Quotes from Andy Jassy

People ask us a lot about the notion of spinning AWS off. We have no plans to do so. I will never say never, but there's no compelling reason. Amazon has been so generous and gracious in aggressively funding AWS that there's no reason to do it.

AWS moves fast, listens to customers, and creates value on top of our already successful cloud-computing infrastructure. We're consistently thinking two to five years forward.

With everybody being remote and everyone just getting one square, we have contributions and participation on a much more even playing field.

The reason Netflix chose to use AWS is because they knew they'd be treated as every bit as important a customer as Amazon the retailer is.

When you have a new idea that hasn't been done before, you need that conviction, that blind faith that it could work.

Before, companies and startups had to lay up all this capital for data centers and servers, and take your scarce resource, which in most companies is engineers, and have them work on the undifferentiated heavy lifting of infrastructure. What the cloud has done is completely flipped that model on its head so that you only pay for what you consume.

I've been at Amazon for almost 20 years at this point, so I've obviously drunk the Kool-Aid.

Jeff is an incredibly unusual leader who is unbelievably talented and I learned a massive amount.

I think our relationship with Seattle has had ups and downs frankly.

At Amazon, we are very careful about what big strategic bets we place, but the ones we make, we keep iterating until we find something that we think has resonance with customers.

It's like a kid opening gifts on Christmas. The people who come to re:Invent are really excited about what the cloud is letting them do.

We've had the facial recognition technology out for use for over two-and-a-half years now, and in those two-and-a-half years, we've never had any reported misuse of law enforcement using the facial recognition technology.

For me, it was valuable just to be able to watch how Jeff operated every day, as well as his leaders and his direct reports.

A lot of companies really will only pursue businesses that are adjacent or look like an extension of their current business - which by the way is a completely rational strategy.

Customers will always be nervous about lock-in, and I think the experience they had particularly with a company like Oracle, where it's a really hard thing to get out of, and they're so hostile to their customers, that I think it's a concern for every enterprise.

The vast majority of companies will not own their own data centers in the fullness of time. All that computing is moving to the cloud. This space is going to be a high-volume, relatively low-margin business.

I remember in 2007, 2008, when we had the recession, there were all of these very gloomy emails sent from a lot of venture capitalists, saying, Don't expect to get funded.'

If you're flying everyone Business and First Class to meet customers, it's a pretty substantial expense, and none of that benefits customers.

You can imagine all the things that people want in machine learning and artificial intelligence area that we're working on, that we'll continue to work on in the future.

If you do any thorough, apples-to-apples, objective comparison of AWS versus Microsoft, you don't come out deciding that they're comparable platforms.

Even when we go back to having meetings in person, we will continue to incorporate a lot of the things we learned in virtual meetings to make sure we get the right engagement from all of our remote teammates.

I think you need a leadership team that is absolutely ravenous to get at the truth.

Between what we do with Alexa and what we do in the living room, I think we have an opportunity to change what's possible for people and what's accessible to people.