Jeff Bezos

The escape system is completely automated. Automated is better because it can react so much faster.

Yes. I mean, I think if you're doing – there are human activities where we tolerate more risk. If you're saving somebody's life, if you are – engaging in real exploration. These are things where I personally think we would accept more risk, in part because you have to.

Yes. I mean, I think if you're doing – there are human activities where we tolerate more risk. If you're saving somebody's life, if you are – engaging in real exploration. These are things where I personally think we would accept more risk, in part because you have to.

Yes. I mean, I think if you're doing – there are human activities where we tolerate more risk. If you're saving somebody's life, if you are – engaging in real exploration. These are things where I personally think we would accept more risk, in part because you have to.

Blue Origin needs to be much faster, and it's one of the reasons that I left my role as the CEO of Amazon a couple of years ago. I wanted to come in and Blue Origin needs me right now. And so I had always, when I was the CEO of Amazon, my point of view on this is if I'm the CEO of a publicly traded company, it's going to get my full attention.

Blue Origin needs to be much faster, and it's one of the reasons that I left my role as the CEO of Amazon a couple of years ago. I wanted to come in and Blue Origin needs me right now. And so I had always, when I was the CEO of Amazon, my point of view on this is if I'm the CEO of a publicly traded company, it's going to get my full attention.

Blue Origin needs to be much faster, and it's one of the reasons that I left my role as the CEO of Amazon a couple of years ago. I wanted to come in and Blue Origin needs me right now. And so I had always, when I was the CEO of Amazon, my point of view on this is if I'm the CEO of a publicly traded company, it's going to get my full attention.

And I really, just how I think about things, it was very important to me. I felt I had an obligation there. to all the stakeholders at Amazon to do that. And so having turned the CEO, I was still the executive chair there, but I turned the CEO role over. And the reason, the primary reason I did that is so that I could spend time on Blue Origin, adding some energy, some sense of urgency.

And I really, just how I think about things, it was very important to me. I felt I had an obligation there. to all the stakeholders at Amazon to do that. And so having turned the CEO, I was still the executive chair there, but I turned the CEO role over. And the reason, the primary reason I did that is so that I could spend time on Blue Origin, adding some energy, some sense of urgency.

And I really, just how I think about things, it was very important to me. I felt I had an obligation there. to all the stakeholders at Amazon to do that. And so having turned the CEO, I was still the executive chair there, but I turned the CEO role over. And the reason, the primary reason I did that is so that I could spend time on Blue Origin, adding some energy, some sense of urgency.

We need to move much faster, and we're going to.

We need to move much faster, and we're going to.

We need to move much faster, and we're going to.

It does apply. I'm leading this directly. We are going to become the world's most decisive company. across any industry. And so at Amazon, ever since the beginning, I said, we're going to become the world's most customer-obsessed company.

It does apply. I'm leading this directly. We are going to become the world's most decisive company. across any industry. And so at Amazon, ever since the beginning, I said, we're going to become the world's most customer-obsessed company.

It does apply. I'm leading this directly. We are going to become the world's most decisive company. across any industry. And so at Amazon, ever since the beginning, I said, we're going to become the world's most customer-obsessed company.

And no matter the industry, like people, one day people are going to come to Amazon from the healthcare industry and want to know, how did you guys, how are you so customer obsessed? How do you actually, not just pay lip service to that, but actually do that? And from, you know, all different industries should come want to study us to see how we accomplish that.

And no matter the industry, like people, one day people are going to come to Amazon from the healthcare industry and want to know, how did you guys, how are you so customer obsessed? How do you actually, not just pay lip service to that, but actually do that? And from, you know, all different industries should come want to study us to see how we accomplish that.

And no matter the industry, like people, one day people are going to come to Amazon from the healthcare industry and want to know, how did you guys, how are you so customer obsessed? How do you actually, not just pay lip service to that, but actually do that? And from, you know, all different industries should come want to study us to see how we accomplish that.

And the analogous thing at Blue Origin, and it will help us move faster, is we're going to become the world's most decisive company. We're going to get really good at taking appropriate technology risk, making those decisions quickly, being bold on those things. And having the right culture that supports that. You need people to be ambitious, technically ambitious.