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<p class="p1">E-commerce and cloud-storage giant Amazon has been one of the biggest beneficiaries of changing consumer behavior during the COVID-19 pandemic. Its sales jumped 35% to more than $260 billion in the first nine months of 2020, as people stopped going to stores and spent more online. The company’s market-leading cloud-computing division, Amazon Web Services, has also benefited in 2020 as the hosting platform for everything from Netflix to Zoom.</p>

The Future 50

A company this big shouldn’t be able to grow this fast—but Amazon’s 21% revenue growth in 2019, to $281 billion, is the reason the Seattle company has cat

Amazon | 2020 The Future 50

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Amazon

E-commerce and cloud-storage giant Amazon has been one of the biggest beneficiaries of changing consumer behavior during the COVID-19 pandemic. Its sales jumped 35% to more than $260 billion in the first nine months of 2020, as people stopped going to stores and spent more online. The company’s market-leading cloud-computing division, Amazon Web Services, has also benefited in 2020 as the hosting platform for everything from Netflix to Zoom.

Amazon | 2020 The Future 50 | Fortune

Chris Smalls, President, Amazon Labor Union 
Interviewer: Roy Bahat, Bloomberg Beta

Brainstorm Tech 2022: How It Started; How It’s Going 

Conferences

Brainstorm Tech 2022: How It Started; How It’s Going 


Alright. Hi everybody, this one's gonna be different. Alright so chris let's just start with for people who haven't been following the details of the story. What happened. You've been working at Amazon for a few years getting promoted within the company and just tell us what unfolded. Yeah absolutely. Um I was working there 2015 when I started came an entry level worked hard, got promoted up to a process assistant which is assistant manager. Um I was in that position for the next 4, 4.5 years. I opened up to other facilities. My first building was E. W. R. nine New Jersey. My second one was B. D. L. To Connecticut Windsor Connecticut. And my last building was okay so then you get to JFK Staten Island and what unfolds from there? Well I came in 2018 the building just opened. It was great at first you know um like a launch of a new building is opportunity for me myself to uh show the company who I am as a supervisor, hopefully move up. And uh of course I love working with people. So it was great at 1st 1st 2 years I was on the night shift only thing uh was the issue was to commute for me um from New Jersey to Staten Island. It's very difficult. Yeah. How was that a couple of hours? Hour or two hours both ways. Okay and so where did the where did the trouble that that the president talked about start? Well things really took a turn before the pandemic for me um personally you know I noticed over the years, you know, of course I lost a lot of good workers around me, a lot of hard working people. Uh just because there was a system that was designed to turn the burn and um I trained a lot of upper management, A lot of people came in entry level and what amazon does with their process assistance, they have them shadow the new hires, especially the ones that are gonna be management. And you know, for years I'm doing this position and it only takes two years to become a salary manager. I'm wondering when it's gonna be my opportunity. I applied to become a salary manager 50 times and only was interviewed twice in five years. So it didn't make any sense to me of why somebody that opened up three buildings train thousands of their employees, hundreds of their upper management didn't get the same opportunity uh of other, you know, counterparts. And this was before the pandemic, you know, So mentally I'm physically I was already checked out. You know, I said, I put enough time into this company. Uh It's really time for me to resign. Um but it wasn't until COVID-19 came to play and I noticed that, you know, amazon dropped the ball when it came to protecting its employees. You know, we didn't have any P. P. We didn't have any cleaning supplies. We don't have the essential needs that we were delivering as essential workers in the beginning of the pandemic and I tried to raise the flag well before the virus transition from Seattle to new york city. Um As we were sitting in the cafeterias everyday watching CNN like everybody else um the TVs in the cafeteria is saying, you know, we all need to be six ft apart, we need to be mashed up, We really need to be quarantine. And we're watching this while we're sitting shoulder to shoulder in a cafeteria for the 400 people. So I immediately stood up and ran HR tried to go through the proper channels to raise the alarm saying hey what are we doing about this? You know, I'm a single parent got kids, a lot of the workers, there, a majority of women um a lot of senior citizens work there as well. Um We do have grandparents at home things of that, you know, so we wanted to make sure that we would say um just to make sure tracking. So in the absence of any organization to represent you, you did what many companies would want their team, their people to do is to just show up and raise the issue to HR you know, try to make the case and then what happens yeah after doing that for A day or two um the company was nonchalant about, you know what we were advocating for our first um So I had to take further action, you know um I pretty much told them that I'm not gonna work as a supervisor instead, I'm going to tell the work is the truth. Um what happened was I came to work on a Tuesday. one of my colleagues uh tested positive and she text me this and she came back to work because she needed to make her money and she didn't know what to do. Actually, can I stop you from that for a second because we're gonna get to talking about the union. But one thing that people in business often say is, well, we have a free market where it's competitive if you didn't want to work at amazon or she didn't want to work at amazon, she didn't like their safety policies or something like that. She could go work somewhere else. That's clearly, I think not how you felt about it, but when people say, hey, it's a free market, you go take another job. What's your response to that? But that doesn't solve anything. You know, it's just like jumping out of, you know, I don't want fire into the next. You know, they always say that you don't like your job, just quit. But this overall picture today, you know, keep quitting our jobs. The next person that comes in is going to go through the same thing and these corporations want that. I think you were saying that some of your colleagues learned they got fired by looking at some internal app or something like that. And so, but eventually you got fired. Right? And so what happened? Right? So once again, you know, my colleague tested positive, you know, that was it for me. Um, I came back to work, we had a meeting daily meeting with our upper management and then that daily ST meeting, they're telling me as a supervisor not to tell the rest of the employees in the warehouse that somebody was positive. They wanted to make sure that, you know, business as usual, exact words. And I said, oh wow, that was it. Um, I couldn't stand with that. So I told every employee from that moment that I came in contact with, um the truth that we're exposed by the end of the week. Um they didn't answer to our advocacy about it. We sat in the cafeteria Off the clock every single day for 10 hours a day going into the general manager's office to tell him, hey, we were scared, were afraid to come to work. What are you guys gonna do? We want the building to be Closed down for the minimum of the 14 day incubation period. The beginning, that's what we wanted. We come back to work. Um We wasn't getting that. So that's when we started to organize the walk out. Um we spent the weekend doing that. And on that Monday March 30 we let her walk out around lunchtime noon and um two hours after that walk out. Um I was terminated over the meaning all the folks who worked in that facility together. Many of them, maybe not all all walked out together at lunch. Uh Quite a few. Yeah. No, I mean I just point out earlier today, there was a session about talent here and we were talking about a company where all the engineers said we're gonna take a day, a month for mental health day. I was thinking well, you know, like take lunch for physical health and has a very different context. We think of it as a strike or work stoppage or something like that. And so that was the point. Then you get fired and then, you know, uh one of the elements, you know that I think followed that closely was that the general counsel of Amazon sent out an email saying that, you know, they hoped that you would be the face of trying to organize because they said a lot of, you know, unkindly not smart, not articulate. So then you start this unionization campaign and by the way, we're gonna answer questions asked, you know, get you guys questions in a minute, but just tell us what happened and what you want now, like, let's just get up to present day. Yeah. Um um Yeah, at that moment when uh that memo came out and motivated me to continue to advocate for workers rights, especially because Jeff Bezos who was the richest man in the world at that time, I was in that meeting and signed off on that. Um So we spent the year traveling to his mansions and penthouses protesting in front with amazon workers ah basically saying we're not gonna give up, you know. Um We got to a point where there was a union drive in Alabama. Um We supported it from new york, but we were curious about how they were doing it. We went down there, I learned some things, we saw some opportunities. Then we came back to Staten Island April of 2021 to begin our own independent worker led Union. Why did you want a union? Well, I've seen that there is a way of workers getting the protection that they need. You know, there's nothing on paper um that protects workers, You know, amazon's are at will company meaning that they can make up any reason to fire people. That's the system that's designed that we see Uh term terminates people at a rate of 150% a year. Um we're talking about 200 300 people losing their job every week in Staten Island. Um I just, I couldn't stand with that and having a union provides job security provide higher wages, provide better medical leave options, provides longer uh breaks if you need, it uh provides things that these workers need in these warehouses, just so they can have a better quality of life overall. And so those are the wants, that's what amazon labor union wants now, because you have this vote where, unlike in Alabama, you know, and for folks who don't know, those votes are certified by the federal government. You know, the majority wins. Amazon has since objected, which we could talk about a minute. But the idea is then you have a worker controlled organization that isn't part of some big national union, it's your own independent organization, and then the company is forced to negotiate a contract with you. That's the idea, right? Well, they're not really forced, you know, they they have to out of good faith they should come to the table to negotiate a contract. You know, the government can intervene and, you know, put an order for them to do that. But using how we're supposed to go, we won our election fair and square. Um the workers voted now, we represent the workers. The company should recognize that we won and come to the table so that we can negotiate the contract with those demands that we're asking for. Now. We don't get everything that we asked for. You know, this is why we call it negotiating. And we just, you know, once again, we deserve more as essential workers and having the union will give us representation. Uh, well, so, you know, and maybe it will turn to a question in a second. But let me just ask, you know, you're wearing, you're talking about Jeff Bezos, you're wearing the ether rich jacket and at the same time you're gonna have to have that company on the other side of the negotiating table. And I'm curious if you imagine what it might look like a few years from now. If somebody in this room is an amazon shareholder or something like that or an executive at amazon, what's your guess of how, what how should it play out in terms of what the relationship is between the company and the amazon labor union? Well, yeah, you know, number one, I represent myself, you know, I don't represent the workers, you know, the workers democratically decide how this union is formed. That's why it's an independent worker led union. I'm an intern president and the workers have a choice until the workers elect somebody that, okay, sorry, keep going. Right. So the workers feel that, you know, I'm doing a good job as the president, they will vote for it. You know, if not, um, they have the opportunity to elect one of their members are, choose who they like. You know, the thing about, um, you know, the way we organized, the way I talk, the way I dress the way you know who I am as a person. Um, it's important that we stay true to who we are. You know, I represent the community that we organized in new york city, you know, so for them, work is seeing that it inspires them. We're talking about labor and different platforms. We're reaching different plateaus. I've been at the White House Daily show, White House testifying congress. So it's just about breaking barriers, you know, a lot of stuff, a lot of stereotypes, you know, out there. And at the end of the day, I'm just, well, let me be direct then about the stereotype would not, it's not a personal thing or about the but the stereotype about unions is, and if you want to raise your hand and ask the questions, feel free with somebody come around with the paddle. The stereotypes about unions is, you know, an amazon said it, this is the greatest threat to the company. You know, Howard Schultz says it's an assault on the company. And the view is it will ruin the company. And so for people who like to shop at amazon or think it's a good business because it's been built in a certain way. What's your message to those people? Well, number one, we want the people to support the workers. You know, once again, these are your neighbors. You know, these are these are the people that come from your community, amazon sets up shop in your community. It reaps the benefits off of your community. Um, and it doesn't benefit in your community. I mean, your workers, your neighbors, they're going to work, they're getting injured at a high rate. They're being unprotected. They're working throughout the pandemic right now, they're being fired for by an app, you know, before you even get to work. Um, what's that app called by the way? Just so people, so the internal employee. Yeah, yeah. You know, there's been stories that people don't even hear about no deaths at these warehouses, you know, shootings, tornadoes, uh, violence, things like that is what we're trying to uh, pretty much bridge the gap. You know, as a union representative, we want to make sure that the company operates the way it is, make their money, but we want to make sure that the workers are also taken care of. So what I hear you saying is that the whole system has to work including for the workers. And unfortunately I think we're ticking down right here on time. Oh, it we haven't, can you do your question lightning fast before I get the Thank you for your, your perspective. My parents were both part of unions, one was a firefighter, one was a teacher and I think the biggest criticism around them has been kind of take backs that unions get. How do you look at that? Maybe explain what it takes back is? Well, I mean, I understand that there's some bad union represent, you know, uh, there's been bad unions in the past, there's been bad, uh, union contracts, things of that nature, but this is why we did, we chose to go the route we did. Absolutely. Because yes, you know, workers, what's the ultimate power of putting workers in the driver's seat? You know, we know the ins and out of the company, I knew the ins and out of amazon I was invested into the company. You've cited some of the management principles, disagree and commit that kind of thing. Absolutely. You know, I category same principles over to my organizing and activism. Yeah, somebody said to me, you know, are you pro union? I said I'm pro union in the same way I'm pro restaurant, I think they should exist, some are good, some are bad and so we're all gonna have to figure this out together, you know, for folks who are interested in exploring this further. You know, chris has been here the entire time, happy to talk about it and chris I just want to say we're learning because you're doing something completely new and for that example, I feel grateful and I hope we all should be grateful for the learning. So thank you very much

Dilip Kumar, Vice President, Physical Retail and Technology, Amazon 
Interviewer: Phil Wahba, Senior Writer, FORTUNE



Brainstorm Tech 2022: The End Of The Line?

Dilip Kumar, Vice President, Physical Retail and Technology, Amazon 
Interviewer: Phil Wahba, Senior Writer, FORTUNE


Brainstorm Tech 2022: The End Of The Line?


Edith Cooper, Co-founder, Medley; Director, Amazon, PepsiCo
Bonnie Gwin, Vice Chairman and Co-managing Partner, Global CEO and Board of Directors Practice, Heidrick & Struggles; Board Member, Georgetown University, Cleveland Clinic Hospital 
Glenda McNeal, President, Enterprise Strategic Partnerships, American Express; Director, Nordstrom, RLJ Lodging Trust
Jennifer Morgan, Senior Managing Director; Global Head, Portfolio Transformation and Talent, Blackstone; Director, Bumble; Director, UKG

Most Powerful Women 2021 - New Challenges And How To Meet Them

Edith Cooper
Bonnie Gwin
Glenda McNeal
Jennifer Morgan

New Challenges And How To Meet Them

Joanna Peña-Bickley, Chief Design Officer, Design Corps; Head of Research and Design, Alexa Devices, Amazon
Rachel Bickley, Musician and Sound/Audio Designer, Designedbyus.org 
In conversation with: Kate Aronowitz, Co-chair, Fortune Brainstorm Design

Brainstorm Design 2022 - The Rise Of The Design Apprentice

creating a pipeline of next generation designers is a critical task for all of us. I hope all the young up and becoming potential designers, their ears are all ringing after the past few days um design apprentice programs can really help widen the pool of designers needed to help power what some observers are actually calling the fourth industrial revolution. And this is characterized by a range of technologies using the physical, digital and biological world. We're now going to hear from a civic minded civic media and public service design cooperative leading opportunities for underrepresented communities and we're also going to learn about the ambitious apprentice program of a private sector tech titan. Please join me in welcoming Joanna pena bickley, the chief design officer of design core and head of research and design at Alexa devices from amazon and Rachel bickley, a musician. Sound audio designer at design by us dot org. Thanks for joining. Thanks for having us. Thanks for having us at the moment Joanna. So you're here wearing two hats today, um you're both representing designed by us and amazon. Can you tell us a little bit about both your roles and the more specifically explain what designed by us is. Absolutely. So let me start with Amazon, that's the easy one in the room. So I am the head of research and design for Alexa devices at amazon and that covers all of the disciplines of design from uh industrial design all the way to design tech and of course all of our voice skills for Alexa. So we do both the hardware and software. Um if I put on the other hand for a second, which is entrepreneur, which is what it takes to actually survive at amazon um is roughly about two years ago, I saw a need in the workforce that we weren't necessarily reaching diverse crowds and all of the same tricks like internships, uh and maybe even forgive me, but even conferences like this was just not doing enough. Um and one of the things was I actually partnered up with a number of organizers who said, you know, one of the things that we're missing in this growth of a pipeline is actually thinking about kinesthetic learning. So kinesthetic learning happens to be an apprenticeship and in many professional fields, not just technical fields, but in professional fields, for instance, like medicine, um architecture, last speaker was just talking about is one of them. Um these uh apprenticeships already exist and it is learning through doing learning through making, and I got to thinking um and with my daughter, Rachel and a number of other folks. So what if we could actually create a program that went, not just to college students because we're doing that, we do that with internships and there's still not enough diversity in that pipeline? What if we went to underrepresented high schools uh and go in and bring design there and the first thing that we really needed to do was the homework and the research behind one was an apprenticeship, right, what does that even mean? Um and then go take a look at other countries uh to see how their programs worked. And so we um Sweden Switzerland. Um We're the model in which we first kind of discovered that design is taught in kindergarten. Let me say that again because I think it's really important design and problem solving. So we think about that is taught in elementary school and it is core curriculum, it is not necessarily an elective, which it is here in this country. Um So when we understood that there were already programs and says, I think well what we needed to do was learn through observation and see how these programs run and then begin to develop something that we could use here as a mechanism for women and girls in the areas of science, technology, engineering, arts, math and design. What we call steamed. Yeah, I love the that we've now got a d on the end of steam which I love so important tactic. Yeah, yeah. And so that's designed by us that is designed by us. And so it started with a question of what if. Um and you know, two years later we have launched a design core which is a global design core. And really the mission of the organization is bringing gender equity uh and actually to accelerate gender equity into the global workforce. Uh And we're doing that by we initiated design core which is made up of distinguished designers apprentices in which we employ and we put them in action learning programs, those action learning programs deal with everything from uh solving really tough problems in climate uh to during the pandemic around PPE um to uh to creating audio audio based programs like the design by podcast and helping uh you young people just learn how to develop these hard and soft skills in a vocational way and teaching them and certifying them to go out and learn programming. For instance, when we were doing 100 million mask Mayday, we had to specifically myself had to learn G code, which is the coding language for three d printers, something I had no experience in. So I had to immerse myself and educate myself and get ready to teach others. So then they could learn and they could then go out and manage and teach others as well and create that kind of this system where we continuously teach and educate and create curriculums that are open source and available for all. Yeah, I love hearing about that because it occurred to me as we were getting prepared for the talk, I'm like, what's the difference between an apprenticeship, you know, an internship junior design letter? So Rachel, let's pause on you for a second. I love that you all are working together as mother and daughter, but what is your role with designed by us and how did you get involved? Sure, my role is as uh the man I managed the audio and sound programs at designed by us. Um, I got involved because my mother and I did see that like I am a designer by trade, I create my own music. I designed my own music and I perform my own music and I just saw places in the music industry that everyone could learn from through my experience as a teenager performing in new york city. And I also want to point out that your mother is also a designer who's associated with what she wasn't able to be here today. We're going to have a moment with three generations, which I think she's working. She's, she's actually, she's actually designing today. My mom is gonna kill me, you're not here. So, Um, but she is in her 70s, we have three generations designed, she is um, she ran a 30-year architecture and design studio in which I grew up in. And so you know, so many people say, how did you stumble into this? I actually did everything as a teenager, not trying to be like your mom and then you end up exactly like your mom sounds familiar. I was trying to not be like her because she's such an inspiration. I was just trying to be me and it so happened. I became a designer through that. I love that. No. And you both share passed around sound design and I love that you're able to find both of your paths intersect here at design core. So you mentioned the masks, I want you guys to show, I think you I want you to talk a little bit about how design core is actually being put into action. You're making things, things are really happening, this isn't just, you know, theoretically learning it so by doing so. Absolutely. So first of all, if you go to designed by us dot org, if you are a designer or you are looking to Menti people, um what we do is actually, we have a great pipeline of really senior design talent that comes in and volunteers to mentor others. Um One of the core design briefs that we launched during the pandemic was called the million mask May Day. Um and it began out of the need for uh personal protective equipment for those of you that lived in new york. I'm sure if you knew for a very long time it was really tough for us to get proper PPE. Um and so we went about actually Going through the process of understanding what it took to create a 95 mask And we kind of deconstructed the N- 95 masks to reconstructed in um new kinds of materials. So as a part of the initiative, we actually created virtual studios across the country, we funded virtual studios across the country um taught three D industrial design, um did research as a part of it actually taught research because part of being in the design core and being an apprentice in that design core is actually learning through making. So we put out a grand challenge that said, can we get to 100 million masks worldwide? Um And the answer from the design core was yes, we can. Yes we can. Um and but it was really important to think about the design brief of having constraints, right? One of the things the constraint needed, the one it needed to provide the appropriate amount of protection, the second part needed to be sustainable reusable because one of the large challenges that it was a very young apprentice from a refugee camp uh that we will touch on. That told us one of the largest problems that was happening was land pollution from single use PPE. So one of the things that we said, we have to make this, you know, if we create a constraint we can innovate around it. Um And the last part of it was it needed to scale and it needed to scale beyond um just here in the United States because while after a while we may have figured PPE out um the vast majority of the rest of the world in places like africa, Puerto rico. We actually recently just sent uh you know, thousands of mass to Puerto rico still don't have appropriate PPE long and short to get there Rachel. Uh working with me, I was kind of the lead researcher teaching uh three D. Scanning so that we could understand people's face dimensions. We get the size right because the proper mask isn't proper without a seal and the right filtration. Um we were able to put this into a design brief and worked across the country um set up three D. Print studios uh kinda fab labs, you know pop up fab labs and started producing math day in and day out. And it was a paid model. The important part of this right Rachel. It was it was an absolutely paid model. We want to make sure especially in a pandemic where people did not have access to the usual income, were able to get a fair wage. That was very important. Not just any wage but a fair wage for the work they were doing. And it was really interesting because it started with sowing sowing used to be a hobby of mine that I used to tailor my outfit for performances and it immediately overnight became an essential skill to survive in a pandemic. So when we couldn't figure out how to scale sewing because it does take a lot of time and effort in people, one of our apprentices actually brought up why not three D. Print them with this open source code that I have here that he was trying to use to equip his community. And when we started doing the research and development, It became a no brainer because they're durable, they can be put in the dishwasher, you can wash the merv 13 filter which allows 94% filtration. And then we were able to find filament for our three D printers, which was antimicrobial, which also made it medical grade, which means we could donate these to local hospitals to healthcare workers, to domestic workers who are going into homes. And it also allowed us to donate them to election workers because this was a time where elections were happening. I myself worked it and we were able to make face shields and masks to protect our election workers during a very important election. That's amazing. Um, you talked about working within constraints obviously in the past two years have provided wide range of constraints, one of them being remote and, and Rachel. So you've trained apprentice the world virtually in, in kenya brazil Argentina, can you talk a little bit about that program and how you went about that? Yeah, absolutely. Um, it's a lot of management on the time because you're dealing with a lot of different time zones. So it's also understanding about making sure that they have strong internet connections and create either if they don't have the infrastructure, creating an infrastructure bringing them sending them hotspots that allow them to talk to us. So then we're not just heads on a Youtube video that we've sent them and then we can spend and by doing zoom, which was a constraint, but also a huge asset during the pandemic allowed us to go one on one and help them with any issues that might arose and helped us learn how to adapt our curriculum. The girls in Kakuma taught us a ton. We actually partnered. One of the important parts of our apprentice program was understanding that apprentice programs have been along around for hundreds of years and there were organizations in communities that we knew that we could reach. But as opposed to coming in and kind of imposing ourselves on those organizations, we partnered with them. You know, we did public private partnerships in a manner that, you know, we invested in the girls in Kakuma through an organization called I am the code. Uh, we developed co developed the curriculum And then we were the mentors, right? We were kind of, it was a 24 x seven operation across the world. Um, and what was really exciting about that was uh, in refugee camps. And this was, I think one of the eye opening things for both of us was that young women were actually not getting PPE before men were uh, it was, you know, through the a serious cultural factor that, you know in most communities outside of the United States. Women are unequal yet they are still part of the workforce. Right? Um, and they were utilizing sanitary napkins as masks and so to be able to bring in one, uh, to be able to donate hundreds of three d printers, um, and all of the materials and then do the training remotely what exactly the action learning and kind of the prototype. We needed to be able to scale this program. Um, I want you to put your amazon hat back on, which you quote, which you're easy. You're part of your role. Now. I'm understanding why it's amazing that you're, you're, you've got both roles going on. It's a two part question. How is um, how are you deploying design apprenticeship at amazon and for the folks in the room that are thinking, okay, I would love to do design apprenticeship. I'd love to get something going like what are the bare bones? I think people feel overwhelmed. How do you start a new program? So let me start with, you know, with amazon has always been really great about apprenticeships and the whole, we had technology apprenticeship when we began and um, you know, I would say within the last three years we began piloting apprenticeship and the, the importance about uh, an apprentice that was certification at the end, right. Um, and going in and realizing that the certification can be in lieu of a college degree, right? We're offering different and new pathways into what it means to be Amazonian one and then two to be entry into design. And so we have deployed apprentices across the country. But one of the, I think one of the key learnings for us was actually going in and partnering with organizations like career wise new york is a great example of, I have apprentices on my Alexa design team today, uh that are working on new Alexis skills that are working on research uh for new products that are really getting immersed in the everyday workings both of our unique and Amazonian culture, but also the hard skills that you need there. So these are high schools, an opportunity to partner with with outside organizations who have been on the ground, right? And and who understand the communities that we're going into and recruiting from um and and identifying students in a way that we are able to attract the, a real diverse talent and then understand, you know, I think the early days of the partnership was understanding what skill sets already existed and where did we need to come in and augment So part of it is the recruitment, but then a part of it is also getting your existing workforce to volunteer to teach design and or research at that core curriculum level. Uh so that what you're doing is actually producing now, building that pipeline of certified UX researchers and designers. Amazing, Amazing. Um thank you both for everything you're doing on, on the front lines and and and doing things together, It's, it's really, really inspiring. So thank you for joining us today, thank you for having us, we're having a blast

Year	Revenues ($M)	Profits ($M)
2019	$252,063	$12,096
2018	$208,125	$6,275
2017	$150,124	$1,922

Amazon

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Future 50
As of 12/3/20

Historical Data

Amazon

Company Information

Future 50As of 12/3/20

Historical Data

Future 50
As of 12/3/20