>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service is >> Welcome back. I'm stupid like co host Cory Quinn. And we're here at the end of a summit in New York City, where I'm really happy to welcome to the program first time guests, but somebody that has a nap, it's on my phone. So, Andy thing, who's the CEO of Door Dash, gave a great presentation this morning. Thanks so much for joining us. >> Absolutely happy to be here, guys. >> All right, so, you know, before we dig into the kind of your Amazon stack, bring us back. You talked about 2013. You know, your mission of the company will help empower local businesses. I think most people know, you know, door dash delivery from my local businesses. Whether that is a small place or, you know, chipotle o r like there. And I love little anecdote that you said the founders actually did the first few 100 deliveries, but it gives a little bit of the breath of the scope of the business now. >> Absolutely. I mean, when we started in 2013 you know, we started out of Ah dorm on Stanford campus and, like you said, we're doing the first couple 100 deliveries ourselves. But, you know, fast forwarding to today you were obviously at a much, much different level of scale. And I think one thing that I mentioned about it, Mikey No, a cz just We've been trying to keep up pays and more than doubling as a business every year. And it's a really fascinating industry that were in in the on demand delivery space in particular, I mean, Dara, the CEO of uber himself, said in May, which is a month and 1/2 ago. He said that you know, the food delivery industry may become bigger than a ride hailing industry someday. >> So just just one quick question on kind of food delivery. Because when I think back when I was in college, I worked at a food truck. It was really well known on campus, and there are people that 20 years later they're like stew. I remember you serving me these sandwiches, and I loved it in the community and we gather and we talk today on campus. Nobody goes to that place anymore, you know, maybe I know my delivery person more than I know the person that's making it. So I'm just curious about the relationship between local businesses and the people. How that dynamic changing the gig? Economy? I mean, yeah, you guys were right in the thick of it. No, it's a >> great question. I think. You know, for merchants, a lot of the things that we talk to them about it is you're actually getting access to customers who wouldn't even walk by your store in the first place. And I think that's something that they find to be very captivating. And it shows in the store sales data when they start partnering with the door dash. But we've also tried to building our products to really get customers to interact with the physical neighborhoods. Aaron the most concrete example of that as we launch a product called In Store in Star Pickup Chronic, where you can order online, skip the line and pick up the order yourself in the store, and I think a way we can build the AB experience around that, you know, you're gonna actually start building kind of a geospatial. Browse experience for customers with the door dash app, which means that they can get a little bit more familiarity with what's around them, as opposed to just kind of looking at it on their phones themselves. All right, >> so the logistics of this, you know, are not trivial. You talked about 325% order growth. You know, your database is billions of rose. You know, just the massive scale massive transaction. Therefore, you know, as a you know, your nap on. You know the scale you're at technology is pretty critical to your environment. So burgers inside that a little? >> Yeah. I mean, we're fortunate enough, and you and I are talking before the show. I mean, we're kind of born on the cloud way started off, actually on Roku. Uh, back in 2013 we adopted eight of us back in 2015. And there's just so many different service is that Amazon Web services has been able to provide us and they've added more overtime. I think the one that I talked about, uh was one that actually came out only in early 2018 which is the Aurora Post product. Um, we've been able to sail our databases scale up our analytics infrastructure. We've also used AWS for things like, you know, really time data streaming. They have the cloudwatch product where it gives us a lot of insight into the kind of our servers are behaving. And so the eight of us ecosystem in of itself is kind of evolving, and we feel like we've grown with them and they're growing with us. So it's been a great synergy over the past couple of years >> as you take a look at where you started and where you've wound up. Can you use that to extrapolate a little bit further? As far as what shortcomings you seeing today? That, ideally, would be better met by a cloud provider or at this point is it's such a simpatico relationship is you just alluded to where you just see effectively your continued to grow in the same simple directions just out of, I guess, happenstance. Yeah, it is a >> good question. I think there are some shortcomings. For example, eight of us just recently launched and chaos, which is their in house coffin solution. We're looking for something that's kind of a lot more vetted, right? So we're considering Do we adopt eight of us version or do we try to do it in house, or do we go with 1/3 party vendor? That's >> confidence. Hard to say no to these days. >> Yeah, exactly. And I think, you know, we want to make sure that we are building our infrastructure in a way that way, feel confident in can scale. I mean, with Aurora Post Chris, it's done wonders for us, but we've also kind of been the Pi. One of the pioneers were eight of us for scaling that product, and I think we got kind of lucky in some ways they're in terms of how it's been ableto pan out. But we want to make sure the stakes are a lot higher for us now. And so you know, when we have issues, millions of people face issues, so we want to make sure that we're being more thoughtful about it. Eight of us certainly has matured a lot over the past couple of years, but we're keeping our options open and we want to do what's best for our customers. Eight of us more often than not has a solution, but sometimes we have the you consider other solutions and consider the back that AWS may or may not. So some of the future problems. >> Oh yeah, it's, I think, that it's easy to overlook. Sometimes with something like a food delivery service. It's easy to make jokes about it about what you're too lazy to cook something. And sure, when I was younger, absolutely then I had a child. And when she wasn't going to sleep when she was a baby, I only had one hand. How do I How do I feed myself? There's an accessibility story. People aren't able to easily leave the house, so it's not just people aren't able to get their wings at the right time. This starts becoming impacting for people. It's an important need. >> Yeah, and I think it's been awesome to see just how quickly it's been adopted. And I think another thing about food delivery that you know people don't necessarily remember about today is it was Premier Li, just the very dense urban area phenomenon, like obviously in Manhattan, where we are today who delivers existed forever. But the suburbs is where the vast, vast majority of the growth of the industry has been and you know It's just awesome to see how this case has flourished with all different kinds of people. >> I have to imagine there's a lot of analytics that are going on for some of these. You said. In the rural areas, the suburban areas you've got, it's not as dense. And how do you make sure you optimize for people that are doing so little? So what are some of the challenges you're facing their in house technology helping? >> Exactly? Yeah. I mean, with our kind of a business, it's really important for us again to the lowest level of detail, right? Just cause we're going through 100 25% year on year in 2019 maybe we're growing faster in certain parts of the United States and growing slower and others, and that's definitely the case. And so, uh, one of the awesome things that we've been able to leverage from our cloud infrastructure is just the ability to support riel, time data access and our business operators across Canada. In the United States, they're constantly trying to figure out how are we performing relative to the market in our particular locality, meaning not just, you know, the state of New York. But Manhattan, in which district in Manhattan. Um, all that matters with a business like ours. Where is this? A hyper local economy? And so I think the real time infrastructure, particularly with things like with Aurora the faster up because we're able to actually get a lot of Reed. It's too these red because because it's not affecting our right volume. So that's been really powerful. And it's allowed our business operators to just really run in Sprint. >> So, Andy, I have to imagine just data is one of the most important things of your business. How do you look at that as an asset is their, You know, new things. That new service is that you could be putting out there both for the merchants as well for the customers. Absolutely. I think one of >> the biggest ones we try to do is you know, we never give merchant direct access to the customer data because we want to protect the customer's information, but we do give them inside. That's how they can increase their sales and target customers. I haven't used them before, So one of the biggest programs we launched over the past few years is what we call Try me free so merchants can actually target customers who've never place an order from their store before and offer them a free delivery for their order from that store. So that's a great way for merchants acquire new customers. And it's simple concept for them to understand. And over time we definitely want to be able to personalize the ability to target the sort of promotions on. So we have a lot of data to do that on. We also have data in terms of what customers like what they don't like in terms of their order behavior in terms of how they're raiding the food, the restaurant. So that kind of dynamic is something that is pretty interesting Data set for us to have. You know, you look at a other local companies out there like Yelp, Google Maps. They don't actually have verified transaction information, whereas we d'oh. So I think it's really powerful. Merchants actually have that make decisions. >> It's a terrific customer experience. It almost seems to some extent to be aligned with the Amazons Professor customer obsession leadership principle to some extent, and the reason I bring that up is you mentioned you started on Hiroko and then in 2015 migrated off to AWS. Was it a difficult decision for you to decide first to eventually go all in on a single provider? And secondly, to pick AWS as that provider It wasn't >> a hard decision for us to go to. Ah, no cloud provider. That was, you know, ready to like showtime. It's a hero is more of a student project kind of scale at that time. I don't know what they're doing today. Um, but I think a doubt us at the time was still very, very dominant and that we're considering Azure and G C P. I think was kind of becoming a thing back then made of us. It was always the most mature, and they've done a great job of keeping their lead in this space. Uh, Google, an azure have cropped up. Obviously, Oracle clouds coming up Thio and were considered I mean, we consider the capabilities of something like Google Cloud their machine. Learning soft service is a really powerful. They actually have really sophisticated, probably more so than a W s kubernetes service is actually more sophisticated. I guess it's built in house at Google. That makes sense. But, you know, we've considered landscape out there, but AWS has served a lot of our knees up to this point. Um, and I think it's gonna be a very dynamic industry with the cloud space. And there's so much at stake for all these different companies. It's fascinating to just be a part of it and kind of leverage. It >> s o nd I'm guessing, you know, when you look at some of your peers out there and you know, when a company files in s one and every goes, Oh, my God, Look at their cloud, Bill. You know, how do you look at that balance? You send your keynote this morning. You know, you like less than a handful of engineers working on the data infrastructure. So you know that line Item of cloud you know, I'm guessing is nontrivial from your standpoint. So how do you look at that? Internally is how do you make sure you keep control and keep flexibility and your options Yet focus on your core business and you know not, you know, that the infrastructure piece >> of it that was such a great question, because it's something that way we think about that trade off a lot. Obviously. In the early days, what really mattered ultimately is Do we have product market bid? Do we have? Do we have something that people will care about? Right. So optimizing around costs obviously was not prudent earlier on. Now we're in a such a large scale, and obviously the bills very big, uh, that, you know, optimizing the cost is very real thing, um, and part of what keeps, you know, satisfied with staying on one provider is kind of a piece of set up. And what you already have figured there? Um and we don optimization is over the years wear folks on financing now who basically looking at Hey, where are areas were being extremely inefficient. Where are areas that we could do? Bookspan, this is not just on AWS with is on all our vendors. Obviously eight of us is one of our biggest. I'm not the biggest line item there. Um, and we just kind of take it from there, and there's always trade offs you have to make. But I know there's companies out there that are trying to sell the value proposition of being ableto optimize your cloud span, and that is definitely something that there's a lot of. I'm sure there's a lot of places to cut costs in that we don't know about. And so, yeah, I think that's something that way we're being mindful of. >> Yeah, it's a challenge to you See across the board is that there's a lot of things you can do programmatically with a blind assessment of the bill. But without business inside, it becomes increasingly challenging. And you spoke to it yourself. Where you're not going to succeed or fail is a business because the bill winds up getting too high. Unless you're doing something egregious, it's a question of growth. It's about ramping, and you're not gonna be able to cost optimize your way to your next milestone unless something is very strange with your business. So focusing on it in due course is almost always the right answer. >> Yeah, I mean, when I think about increasing revenue or deep recent costs nine times out of 10 we're trying to provide more value, right, so increasing revenues, usually they go to option for us, but they're sometimes where it's obvious. Hey, there's a low hanging fruit and cutting costs, and if it's relatively straightforward to do, then let's do it. I think with all the cloud infrastructure that we've been able to build on top of, we've been able to focus a lot of our energy and efforts on innovating, building new things, cementing our industry position. And, yeah, I think it's been awesome. On top >> of what? Want to give you the final word? Any addressing insights in your business? You know, it's like I like food and I like eating out and, you know, it feels like, you know, we've kind of flatten the world in lot is like, You know, I think it was like, uh, like, 556 years ago. The first time I went white and I got addressed to Pok. Everybody in California knows, okay, but I live on the East Coast now. I've got, like, three places within half an hour of me that I could get it. So you know those kind of things. What insight to you seeing you know what's changing in the marketplace? What? What's exciting you these >> days? Yeah, I mean, for us, we've definitely seen phenomenon where different food trans kind of percolate across different areas. I'm going to start in one region and then spread out across the entire United States or even Canada. I would say I don't way try to have as much emergence election on a platform. It's possible so that no matter what the new hot hottest trend is that more likely than not, we're gonna have what you want on the platform. And I think what's really exciting to us over the next couple years is you know, last year we actually started way started satisfying grocery delivery. So, uh, in fact, we power a lot of grocery deliveries for Walmart today, which is exciting, and a lot of other grocers lined up as well. We're gonna see how far we can take our logistics capabilities from that standpoint, But really, we want to want to have as many options as possible for our customers. >> Anything. Thanks so much for joining us. Congressional Congratulations on the progress with your death for Cory Quinn. I'm stupid and we'll be back here with more coverage from eight of US summit in New York City. 2019. Thanks is always watching. Cute