Peter O'Dwyer

Very good.

Yeah, I mean, she said like the culture is restructure.

You know, she has been through, she estimates six restructures of some sort or another in her 10 years or so in the company.

That's a lot of restructures.

And you would consider restructures to be in older, struggling companies more so than something like Amazon.

Yeah.

But back to what we touched on at the start, there's always the high growth area and they're always willing and want to move their resources quickly.

And so I think she's right in this sense of it'll probably forever happen that we'll have relatively large scale job losses as one area matures and they don't need so many people there and they move them into another area.

Yeah.

Really interesting about how to run a business.

And it absolutely is.

It's kind of a benign view of job losses, I suppose.

And in fairness, she touches upon it herself that they try to move people into other parts of the business, but obviously that doesn't always work.

And obviously there is a number that these companies want to reach in terms of

cost savings on certain divisions.

That property, though, is that relatively benign view of job losses.

Property holds in a very good economy, like we have at the moment, that you would think you'd be able to, if you're a high skilled person in AWS, for example, you should pick up another job.

Where it becomes obviously a big issue is if you have one of these cost-cutting restructurings in a weaker economy, then all these people who had very good salaries, very good jobs, suddenly might find it an awful lot harder.

So that's the less benign view of these big tech restructurings.

I was actually surprised on the robotics.