It is very difficult to get people to focus on the most important things when you're in boom times.

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If your customer base is aging with you, then eventually you are going to become obsolete or irrelevant. You need to be constantly figuring out who are your new customers and what are you doing to stay forever young.

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There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

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We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.

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We're not a company that seeks out controversy, but we sure do find it.

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Part of company culture is path-dependent - it's the lessons you learn along the way.

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If you don't understand the details of your business you are going to fail.

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What we need to do is always lean into the future; when the world changes around you and when it changes against you - what used to be a tail wind is now a head wind - you have to lean into that and figure out what to do because complaining isn't a strategy.

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I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.

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The thing that motivates me is a very common form of motivation. And that is, with other folks counting on me, it's so easy to be motivated.

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