What if your biggest competitive advantage isn’t how technologically advanced you are — but how psychologically agile your teams are?

On today’s episode, we sit down with Matt Garman — CEO of Amazon Web Services — to dig into the leadership frameworks behind one of the world’s most innovative companies. We cover his “one-way vs. two-way doors” decision model, why “minimum lovable product” beats perfectionism, and how to push autonomy down while keeping trust and security high.

We also explore what’s really slowing AI adoption (and why replacing junior employees with AI is a terrible idea), why documents beat slide decks for high-stakes calls, and the long-view energy bets—including nuclear—that AWS believes will shape innovation and sustainability. Along the way, Matt shares the personal side of leading at speed: family dinners, golf as a reset, and the “support then challenge” cadence that helps teams sustain pace without burning out.

What you’ll learn:

How to use the “one-way vs. two-way doors” framework to make faster, smarter decisions
Why optimism (not naïveté) is a core competitive advantage for innovators
The key to shipping a minimum lovable product customers actually want
The real frictions in AI adoption—and why replacing juniors with AI backfires
Why long-horizon energy bets (including nuclear) matter for innovation and sustainability

If you’re leading in a fast-moving world—or want to—this conversation offers practical frameworks and a shot of grounded optimism to help your team move faster, smarter, and with more heart.

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