Dylan Patel: belief

Transcript context

…I mean, all these companies, they optimize for the big customers. Yeah, it’s supposed to be for business. Amazon has always optimized for the small customer too though. Obviously they optimize a lot for the big customer, but when they started, they just would go to random Bay Area things and give out credits or just put in your credit card and use us back in the early days. The business has grown with them and [inaudible 04:07:04]. Why is Snowflake all over Amazon? Because Snowflake in the beginning, when Amazon didn’t care about them, was still using Amazon. And then of course one day Snowflake and Amazon has a super huge partnership, but this is the case. Amazon’s user experience and quality is better. Also, a lot of the silicon they’ve engineered makes them have a lower cost structure in traditional cloud, storage, CPU networking, that kind of stuff than in databases. I think four of Amazon’s top five revenue products, margin products like gross profit products are all database-related products like Redshift and all these things. So Amazon has a very good silicon to user experience like entire pipeline with AWS. I think Google, their silicon teams, they have awesome silicon internally, TPU, the YouTube chip, some of these other chips that they’ve made. And the problem is they’re not serving external customers, they’re serving internal customers, right? I mean, NVIDIA’s entire culture is designed from the bottom up to do this. There’s this recent book, The NVIDIA Way by Tae Kim, that details this and how they look for future opportunities and ready their CUDA software libraries to make it so that new applications of high-performance computing can very rapidly be evolved on CUDA and NVIDIA chips. And that is entirely different than Google as a services business.…

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