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."
3. re:Invent will always have a full remote option going forward as a first-class experience. The sheer accessibility was transformative.
4. Backfill my old role as "head of AWS Marketing." Someone really needs to be doing that full time.
I don't pretend to know how to run an ecommerce company / everything store, so there'd be a hard pivot away from some of the more Amazon.com things. Staff perks would fall in line with similar FAANGs for example.
6. "AWS staff want a union? Sure, okay." Then watch my competitors shriek and wither. Once it's not part of Amazon.com what've I really got to lose?
7. The next person who says "machine learning" in a product meeting for a service that isn't ML based gets metaphorically pistol-whipped.
8. A thorough search would reveal that there is more than one page in our monthly calendar, so we'd begin releasing AWS services outside of a 3 week span at the end of the year so customers know what the hell we're building.
9. Average a customer's last X bills, add in some precalculated growth, and add a 15% premium on top of it, and present that to them as a fixed fee predictable offering if they want it.
Everyone will want it.
10. Count carefully, realize that there isn't a hidden 15th Leadership Principle called "Opinions my own," and stop making staff put it in their social media profiles.
• • •
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So a thread I've been "meaning to write" for the past few years but somehow always found an excuse to avoid. No more!
My entire career (and life, really) have been shaped by ADHD. The key was finally emphasizing for things I'm good at, while avoiding the things that I'm bad at.
ADHD is a spectrum disorder. Different people have different expressions of it. This is how it affects me; I've never met someone else who had it affect them quite this way.
An analogy that stuck with me is "everyone has to hold 100 marbles at once, but they all have a bag and you don't." Medication gives you a bag with a hole in it. You still drop marbles from time to time, but it's so much better than not having one at all.
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.
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.