And now the Amazon Q4 results. Hmm, net sales are up, operating income is flat, and "we're not a PowerPoint company" is increasingly sounding like an excuse.
Talking about a lot of Amazon stuff. I really wish they had a cloud-specific earnings call so I could ignore the rest.
Boasting about reInvent and how rapidly @awscloud innovates. 180 releases over the three week span because someone over there HATES me.
And now questions. I wonder if the analysts will have any?
Goldman Sachs starts us off. "Can you help us break down the international acceleration by regions or initiatives?"
I see @GoldmanSachs doesn't hire for asking great questions, my god.
Now @UBS is at bat. "Fulfillment vs. logistics, how are you going to approach them in 2021 after last year's capacity constraints relax?"
I assume he's asking about Amazon Outposts.
JP Morgan's Doug was stuck on mute. Now came off of mute and has more questions about shipping packages.
True; we can't forget the Snow Family!
Man, can one of these financial analysts call me before the next one of these so I can seed some actually decent cloud questions?
I swear, they could disclose one quarter that @awscloud was about to launch a product to blow the moon out of the sky and the questions would all be about logistics and fulfillment over in Amazon Retail.
Holy shit. "@awscloud revenue growth accelerated but it doesn't show that on the financials because re:Invent was free. Usually we book ticket sales and sponsor revenue in Q4."
...they turn a profit on re:Invent.
"Jeff Wilke is also retiring; how should we expect any changes for retail. Is Dave Clarke taking over? And also why did @awscloud margins come down." YES.
1. "Succession planning is something the board takes seriously; it's an annual discussion around executive development. The byproduct of that as the S-team expands we have BU-specific CEOs (2)...
...Wilke had been here over 20 years, was super pivotal, helped develop others including Dave Clarke." Sings Jeff Wilke's praises a fair bit.
"Jeff Bezos isn't leaving, he's getting a new job as Executive Chair of the board." Yeah, good call. Jeff can finally drive Amazon's business strategy.
"We're excited to see @ajassy get new perspective and put his imprint on Amazon." Oh no Amazon Prime Manager Composite Manager?
Final question! It's... about shipping costs. Yeah, I was displeased to have to pay a shipping charge for my @awscloud SnowCone (motto: "this new Kindle is super heavy and kinda sucks").
And thus ends the call. Now Twitter returns to normal, journalists write their stories, and @awscloud employees loot @ajassy's soon-to-be-former office for mementos I presume.
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So story time! We optimize AWS bills-and sometimes that includes negotiating @awscloud contracts on behalf of our customers. This is a deeply held secret unless you Google for "aws contract negotiation."
An @awscloud account manager for one of our customers rotated out onto a different account because it had been 20 minutes or whatever, and we randomly encountered them on a new customer six months later.
"Hey, it's great to be working with you folks again!" they gushed. "Oh hey, while I've got your attention, quick question. Do you know anyone who negotiates @awscloud contracts? I have a customer asking."
The entire reason we didn’t take VC money for the Duckbill group is that we would be pushed to capture as much revenue as possible, as quickly as possible. And the customers lose in that scenario.
Seeking growth and scale at all costs creates situations for bad outcomes for customers, like one-size-fits-all algorithms and automation that doesn’t take into account the customer’s specific goals, architecture, constraints—and their own customers.
“You’re spending $150 million a year on @awscloud? Cool, we’ll knock hilarious amounts off of that for a flat fee that’s less than one engineer’s annual salary.”
VCs would demand a percentage pricing model, and then the whole thing goes to custard.
I've been critical of the @FinOpsFdn for a while but apparently not so critical that they were too ashamed to release "The 2021 State of FinOps Report."
You may follow along with this thread via data.finops.org if it's still online by the time I get done.
First we--wait. *math math math* Did... did they just add together all of their respondents' numbers and not de-duplicate "folks who work at the same company?"
Aren't these people supposed to be good at a thing that requires exactly this?
I mean... get six respondents from a giant AWS customer like Netflix, CapitalOne, etc. and suddenly you can change the entire shape of the survey!
Data transfer pricing at scale, makes networking people feel at home, more deterministic performance, and you can blame it when you want to go take a nap in the data center.
2. Strongly consider the effectiveness of the current messaging to AWS partners of "yes we'll compete with you but don't worry because we're really really bad at anything above a certain point in the stack."