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      "text": "[INAUDIBLE] And the other part is the compensation. The compensation and the last [INAUDIBLE] so the average of the solutions are accept and they take last are two years. And I asked that not to Andy, but for Salipsky that is not there anymore. He was here when we are starting the [INAUDIBLE] needing some follow so we have something like 10 people - just 10 people and I ask it to him. What you are doing? I mean for the whole time that I am here, we have the best of the best here but every year something like, half of the midwest is going, at least solution attached are going to another place. And he told me that - and for everybody that was there, we are not doing anything. We know that the companies are not doing HR anymore. They are hiding [INAUDIBLE] guys and they are not doing anything because we have [INAUDIBLE] actually have new architects on board. I'm talking to my ex-colleagues they are saying that right now they do not have these mechanisms anymore because like, junior - the people they are hiring because people know that is like two years, they take their money, they go out and I say to you they are not even expect two years. I want one year, 11 months and I was like, no. these guys do everything to the customer and they forget to do just a little for the employees. ",
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      "text": "So let me stop you right there. You told me a lot of things. I want to make sure I understand them. So you know, first of all, let's kind of go back to the big principle here is that we wanna be careful not to say that you know, we wanna do everything AWS does and - because there's pros and cons. You know, this, we talked about the things that do - that create success but there's a down side to that and I've heard this from a lot of people. I've actually talked to a lot of AWS people but I've not, to be honest, talked to anybody who's been there more than two years. So I will validate what you're saying and there is attrition and that is - it's costly to the company and the employees and I will - there's a few other things, the data points I know that I'll share here in a second but just to unpack what you just told me Marcello is the idea here is that that's a downside, but I want to go back to understand in the context of the account manager I did miss a little bit of that and maybe you could explain to me. So is the attrition because you've come to the end of the year and I'm not making my quota or my numbers? I'm not making my compensation because A, you know we spent the whole year trying to save you know, trying to save the company money. That hurt me in compensation and then maybe I get to the end of the year and there's another price drop that I hadn't counted on that the company made. Is that the point here that you know, as a sales person specifically, I think there's attrition all over AWS and Amazon for that matter because they do burn people out. But is this sales account manager specific issue about compensation that it's sort of - you know I just don't make it in two years and that puts me a little under where I need to be? ",
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      "text": "Yes, well I did not actually understood your question. What you described is exactly what I said. I did not just understood your question. ",
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      "text": "Yeah no that - I'm just asking have I got it right that you - I did describe it? ",
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      "text": "Yes. Yes I give you two examples. One, the work of solution arc independent and can hurt. And look, no account - the account managers does not - they do not comply about this because they know but they need to handle this. And again if I work with Allen - we are friends. I know your - how can I say - your problems so you never tell me, my servers do not do that. But I hear that some account managers are starting to do that too but you never - you not tell doctor to not do but again, we will work together. I know that everything that I'm doing, everything know, but something that I'm doing is hurting you and in the end you have these parts drop, it hurts you too and the company is looking. The quota still continues the same and the company's like not caring. So my point is, if that is really our obsession for the customer, so let's waive the quota for the account managers do. Me. You know my point? ",
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      "text": "I do, yes, so I do understand the turnover in the account managers because of these issues you bring up. What about the turnover in solution architects? Is that - I mean? ",
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      "text": "No, sorry the turnover that I'm talking about, it's about the solution architects. Actually the account managers, I never saw an account manager be fired, even because they do not hit their quota. I'm not saying that they do - as I explain it, our totally different organizations, I was much aware of the solutions like that and this turn over I'm talking is about solution architects. High level - really high level and really bad compensation. But the account managers, I never saw one - I saw some going out but fired because of the problems I told you I never saw. ",
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      "text": "No I didn't mean fired. I meant leaving because of those issues so I got it. So the problem we're addressing is turnover with solution architects. The reason - and let me clarify this - the reason for that turnover is the compensation and you know, in a couple of years and then - but I thought Marcello the compensation was not based on customer recurring revenue. I mean tell me a little bit about what the compensation issue for solution architects was. ",
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      "text": "I will tell in my case, and I think it's general because my behavior was - ",
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      "text": "Go ahead. Have I lost you? Hi there. ",
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      "text": "Hello? Sorry I think I - so what I was saying is when you go to [INAUDIBLE] I mean, they have I think, a really hard process to get in. And many guys either passed - I don't know right now - but they really was going to enter the AWS. AWS what I'm saying is 100% just my opinion. I'm seeing AWS and Amazon as a whole as a payer company. They are not a technological company. What I'm saying today is that everything they have - every aspect of the buildings they know is not a technological business. It's a payer business and business impregnated in everything they do. One of the things - the first thing that this is, they do not pay, again when I get in. They do not pay what the technology companies do. They pay the payer business like. They do hi to you for the [INAUDIBLE] that they can get. So  many solutions out there that I'm talking to, they was like excited that they get in, thinking like, I accepted the 100 dollars mouse that they offered me because I know that it's a big company. I show a good job and it's Saturday, I will make more money and that's not the case. After you actually hired and you accept the proposal that they give to you, you are stuck with that salary forever. Many solution architects they actually went out. They really love AWS, that they went out to them and again, just to actually have a range and do a better negotiation. And so - ",
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      "text": "Come back with a - ",
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      "text": "I discuss with them. ",
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      "text": "That's interesting. No I said that's interesting. They left AWS and came back so they could negotiate a better package. ",
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      "text": "Yes or some just do some negotiations, get an offer and if they offer, they can negotiate. My boss actually told me this, when I was discussing to them, I was not even looking for, but after my first year, I started to see that the career for AWS or solutions like that is like, closed. It's a real flat company so you have two options. Or you change IS or you just work for the money - the money that I'm saving. You stay at solution architect and you receive more, but to receive more you need to actually receive in stock because your salary will not change a bit. So I was talking to him and he told me if you go there - if you go out and you have an offer, I can actually raise your salary. So I was not - no, if I go out, I go out. I mean I do not know if this is user on US but here in Brazil they do not do this kind of stuff really. If you have an offer for another company, we go for that company. ",
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      "text": "You go for the company of course. Let me do this, I do wanna make sure - we have about 10 minutes left here Marcello and I wanna make sure we cover the other side of the coin which is you know, the Azura site. I don't wanna focus 100% on AWS and when I make these presentations I make it clear that look, we're here to learn but there's - I always - whatever I'm doing in competitive analysis with AWS for Microsoft, I always bring out the down side you know. Here's the up side. Let's not be completely impressed with it, you know. There's also down sides. What are they? So I wanna talk a little bit about - I wanna focus on the wins at Azure and the time you've been here. By the way I did mean to ask - let me cover an important point. How long ago - how long have you been at Microsoft? ",
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      "text": "I am for two years and a half I think. ",
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      "text": "Two and a half or three and a half? ",
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      "text": "Two and a half. ",
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      "text": "And then you were at AWS just prior to that and how long were you there? ",
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      "text": "Almost two years. I think was one year and 11 months. ",
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      "text": "Very good. ",
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      "text": "This is important because the majority they stay two years because it is two years you receive the majority of your package. I was so bad because I left with one 11 so this is my statement, that's for sure. ",
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      "text": "Yes so on the Azura side, tell me a little bit - give me a few success stories from the field there in Brazil Marcello. I mean where if we want to gain AWS I'm sure that there are some wins right? And can you talk about them and what do you think we did right to win there? ",
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      "text": "I thinking many hours. Let me tell you. I think just as a company - just a company - brand I think this is huge. We - Microsoft opens a lot of doors but they are really difficult to open [INAUDIBLE]. The other part is that when we - ",
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      "text": "Let me clarify something. Let me interrupt you, can you clarify which kind of doors do you feel Microsoft opens that were difficult to open at AWS. What are you referring to there? ",
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      "text": "For example, in government so it's really difficult for the rest goes to the government. They do not have relationship. They see them less - they do not see as I said, given that's really as a technology company. So they already know Microsoft, they do business with Microsoft, they have contracts with Microsoft, it's much easier. ",
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      "text": "Got you. ",
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      "text": "The other point is that many other companies see AWS as competitors; Mateo, newcomers so when they see Microsoft they say this is a company that sells me technology and does not compete with me. The partners, I think it's too because with the partners we - the partners really know that Microsoft is a company that they can actually do partnership that you get a lot of instances and stuff for Microsoft and AWS that is really a [INAUDIBLE]. To get the partners to make money it's really difficult at AWS. They are always complaining so this is different. We have a history on partnership and I'll say to you - at least I want to say you this. The only thing that I think we could emulate here at Microsoft is the discussion of the session that do not go after the conception. Go about the best for the customer, but everything else, as a company -and now even the technology I think we are just OK. When I started two years ago Microsoft growed in Germany like crazy and even the technology side, I think they are ahead in some part, but not ahead in others but I think this is not an issue anymore. And again as a company we are much stronger. Much stronger. ",
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      "text": "Where do you think - [CROSSTALK] let me ask you this. Where do you think we're ahead in technology? You said in some ways we're ahead in technology. Can you just help me understand where do you think Azure is ahead in - I mean I know that could be a long conversation but just very quickly where are they ahead in technology? ",
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      "text": "I think if we pick some [INAUDIBLE] because they have a lot of services right, lot of [INAUDIBLE]. If we compare every one of the services, I think each one have almost 100. In some services, in general. In some services, we are ahead. In others we are behind. Let's say just as an example, we have Azure media services. They do not have anything not even close to this in my perspective. ",
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      "text": "Which services? Did you say media services? ",
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      "text": "Azure media services. ",
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      "text": "Yes media I've heard that before. Yes go ahead. ",
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      "text": "But I'm not trying to do an extensive just like overall. Do you agree? We have I think, 100 services - we have 100 service. We have 100 services that were worse than them. Now it's different. We have some we are better, some they are better. They have maybe - I do not know, maybe overall they have 51% they are better than us maybe not. But this for me, is like nothing. I mean we are adding in a draw I think like, saying this right. ",
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      "text": "Right so let me ask you this couple of question, then give me that insight on our strengths I think is very good and encouraging actually. What I'm gonna do - I would love to reach out to you again if we have additional questions but I do have another call in about three minutes. So I wanna ask you two questions to wrap this up here Marcello and is it OK if I reach out to you again with some additional questions? ",
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      "text": "Yes no problem. ",
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      "text": "Great so my two closing questions; number one, what makes you excited to wake up and go to work in the morning? What is kind of the one thing you would say just being a - not a solution architect anymore but as you say the OSS guy. What is exciting for you today in your role to go to work in the morning? ",
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      "text": "For me right now is the idea that my work has a hinge pack only on subject [INAUDIBLE]. I think again, my work can have an impact, not just on the cloud business but in the competition. I really cannot believe a good strategy and execution with the teams. I think that can have a [INAUDIBLE] pact on our building here that is not so good. So this is what motivates me now. ",
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      "text": "And then finally let's project two years down the road. If I were to call you two years down the road and ask you the same questions again in - let's see, 2019 - well let's take 2020, good more three years from now. What do you think would be exciting you three years from now in - yeah assuming you're still with Azure of course, but what do you think would be exciting then? ",
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      "text": "I - my personal objective for my career - and that's why I went into Microsoft and we've [INAUDIBLE] what I will tell you is every year and every step I want to be more relevant and have - my work needs to have more direct impact on the region that I'm working with. So if it's Brazil, I want to have more impact on Brazil, more [INAUDIBLE] on my work in Brazil. And if it's not them, the same. So this is what motivates me. I want to be more - even more relevant to the business. ",
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      "text": "Terrific, one - yeah. So I'm gonna wrap this up Marcello. I really enjoyed our conversation. You've got some very good insights and very perceptive. I will definitely contact you again. You know as we kind of analyze what we've learned here - and I'm sure I'll have more questions. It won't be such a long conversation. I know this is a busy time of the year with the end of the year coming up but I will reach out to you. Maybe we'll just have like a 20 minute conversation again and so on so I appreciate it. And have a great day. ",
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      "text": "No problem. ",
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      "text": "Thanks so much. ",
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      "text": "Thank you, bye Allen. ",
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