Panos Panay

You don't need it to operate it, but if you, let's say you start a conversation with your voice and you just want to remember what that conversation was, You're going to go to your phone to just capture it or you can send something to your phone. We didn't do it in the demo. Did we demo it yesterday? I think we cut it just for time.

But anything you're doing, you can send a phone because it's like longer form. I wanted my phone. We're also launching Alexa.com. So you're going to use it on your PC. So it'll be in the right places. But at the end of the day, if the focal point is to control your home, which, by the way, hundreds of millions of customers, that's really the focal point today. You put a screen there.

But anything you're doing, you can send a phone because it's like longer form. I wanted my phone. We're also launching Alexa.com. So you're going to use it on your PC. So it'll be in the right places. But at the end of the day, if the focal point is to control your home, which, by the way, hundreds of millions of customers, that's really the focal point today. You put a screen there.

But anything you're doing, you can send a phone because it's like longer form. I wanted my phone. We're also launching Alexa.com. So you're going to use it on your PC. So it'll be in the right places. But at the end of the day, if the focal point is to control your home, which, by the way, hundreds of millions of customers, that's really the focal point today. You put a screen there.

It's emotional. It's informative. It's useful. And it'll make a difference. It'll make a difference.

It's emotional. It's informative. It's useful. And it'll make a difference. It'll make a difference.

It's emotional. It's informative. It's useful. And it'll make a difference. It'll make a difference.

Yeah. I often get accused for making the final decision only when I have to. It doesn't mean I'm not making decisions. When I was studying up to come to Amazon and kind of making that decision, that was a life decision for me. It was a big one. And I was so inspired talking to Jeff, talking to Andy, like just inspired, no doubt. I also love Microsoft.

Yeah. I often get accused for making the final decision only when I have to. It doesn't mean I'm not making decisions. When I was studying up to come to Amazon and kind of making that decision, that was a life decision for me. It was a big one. And I was so inspired talking to Jeff, talking to Andy, like just inspired, no doubt. I also love Microsoft.

Yeah. I often get accused for making the final decision only when I have to. It doesn't mean I'm not making decisions. When I was studying up to come to Amazon and kind of making that decision, that was a life decision for me. It was a big one. And I was so inspired talking to Jeff, talking to Andy, like just inspired, no doubt. I also love Microsoft.

So, you know, I'm inspired where I was sitting. So there's just all these conflicts. Those are personal to me, you know, like, oh my gosh. But when I started reading, let's go to decision-making. And then I just watched a few stories that Jeff had told, talked to Andy about it.

So, you know, I'm inspired where I was sitting. So there's just all these conflicts. Those are personal to me, you know, like, oh my gosh. But when I started reading, let's go to decision-making. And then I just watched a few stories that Jeff had told, talked to Andy about it.

So, you know, I'm inspired where I was sitting. So there's just all these conflicts. Those are personal to me, you know, like, oh my gosh. But when I started reading, let's go to decision-making. And then I just watched a few stories that Jeff had told, talked to Andy about it.

It basically, from a leadership principle standpoint, and from some of the things you hear about, like on decision-making principles, like one-way, two-way doors, it's hard to explain this, but it's so aligned to the way I was running my team. That's how I'd operate. It was weird. You know, you're just reading the LPs, and I'm like... I used to have a culture box.

It basically, from a leadership principle standpoint, and from some of the things you hear about, like on decision-making principles, like one-way, two-way doors, it's hard to explain this, but it's so aligned to the way I was running my team. That's how I'd operate. It was weird. You know, you're just reading the LPs, and I'm like... I used to have a culture box.

It basically, from a leadership principle standpoint, and from some of the things you hear about, like on decision-making principles, like one-way, two-way doors, it's hard to explain this, but it's so aligned to the way I was running my team. That's how I'd operate. It was weird. You know, you're just reading the LPs, and I'm like... I used to have a culture box.

Oh yeah. Right. So leadership principles at Amazon, you should check them out. You can go to Amazon, find them. They're rad. I mean, they're, they're inspiring. They're almost, sometimes they're just obvious. Not all, not all of them, you know? And they're hard to believe like big bets. Is that real? I'm like, yeah, it's pretty damn real. You know, it's pretty incredible.

Oh yeah. Right. So leadership principles at Amazon, you should check them out. You can go to Amazon, find them. They're rad. I mean, they're, they're inspiring. They're almost, sometimes they're just obvious. Not all, not all of them, you know? And they're hard to believe like big bets. Is that real? I'm like, yeah, it's pretty damn real. You know, it's pretty incredible.

Oh yeah. Right. So leadership principles at Amazon, you should check them out. You can go to Amazon, find them. They're rad. I mean, they're, they're inspiring. They're almost, sometimes they're just obvious. Not all, not all of them, you know? And they're hard to believe like big bets. Is that real? I'm like, yeah, it's pretty damn real. You know, it's pretty incredible.

You know, leaders, they do, they dive deep. Yeah, they do. They get into everything. And I, I think those are, Those are real, but in the spirit of when I started reading them and then the way I made decisions, Nilay, they were aligned. Yeah. I mean, I'm not, no BS. Like they were just, it was like, it felt like right. I had a culture box when I was running my team at Surface and Windows.