I just got outed on Techcrunch. So I’ll come clean. 🙂
I’ve recently (April 2014) rejoined Amazon as a manager and developer on the Prime Air team.
We’ve set up a new team in downtown SF to focus on some interesting aspects of the project. We’re growing rapidly. If you’re interested in the project and love the Bay Area, feel free to reach out or apply directly via the Amazon website (here or here)
So why did I re-join Amazon?
The simplest answer is that I really admire this team, this project, and this company. I’m not one to gush or blush — if anything I excel at finding fault. But this job is really fun. We have trained professionals who love to do the stuff I don’t.
The project doesn’t need any more hype from me. JeffB already talked about it on 60 minutes. You may have heard me talk about various superpowers in another context… This is a similar level of game-changer IMO.
Speaking personally, this project meets a number of important requirements for me:
First, it needs to be fairly green-field. I did early AR/VR in the 90s. We built an entire Earth in 2000. I worked on massive multiplayer worlds and avatars after that. I moved onto robotic parachutes in 2004, designed geo-social-mobile apps in 2008, then telepresence and more stuff I can’t talk about after that.
I like to learn fast, often by making mistakes, with a whole lot of guessing and path-finding until the way is clear. By the time 100,000 people are working on something, there are up to 100,000 people who are potentially way smarter than me, plus ample documentation on the right and wrong ways to do anything.
Second, I want to work on projects that use new technology in the most positive ways, sometimes as an antidote to the other negative ones out there. I’ve left companies on that principle alone…
I’ve both given and received some criticism over this – even been called a “hippie.” But I didn’t inhale that sort of sentiment. I just moved on. At the end of the day, I always try to do the right thing and help people wherever I can.
That’s based on what I like to think of as “principles.” Many of the reasons I like Amazon as a company are due to its principles.
At Amazon, I saw these principles come up almost every day on the job and I was suitably impressed. Naturally, they’re used as a kind of lens for job candidates, esp. as a way to efficiently discuss their leadership skills. But these concepts are used and reinforced almost daily for things like professional feedback and taking responsibility, above and beyond our job specs.
I’ve seen senior leaders uphold the “vocally self critical” principle in meetings, where at other companies such behavior might be called a “career-limiting” move. This principle alone meant that even in my earliest interviews, I could be blunt about learning from my past mistakes without worrying if I should say things like “my biggest fault is that I work too hard.” What a relief.
The first Amazon value on the list is, of course, “customer obsession.” There’s no other value that rises above this, not expedience or profit. And in my opinion it shows.
Companies that stick to their principles tend to be consistent and well-trusted. Having clear and understandable principles, reinforcing them and even working through when they seem to be in internal conflict leads to making better decisions overall and avoiding really bad ones.
That’s especially true when you don’t have the luxury of seeing the full repercussions of your choices in advance. These principles are there for when the choices are hard or unclear, not just when they’re easy.
I believe that companies that get this, and especially those that put their customers first, are the ones that will succeed.