're just at the early stages of what that business can be.

There's a couple things that I'm thinking about. One, I have been here for 18 years, so I've been fortunate to learn a lot of the different parts of the business and seen it from the early days until we are now. And I think over 18 years, we've grown to be $110 billion business, growing at 19%. So that's great. And we're just at the early stages of what that business can be.

There's a couple things that I'm thinking about. One, I have been here for 18 years, so I've been fortunate to learn a lot of the different parts of the business and seen it from the early days until we are now. And I think over 18 years, we've grown to be $110 billion business, growing at 19%. So that's great. And we're just at the early stages of what that business can be.

And so I'm pushing the teams consistently to think about how do we innovate faster? How do we think bigger? And how do we support our customers? And as we think about the potential of AWS being a

And so I'm pushing the teams consistently to think about how do we innovate faster? How do we think bigger? And how do we support our customers? And as we think about the potential of AWS being a

And so I'm pushing the teams consistently to think about how do we innovate faster? How do we think bigger? And how do we support our customers? And as we think about the potential of AWS being a

$200 billion or $300 billion or $500 billion business or whatever size it gets to, I think we continuously just want to think about what are the organizational structures, what are the mechanisms we use, what are the ways that we supported customers that worked to get us to $100 billion and may not work at $200 or $300 billion. I think some of that is just thinking about How do we scale at that?

$200 billion or $300 billion or $500 billion business or whatever size it gets to, I think we continuously just want to think about what are the organizational structures, what are the mechanisms we use, what are the ways that we supported customers that worked to get us to $100 billion and may not work at $200 or $300 billion. I think some of that is just thinking about How do we scale at that?

$200 billion or $300 billion or $500 billion business or whatever size it gets to, I think we continuously just want to think about what are the organizational structures, what are the mechanisms we use, what are the ways that we supported customers that worked to get us to $100 billion and may not work at $200 or $300 billion. I think some of that is just thinking about How do we scale at that?