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data—instead of doing a technical hand-wave, you speak to the specifics. In Amazon’s deep-dive culture, facts are preferred to opinions. Deep dives are like science experiments, and you approach them with a hypothesis you want to prove. If your hypothesis is disproven, then you come up with a new hypothesis, run tests to gather data, and analyze data to prove or disprove the new hypothesis.
    Most of the engineers at Amazon dreaded these deep dives because they had to put on something formal, like a button-up shirt and a pair of jeans with a belt. Amazon isn’t a formal place: a J. Crew shirt and Dockers are as formal as it gets. But still, for engineers, even wearing these is an affront against nature, a blasphemous abomination out of a Dungeons & Dragons game or an accursed H. P. Lovecraft story.
    In one of my first meetings with Jeff Bezos, we were doing a deep dive on ebook content and what it looked like on the Kindle. We sat and used our Kindles as customers might. In some ways this was like the first digital book club; we were mostly silent, just reading on our Kindles. Sometimes we would annotate content or buy a new book—anything to test all the features.
    At one point, Jeff’s Kindle must have crashed, because it became unresponsive. The room had been silent for a while because we were all absorbed in our books. Then out of nowhere, Jeff exclaimed: “I’m hung! I’m hung!” I looked up with a surprised grin on my face, but Jeff was unaware of his double entendre.
    All the others in the room were actively trying to stifle their laughs. There was a little bit of hero worship at Amazon. Now, I admire anyone who runs a bookstore, so I can’t help but admire Jeff Bezos. Not only does he run the world’s biggest bookstore, but heck, he has his own rocketship company too. But some of my colleagues took admiration to a whole new level.
    I don’t think anyone at Amazon deliberately shaved their heads bald to look like him, but people would be in a Jeff meeting and come out afterward and rave about Jeff’s stories, how he laughed, or a savage insight he had. People would find out about the books he was reading and read them too. (During the Kindle years, The Black Swan: The Impact of the Highly Improbable was popular among the Jeffnosanti, although a book he read on the history of tungsten was slightly less popular.) People routinely lionized Jeff for how much money he had and his high IQ. So they certainly did not want to look like they were laughing at him or criticizing his ideas.
    Let’s face it: we all contributed to Kindle, but Jeff was the visionary, and digital books will be his legacy. True, there were other digital book pioneers. Heck, I was one of them. I made the first modern ebook in 1999, and I invented my fair share of Kindle features. And I wasn’t alone; we all invented Kindle in our own ways. None of us who toiled in the Kindle workshops were flunkies. We were all colorful characters, innovators, and pioneers.
    But only Jeff had the vision and the millions of dollars in seed capital to start Kindle. And trust me, it took a lot of capital, considering the salaries and stock grants for the employees the first few years, as well as all the R&D and acquisitions and startups he had to fund. Jeff not only saw the dream; he also made sure the dream happened, at great financial risk.
    So as difficult as our challenges could be, life at Amazon felt like we were creating something revolutionary, and we had the financial means to do it. We were like techie versions of the early workers who toiled in Gutenberg’s workshop.
    Life in the Kindle offices in those early days was like working in an alternate, over-caffeinated, sugar-high universe. And I loved it. The offices were loud, with the sounds of BlackBerries and pagers going off. The building shook every ten minutes as a streetcar rumbled past, and the hum of a microwave melting someone’s leftover Indian dinner filled the air at lunchtime.