Sublime

style—leadership by example, augmented with a healthy dose of impatience—that was positively Bezosian in character.

Bezos had a reason to admire and closely track an e-commerce upstart that had the potential to expand and take away some of his business.

By the end of that year, he was one of the most frequently mentioned analysts on Wall Street and the unlikely nemesis of Jeff Bezos and Amazon.

The book, cloaked in the guise of an entertaining novel, instructs manufacturers to focus on maximizing the efficiency of their biggest bottlenecks.

one did not work with Jeff Bezos; one worked for him.

“The number of employees at that point other than Jeff who thought he could turn it into an eighty-billion-dollar company—that’s a short list,”

“Jeff was super clear from the beginning,” says Neil Roseman. “If somebody else can sell it cheaper than us, we should let them and figure out how they are able to do it.”