C (2:03)

No, thank you, Matt. Thank you for being here. It's a pleasure and honor to have this opportunity to speak with you.

B (2:06)

Absolutely. You know, I was just walking through this incredible warehouse and seeing all the logistics and all the machinery and robotics and the hardworking people here that make all this happen. What is one thing that most people don't know about running a workforce that's behind such a logistical marvel that is Amazon?

C (2:24)

I wouldn't say there's one thing that People don't know, but I'm happy to share with you so that you can see the excitement, the energy, the magic and the method the system runs. But it does well because of the people. The people and the machinery work hand in hand and it's exciting, it's magical. I've been at Amazon five and a half years and I'm so proud of what the teams do and I think seeing is believing. You know, it's one thing to read about it, hear about it, but as you saw on Walk the Floor, it's safe, it's innovative, it's inclusive, it's clean. And you know, people are learning and we bring in people from all over the world, all walks of life and backgrounds and we find a way to work together and learn and grow together. So I don't know if I answered your question completely, but I'm excited to share and talk about what we have going on here.

B (3:06)

And of course Cyber Monday is unique because there's so much volume and you're shipping so much goods out of warehouses like this, which means you have to scale the workforce for peak seasons. What does that look like as someone who's overseeing, you know, people operations?

C (3:20)

Yes. So I work with a fantastic group of pxt, pxt, what we call people experience of technology, which is commonly, you know, politely known, maybe as hr. We believe people the right experience to supplement with technology. But with that we prepare year round for days like this. This feeds into our goal of sure, we have great selection, low prices and speedy delivery to employees in a place like this. With a fulfillment center. We have multiple, around hundreds of fulfillment centers like this around the country. This is where small business owners were. More than 60% of what you see in these, in our facilities is contributed by a small business owner.

B (3:53)

And we're a lot of people don't realize it.

C (3:55)

Yeah, that's right. We're fulfilling the order and we're, we're sending it out. But to prepare for that scale, we've announced that we hired over 250,000 employees ramping up the season. So that's full time, part time, seasonal and you know, many people are going to stay on with us. Some people join us just for the season and come back each year. But it is, as you said, to scale it. We prepare but we learn. We learn what our footprint looks like, we learn what customer orders and patterns are. We try to get ahead of what the shopping season may be. And as we grow, we are putting our fulfillment centers and our delivery stations and whatnot closer to the customer. So we're constantly analyzing to make it better and again, ultimately deliver that customer promise.

B (4:32)

And when you bring on 250,000 employees, what does training and onboarding look like at that level of scale?

C (4:38)

You know, it starts with making, making sure, selection, making sure people clearly know the type of operations and opportunities ahead of them. People join us and it's onboarding, onboarding, making sure they understand our safety, our practices, our policies, where you go for help and what it means to you to making sure they understand their pay, make sure they understand their benefits. But you know, that standardized work, we call it behind a smile. When people onboard, it is very important that we give people a great customer experience as an employee to start up and ramp up well so they can go on and continue to be very, very successful.

B (5:09)

And when people stay, they get brought on during a peak season and you bring on 250,000 people. And as you said, some are temporary, others stay and make a career out of it. What are the attributes that are most common for people, whether it's in the warehouse or in the boardroom or otherwise take off and really succeed in a place like Amazon?

C (5:27)

Fantastic question. What I found with Amazon, what I really love. I love a lot of things, but really being grounded in our leadership principles. We have 16 leadership principles and buys for action, customer obsession, think big, learn and be curious. Those are attributes that whatever level of employee, wherever you stand, those things, the more you dive deep, as an example that you demonstrate those abilities, you can grow, you can continue to. Well, you're going to grow either way. But if you want to advance your career and do different things, those type of attributes and if I step away from the leadership principles, an example is optimism. Optimism and just the willingness to be a team player and want to learn in here and grow. And that curiosity of, well, what can I do next? It's one thing to recognize that you work at this building, but when you recognize for the greater Amazon and the boundless opportunities, people who demonstrate that we're willing to let you in, come on in, give us a try. Let's learn and grow together.

B (6:18)

Of course, say on Cyber Monday. A big topic in the business world is the impact of AI, especially on the shopping journey. And I would imagine for people to succeed at Amazon, no matter where they are in their organization, being adept at AI is certainly a distinct advantage. How do you look at the new set of skills that's required in the AI era for people to be able to thrive?

C (6:38)

I think this is multifaceted. There's the overt AI that many people are talking about these days. But then there's the AI that Amazon. We've been dealing with AI and machine learning more than 25 years. Our robotics and technology in the last 10 years. Some of it is so seamless that you won't even know. Okay, so it's just how we work, it is shaping the nature of work. So let's start with our customer facing site. And when you go on Amazon.com and shop, you know, we're understanding your, your buying patterns, what you like, what you're, what you're used to, what you don't like. We're understanding the address, we're understanding the shipping routes. We've added again an overt form of technology, AI Rufous technology, where we, you know, this busy holiday season, you don't know what to buy, you don't know what you want to get. Well, we've got a curated section of the 100 best gifts for him. 100 best gifts for her. Couple that with hey Rufus, I want to buy a special gift for my wife, my spouse, my partner, she likes this. Help me out. There's a gift for everybody. And that's that AI that is is machine learning and learning you in the workplace again with our employees, when that customer pushes that button to buy a product, our systems are working behind the scenes that feed into a fulfillment center like this to make sure where is that product located? Is it near the New Jersey area? Is it near Texas? Where should we be sourcing or fulfilling that shipment from? What's the best route? How fast can we get it to that employee? So now the leader, the employee here, our team member that is sorting or stowing AI is working all around them and it's bringing the product to them. So if you, as you walked in our fulfillment center, those pods that are on those Herculean mobile units, I saw that those technologies that were proud to build, proud that we built over a million of those units in America. Those units bring the product through AI technology to their employees. So they're experiencing AI right now. Then on top of it, I think the thirdly when we dive deep into our employees and upskilling them and preparing.

B (8:27)

Them for the future, that was my next question.

C (8:28)

The nature of work is changing, you know, so where they may stow, something may change in the workplace different than this particular facility, that they don't do that type of activity, they do something different. Now we're upskilling them to maintain the robots. Now we're training them to be an example of our Robotics, mechatronics and internship program. That's part of our. What we call our upskilling program under the big umbrella of what we call Amazon. Amazon Career Choice. So our career choice looks at everything from helping an employee get a high school diploma to prepaid college tuition. Prepaid college tuition. I'm a proud graduate of Louisiana State University, our Baton Rouge facility, and other employees, they can get a prepaid college degree from LSU now if they want to get into the tech trades. We have again our robotics, mechatronics and apprenticeship program, which is approved by the U.S. department of Labor. It's a certified program. Employees work 1200 hours. They get certification accredited degrees, they graduate from those program and gain higher wages of 30% plus. So the jobs are changing, the tasks are changing, but the evolution of work is changing because of some of that AI technology that's coming in. But it is. We're moving to our next pledge of $2 billion of upskilling. 2030 pledge that not only are we trying to upscale our employees, provide them careers and paths to jobs of the future, also in the community. So example is our future engineering program. We're going into elementary schools, middle schools, and high schools. The future has a lot to behold that we may know, may not know, but we're investing today on what we do know.

B (9:52)

We'll be right back with the speed of culture after a few words from our sponsors.

D (10:01)

Did you see the game last night? Of course you did. Because you used Instacart to do your grocery restock. Plus you got snacks for the game, all without missing a single play. And that's on multitasking. So we're not saying that Instacart is a hack for game day, but it might be the ultimate play this football season. Enjoy. $0 delivery fees on your first 3 orders. Service fees apply for 3 orders in 14 days. Excludes restaurants. Instacart, we're here. Ready to order.

E (10:28)

Yes. We're earning unlimited 3% cash back on dining and entertainment with a Capital One Saver Card. So let's just get one of everything.

C (10:35)

Everything.

A (10:35)

Fire everything. The Capital One Saver card is at table 27, and they're earning unlimited 3% cash back.

B (10:42)

Yes, Chef.

E (10:43)

This is so nice.

A (10:44)

Had a feeling you'd want 3% cash back on dessert.

D (10:47)

Ooh.

E (10:47)

Tiramisu Award.

A (10:49)

Earn unlimited 3% cash back on dining and entertainment with the Capital One Saver Card. Capital One, what's in your wallet?

D (10:55)

Terms apply. See capitalone.com for details.

B (10:59)

Because, of course, you know, just from a national Perspective. There's a lot of fear right now about AI and I think people tend to fear what they don't understand. And I think what I try to impart on people when I speak around the world on AI is that yes, it's scary, but there's been technological advancements in the past. I mean, look at the Internet itself. People said the Internet was going to kill small business. And here you are saying that this incredible complex is servicing 60% of which small businesses. And think about all the benefits a company like Amazon has given to the consumer. So you have to believe that with this new evolution, yes, it's going to create some uncertainties in the near term. But over time, you know, I believe it's going to create incredible new opportunities.

C (11:39)

New opportunities. And I think as you pointed out, what people don't understand, they fear. And that's a whole variety of subjects. So as I travel around the globe and travel to sites, I meet different employees that when I talk to them about self service and what it means to them and how does AI look to them, I get varied responses. But I look at it as an opportunity. So I use an example. I went to a site in Alabama and I actually joined the day one orientation. It was about 6,200 employees. I was happened to be traveling that day. I walked in and I wanted to, you know, welcome them to Amazon. I talked about the opportunities and I asked them, how many of you know about AI? How many of you play around with anything but artificial intelligence learning? Not one person raised their hand. Now they might not raise their hand because they were nervous, you know, they didn't know where's this, who's this guy? What is he going to go with next? But I looked at it and I said let's talk about it. And I talked about, about self service and their apps and what we have with our A to Z where employees can learn about their schedule, their performance, their accolades and their rewards and recognitions of their swag bucks. A whole host of things that is at the touch of their tool if it's on their cell phone or on a tool we have at the kiosk, letting them know that we're going to expose you and get you excited about this because this is going to shape how you work and the more you learn, it's better for you. You see, we have a leadership principle at Amazon called Strike Beer's best employer. And that's one of our newest leadership Princip talks about leaders work every day to create a safer, high performing, inclusive leading with empathy, where employees are having fun, are they empowered? And we're helping them build careers for inside or outside Amazon. And that is true. We want people to know that this is the future that is now and the future. And it's part of the past, whether you want to recognize it or not. But we want to prepare you and even me personally, there's so much about A.I. i don't know. I signed up for A.I. bootcamp. So we have team members all across operations that they're doing their own learnings. And there's a young, young man in our technology area who decided. His name is Alex, decided to just be a teacher of AI to everyone. And we're partnering here with our global leadership development team. And he sends out a distribution list every single day with an AI tip. And he asks people, do you want to join me for an AI Bootcamp and learn with me? I signed up every day. Alex gives me six initiatives to work on and to get better at. And I'm loving it. So you're right. What you people don't know, they fear. But once you learn to get comfortable with it, it gets better and better. But I'll tell you, don't be surprised. There's a lot of people who aren't afraid of. They aren't afraid. And I give you my one last example. I was in Shreveport. Shreveport, Ship 1 is one of our newest, our newest, most highly technological facilities in the world. And I remember meeting Miss Ruby, Miss Ruby, you know, let me get you a picture. Miss Ruby for you. Okay. Ruby joined Amazon about a year ago. Ruby joined us from the casinos. She's about 62 years old, African American lady. And I asked her about Ruby. It was a host of employees. And we, you know, we went down the line and asked them. And Ruby loves people, people. And I didn't know what was going to come out of mouth. Ruby said, bring it on. I love the self service. I love AI. I use it every day. I use it for my shopping list. I'm learning new, new recipes. I'm getting stuff from my grandkids. It's helping me. It's helping me with my benefit selection. I'm like, go ahead, Ruby, let's do this.

B (14:43)

I love that. So before the interview today, we were talking and you told me that you played college football at lsu and which surprised me when you said you actually went to a warehouse at Alabama. I'm sure you had to maybe keep down the download. When you went in there, it was.

C (14:57)

All sec, baby, exact.

B (15:00)

What are some of the commonalities between being a great player and leader on the football field and being one here at a company like Amazon.

C (15:08)

You know what, what it has taught me, even starting from seventh grade high school, and again, I was a proud member of the team. And what it taught me is every person has a position to play, from the trainer to the head coach to the star quarterback star, everybody has a position to play. And if you play your position well with the ultimate goal of we want to win together, that is, there's some beauty there knowing that you don't just show up on Saturday night. It's the practice, it's the effort, it's the energy, it's the instantaneous feedback. So those are the things that I translate to the workplace of make sure everybody knows their position. Make sure everybody gets rapid, candid, constructive feedback. And make sure people play to their strengths. Because everybody isn't going to be a defensive end, everybody's going to be a quarterback. But whatever your role is, do it well and do it for the team and do it to win. And let's do it the right way, let's do it the right way. Let's help each other out. Someone's failing, give them an opportunity to succeed. Tell them specifically what's going on. And also data, you know, data's all around us. Data is your stats. Let's look at the scoreboard. Are we winning or are we losing? What do we need to do different?

B (16:15)

There's also individual stats that while don't mean everything, certainly mean something in terms of how are you producing, how are you pulling your weight, so to speak.

C (16:22)

Exactly, exactly. But let's learn together and do something about it in clarity. That clarity of purpose and clarity of vision, clarity of role is so important. And so what I've taken from the athletic world to the business world, this is what I've learned. Career. I worked 24 years in automotive industry before enjoying Amazon. And I started employee relations operations. I was an area manager and then moved into hr. I worked domestically in Michigan, Texas, Virginia, internationally in China, in Switzerland. I worked in corporate. I worked in field. Everywhere I've lived and worked in the workplace and even outside the workplace, people want five things. They want to be treated with dignity and respect. They want to know what their role is. They want to know where they go for help. Help. They want to know how they're being measured and they want to know what's in it for them. And we can do those things every day. And you, I will again translate it from the football field to the workplace. It works.

B (17:10)

So, shifting gears as we wrap up here, you had mentioned that you spent a long time in the automotive industry at places like General Motors and have obviously kind of cut your teeth, so to speak, in many different roles. And now you're in an incredible position here at Amazon as VP of people, experience and technology. When you look back at your career journey, which I'm sure you never dreamed would end up where it is today.

C (17:32)

No. No.

B (17:33)

What are some of the decisions that you think you made right along the way to put yourself in the position where you are right now?

C (17:39)

Yeah. I am truly blessed and fortunate, and no one gets where they are by themselves. Fantastic. Wife, partner. For 25 years, we've been supportive of family and friends, loved ones. I'm a person of faith. I thank God, you know, Jesus has done a lot for me, so I want to go. But then I will say there's four things that I look back on my career that I talk to to other people who asked me about career and aspirations. Number one is I went to places where nobody else wanted to go. I went to jobs. Looking back is glamorous to say I've lived in Shanghai, China for three years or Switzerland, but at the time, people didn't want to go to those places and I took them up. Two, when I got to those jobs, I was able to deliver results, which completely connects to part three and four, I was able to deliver results because I was able to build relationships and work with people. I was able to build good relationships. In those relationships, people wanted to work with me again. Again. I was fortunate again to have great teams and great leaders and people invested in me who took time. So I didn't know where I'd be. But I would tell you, as I look back, something I did learn away, particularly when I lived in China, was about being very intentional, very intentional about your career. Similar in the workplace, when we have succession planning, you know there's going to be open position in two years, three years. Similar in sports. You got to have next person up. And how do you prepare the next person up? As I look back in my career and I give advice to other people, be intentional about what you want and why. By 2010, I started my career in 1990, 96 as an intern. By 2010, I was living in Shanghai, China. 2010, I would began being very intentional about what I wanted for myself in the future, for me and my family, and what career steps and jobs it would take to build a future. And so my advice is, again, take on the job that I Guess first, start with the why. What is it that you want? What does you want? Where do you want to go? But as you understand that, be willing to take the job that nobody else wants to take. Be mobile. I moved eight times in 25 years. Deliver results, know what's expected of you and deliver it. Work hard, work well, and then fourth, work well with other people, build great relationships and treat everybody with dignity and respect along the way.

B (19:40)

That's fantastic framework, I think one that applies almost any industry. Yeah, absolutely. So to wrap up here before, we often ask our guests if there's a saying or mantra that helps encapsulate their career journey. And given your background, sports and everything, to talk to them. I'm sure you have no shortage of them. But what comes to mind first for you, man?

C (19:57)

Man, I just tell you I'm blessed and fortunate, man. There's nothing special about me. I've just been rewarded with great opportunities and great leaders and great people to work with on side to encour and work together that we learn to grow together. And I'm just so excited. I get to do that here at Amazon every day with a great team of people, business leaders, ops leaders and pix t, HR professionals and fantastic employees. And I get excited to see what's coming next for them. You know, to invest in people's careers and to go into cities and almost triple the minimum wage from an hourly standpoint and help people get day one benefits with vision, healthcare and dental to know that after 90 days they can get prepaid college tuition and invest in their own career development to take care of themselves and their families and their communities and also bring that to the workplace to help us be successful. It's just a win win all the way around. So being I'll sum it up. Be blessed and fortunate, man.

B (20:46)

Fantastic. Well, thank you so much for taking time out of your busy schedule here on Cyber Monday at this incredible facility to talk a little bit about the great work you're doing at Amazon and your personal story and wishing you a great holiday season and obviously a very successful one for us.

C (20:58)

Wish that all the listeners, thank you for attending. Hope I was able to share more.

B (21:01)

About Amazon nuggets here.

C (21:03)

Yeah, but on behalf of Amazon and all our employees, we wish everyone a great holiday season.

B (21:06)

Thanks for saying that. On behalf of Suzy and IWI team, thanks again to great Ofori Agboka, the Vice President of people, experience and Technology at Amazon, for joining us today. Be sure to subscribe Rate Review to Speed the Culture podcast on your favorite podcast platform. Till next time. See you soon. Take care. Bye Bye.

B (21:25)

The Speed of Culture is brought to you by Susie as part of the Ad Week Podcast Network and AAST Creator Network. You can listen subscribe to all Ad Week's podcast by visiting AdWeek.com to find out more about Suzy, head to Suzy.com and make sure to search for the Speed of Culture in Apple Podcasts, Spotify, or anywhere else podcasts are found. Click follow so you don't miss out on any future episodes. On behalf of the team here at Suzy, thanks for listening.

D (22:08)

With no fees or minimums on checking accounts, it's no wonder the Capital One bank guy is so passionate about banking. With Capital One, if he were here, he wouldn't just tell you about no fees or minimums. He'd also talk about how most Capital One cafes are open seven days a week to assist with your banking needs. Yep, even on weekends it's pretty much all he talks about in a good way. What's in your wallet? Terms apply. See capitalone.com bank capital1na member FDIC.

E (22:40)

300 sensors over a million data points per second. How does F1 update their fans with every stat in real time? AWS is how from fast to laps to strategy calls, AWS puts fans in the pit. It's not just racing, it's data driven innovation at 200 miles per hour. AWS is how leading businesses power next level innovation.