Jeff Bezos Biography: Success Story of Amazon Founder

In this success story, we will share Jeff Bezos’s biography, an American entrepreneur and e-commerce pioneer, the creator of the online store Amazon.com. He is also the founder of Blue Origin, a company that aims to make space travel affordable to ordinary people. Bezos always has his customers in mind, no matter what he is working on. His priority is making it as available and easily accessible as possible. A hyper-intelligent, ultra-driven individual, Bezos’s dual-personality can turn him from a compassionate person to a rough executive within seconds. An extraordinarily ambitious person, Jeff Bezos, to this day, seeks to push the possibilities of modern technology beyond the imaginable.

Early Life

Jeffrey Preston “Jeff” Bezos” (pronounced BAY-zoes) was born on January 12, 1964, in Albuquerque, New Mexico. His biological father, Ted Jorgenson, was one of Albuquerque’s top unicyclists and part of a local troupe, the Unicycle Wranglers, who put on performances at county fairs and circuses while Jeff was still a baby. Jeff’s mother, Jacklyn Bezos, was still in her teens when she married Ted, and their marriage lasted for little more than one year.

“The reality, as far as I’m concerned, is that my Dad is my natural father. The only time I ever think about it, genuinely, is when a doctor asks me to fill out a form,” Jeff told Wired in 1999.

Jeff’s stepfather, Mike Bezos, was born in Cuba. He escaped to the United States alone at 15 and worked at the University of Albuquerque. When he married Jeff’s mother, the family moved to Houston, Texas, where Mike became an engineer for Exxon–American, an oil and gas company that flourished from the mid-1940s to the 1970s.

Jeff displayed remarkable mechanical talent from an early age, which fits well with his varied scientific interests. As a toddler, he had managed to dismantle his crib with a screwdriver, and as a teen, he had developed an electric alarm to keep younger siblings out of his room. Jeff’s parents eventually asked him to move all his stuff to their garage, which he converted into a laboratory for his science projects.

Jeff’s ancestors on the mother’s side were early settlers in Texas, and the family owned a large ranch at Cotulla that had been passed on to them over the generations. Jeff’s grandfather, Lawrence Preston “Pop” Gise, was a regional director of The United States Atomic Energy Commission (AEC) in Albuquerque and had supervised the Los Alamos and Lawrence Livermore nuclear labs before retiring to the family ranch.

Education

Jeff Bezos attended River Oaks Elementary School in Houston from fourth to sixth grade. He would spend summers at the ranch working on enormously varied tasks such as laying pipe, fixing windmills, vaccinating cattle, and other farm work. His grandfather, Lawrence Gise, was a huge role model, with his wide-ranging science knowledge and constant presence on the ranch. In a 2010 commencement speech, Jeff told graduates his grandfather taught him, “it’s harder to be kind than clever.”

Bezos started his first business at school. It was called The Dream Institute, an educational summer camp for fourth-, fifth-, and sixth-graders. There were some books that Bezos required his participants to read. They were The Lord of the Rings novel by J. R. R. Tolkien, Dune novel by Frank Herbert, Stranger in a Strange Land novel by Robert A. Heinlein, The Once and Future King novel by T. H. White, Watership Down novel by Richard Adams, Black Beauty novel by Anna Sewell, Gulliver’s Travels book by Jonathan Swift, David Copperfield novel by Charles Dickens, and Treasure Island novel by Robert Louis Stevenson, along with the plays Our Town by Thornton Wilder and The Matchmaker by John B. Keane and Thornton Wilder.

The family eventually moved to Florida, and Jeff was transferred to Miami Palmetto Senior High School, where he excelled at his studies and realized his love for computers. He was even invited to participate in the Student Science Training Program at the University of Florida, where he won a Silver Knight Award in 1982 and was a National Merit Scholar. Bezos graduated as the school’s valedictorian and a National Merit Scholar, securing his spot at Princeton University.

I went to Princeton specifically to study physics. – Jeff Bezos Click To Tweet

Bezos planned to study physics at Princeton University, but he soon decided to return to his love of computers. He graduated from Princeton University with two Bachelor of Science degrees in computer science and electrical engineering. “Mediocre theoretical physicists make no progress. They spend all their time understanding other people’s progress,” Bezos told the Guardian, commenting on his decision.

Early Career

After graduating, Bezos went to Wall Street, where computer science was increasingly in demand, and worked in several firms. The job at Fitel (a startup aiming to build a network to conduct international trade) had him fly between New York and London every week.

Bezos stayed in finance with Bankers Trust, where he rose to vice president and later the investment firm D.E. Shaw. The company specialized in applying computer sciences to the stock market, and Bezos was hired for his overall talent in the field. Jeff met his wife, MacKenzie, at D.E. Shaw, who was also a Princeton graduate. Jeff married MacKenzie Bezos in 1993. Bezos rose quickly through the ranks and, in 1990, became the youngest senior vice president in the company’s history.

Jeff Bezos first came across a digit at D.E. Shaw that would change his life and the course of internet history. While surfing the Web searching for new ventures for D.E. Shaw, Bezos found a statistic that the World Wide Web was growing by 2,300 percent a month. Bezos immediately understood the potential prospects of selling products online. Shaw tried his best to convince Bezos to stay in his firm on a long walk in Central Park, but Jeff decided to try and fail instead of never trying.

Amazon.com

Bezos quit D.E. Shaw in 1994 and moved to Seattle to tap into the potential of the Internet market by opening an online bookstore. He decided to draw up a list of products he could sell online, including CDs, software, and hardware. Ultimately, books were the obvious choice because of the wide range of titles. Another advantage of an internet store was a then-recent U.S. Supreme Court ruling that mail-order catalogs did not have to pay taxes in states where they did not have a physical presence. In other words – Bezos paid zero tax for the products he sold via the Internet.

There'll always be serendipity involved in discovery. – Jeff Bezos Click To Tweet

Bezos decided that Seattle would be a perfect place for his new business at the time because of the tremendous pool of hi-tech talent. While his wife MacKenzie drove them from Texas, he laid out a business plan on his laptop and called up possible investors. Jeff Bezos managed to raise $1 million from his family and friends, enough to set up his business in the garage of his Seattle home.

Bezos initially incorporated the company as “Cadabra” on July 5, 1994. However, a year later, he considered changing it when his lawyer misheard the word “cadaver,” but that was not the worst. Another alternative was “MakeItSo.com” – a catchphrase from Captain Picard in Jeff’s beloved Star Trek. It could have also been “aard.com,” which would have helped push the company to the front of website listings. Jeff and MacKenzie also registered the domain names Awake.com, Browse.com, Bookmall.com, and Relentless.com (the latter one still redirects to Amazon.com). Eventually, Bezos decided on Amazon.com after looking through the words that start with A in the dictionary. Bezos liked the resonance between one of the planet’s longest rivers and the largest bookstore.

Jeff and MacKenzie set everything up in their two-bedroom house, with extension cords running down to the garage and three Sun micro stations on tables that Jeff made from $60 doors. Ironically, staff meetings would occur at the local Barnes & Noble bookstore. When everything was ready, Jeff and MacKenzie hurled up 300 people to try the test site when it was up and running, and the code worked seamlessly on different computer platforms. After opening the website on July 16, 1995, they told their 300 beta users to spread the word and set up a bell to ring every time Amazon made a sale. The Bell did not stay there for long as Amazon abruptly exploded, selling books in all 50 states and 45 foreign countries within a month. By September 1995, the sales had totaled $20,000 a week.

Bezos was determined to take the company public with an IPO and began recruiting many people. These included a few DESCO employees, executives from competing company Barnes & Noble, software company Symantec, and two people from Microsoft – vice president of engineering Joel Spiegel and David Risher, who would later become head of retail. With a team of extraordinary people in his senior leadership ranks (who would formally become known as the J-Team), Bezos was convinced that “If we get this right, we might be a $1 billion company by 2000.”

Going public would solidify customer trust and outcompete other bookstores who would soon begin setting up their websites, Bezos thought. Barnes & Noble was the most significant competition. They possess the legacy of establishing ‘the book superstore,’ taking little independent bookstores out of business between 1991 and 1997 and revolutionizing bookselling. In 1996, their sales were estimated to be $2 billion, while Amazon was lagging with $16 million that same year.

The Riggio brothers – Leonard Riggio and Steve Riggio – who owned Barnes & Noble, came to Seattle to have dinner to discuss a business deal with Bezos and Tom Alberg, founder and managing partner of the venture capital firm Madrona Venture Group, and a director of Amazon.com. Knowing Leonard Riggio’s character – a tough-as-nails businessman from the Bronx dressed in an expensive suit with a taste for fine art – the pair decided on a strategy of caution and flattery. The Riggios came on hard and threatening and announced that they were planning to open their website – one that would take Amazon out of the competition. They offered various collaborations, including setting up a website and licensing Amazon’s technology. Bezos and Alberg said they would think about it at dinner, but after a phone conversation, they decided this collaboration would not work.

While the Riggios were home setting up their website, Jeff Bezos and Amazon’s first CFO, Joy Covey (April 25, 1963 – September 18, 2013), traveled around the United States and Europe to pitch Amazon to potential investors. They had a solid background, with millions of sales within three years of existing, and an easily accessible single warehouse and inventory, in contrast with other retailers who had their products spread throughout stores around the country. They also used a ‘negative operating cycle,’ which meant that customers would pay with their credit cards when the product shipped, but Amazon would settle its accounts with distributors every few months. Almost every investor asked the two whether they would expand to other categories, and, at the time, Bezos responded that they settled on books. He wanted to get some investments from an IPO but did not want his rivals to follow in his footsteps, withholding lots of valuable data from investors. Everyone believed that once Barnes & Noble came in, Amazon would be “Amazon.Toast.”

On May 12, 1997, three days before the IPO, Barnes & Noble filed a lawsuit against Amazon in federal court for falsely claiming to be “Earth’s Largest Bookstore.” It happened during the seven-week SEC-mandated “quiet period,” meaning that Bezos could not talk to the press before the IPO. Ironically, the lawsuit only gave Amazon more attention. The two companies competed fiercely for around a year after Amazon finally went public. Barnes & Noble boasted a broader catalog, while Amazon tried to track down books from independent dealers and antique shops. Barnes & Noble got a $200 million investment from German media giant Bertelsmann and also took the company public. Bezos then swiftly expanded Amazon’s product line and changed “Earth’s Biggest Bookstore” to “Books, Music and More” – leaving Barnes & Noble, as one writer put it, “wrapping its arms around the neck of a phantom.”

The stock traded below its IPO price initially, and Bezos worried the company might lose a significant portion of its investment. On May 15, 1997, the stock price was set for a $12-to-$14 range on NASDAQ (AMZN) on the IPO day. Then, it increased from $14 to $16 before Amazon’s investment bankers settled on the $18 price. Amazon.com raised $54 million in its IPO, and the online bookstore market value reached $438 million. Amazon put 3 million shares on the block. It was a blockbuster year for Amazon as they experienced a 900 percent growth in annual revenue. Bezos’s family had each invested $10 thousand as a backup plan – a significant part of their life savings. As six percent of owners of Amazon, they officially became multimillionaires by the end of the decade, and Jeff was named Time’s Person of the Year in 1999.

The Time magazine featured Jeff Bezos as Time’s Person of the Year in 1999.

Jeff Bezos and his engineers created a system 1-Click ordering process to ease the use of Amazon.com further in the late 90s. The system was determined to preload customers’ credit card information and shipping address, offering to execute a purchase by simply pressing one button. On September 28, 1999, a nineteen-page application for Patent No. 5,960,411 entitled Method and System for Placing a Purchase Order Via a Communications Network was approved. The 1-Click system was officially trademarked to Amazon.com, Inc. Although it received much criticism, some saying that its approval by the United States Patent and Trademark Office (USPTO) was just a sign of lazy bureaucracy, Bezos didn’t mind. He was determined to exploit the status quo for advantages that would put him above his competition. In 1999, after 23 days of obtaining the patent, Amazon.com, Inc. filed a patent infringement lawsuit against Barnes & Noble and won a preliminary ruling forcing the book giant to add an extra step to the checkout process on their website. Amazon licensed the patent to Apple Inc. in 2000 for an undisclosed amount and would use it to wipe out their new competitor – eBay.com – which appeared on the market in mid-1998.

Amazon & eBay

Starting as a Silicon Valley startup called AuctionWeb on September 03, 1995, eBay proved to be a problematic rival because it was increasing, and unlike Amazon, it was profitable. The company made $5.7 million in 1997 and $47.4 million in 1998, rising to $224.7 million in 1999. The business model was perfect: eBay took a small commission on each sale, but since the sellers were people auctioning their products to the highest bidder, there was no need for storing inventories, mailing packages, and warehouses. The website started with collectibles and baseball cards, but it was well on its way to becoming the ‘unlimited selection’ store that Bezos always wanted.

Bezos invited eBay founder Pierre Omidyar and CEO Meg Whitman to Seattle in the summer of 1998, when eBay had just filed to go public (IPO). The two teams of executives, who would run into each other often in the next ten years, discussed various ways of working together. Omidyar and Whitman suggested creating links so that, for example, if the product could not be found on eBay.com, the customer would be linked to Amazon.com and vice-versa. Bezos suggested the possibility of making a significant investment, which put off the two executives who left thinking that Bezos was offering to buy eBay Inc. for around $600 million. Although no formal propositions were made, the number was roughly the market capitalization that eBay was pursuing in its IPO. Omidyar recalls his tour of the Dawson Street distribution center, being impressed by the automation in the facility and startled by workers with tattoos and piercings. Whitman was not impressed, telling Omidyar, “Pierre, get over it. This is horrible. The last thing we want to do is manage warehouses like this.” The executives of eBay were extremely ambitious – just like Bezos at the start – and thought they were pioneering a new type of virtual commerce. It was pointless to convince them otherwise. Bezos’s famous distinctive laugh also put them off.

After failing to find a middle ground with the executives, Bezos secretly attempted to start his auction project. The project was stationed on the second floor of Columbia Center and was called EBS, for “Earth’s Biggest Selection” (or, as employees joked, eBay by spring). Amazon Auctions launched in March 1999 to a slow start. Bezos started putting lots of energy and money into the project, which included buying a company to broadcast auctions live on the Web and signing with Sotheby’s Auction House to focus on high-end products. The whole effort was meaningless. Customers, who were accustomed to traditional shopping and predictable prices, would find Amazon Auctions through a link on the Amazon leading site – and ended up in a dingy second-hand leftovers market.

Amazon’s Rapid Expansion

The nineties were intense days at the company, but as Jeff Blackburn, responsible for product development and operations at Amazon, recalls, they were the most fun and challenging. Bezos’s ‘uplifting’ defeat was linked to the network effect – where goods or services become increasingly valuable as more people use them. The Internet was still fresh in the 1990s, and companies still grasped how everything works. Bezos saw the defeat as a crucial step along the way and first in the series of critical experiments that would expand Amazon to third-party sellers. The zShops platform that had evolved from Auctions also failed to gain any momentum, and the company accepted that the Web’s small traders were inseparable from eBay due to the network effect. The most prominent user of these auction projects was, in fact, Bezos himself. This one time, he purchased a complete skeleton of an Ice Age cave bear for $40,000 and displayed it in the lobby of Amazon’s then-new headquarters at the Pacific Medical Center building with a sign that reads “PLEASE DON’T FEED THE BEAR.”

Amazon added clothing sales to the product line in October 2002 after partnering with hundreds of retailers, including Land’s End, Nordstrom, and The Gap. They also organized an Amazon Services subsidiary, which allowed customers to order goods from co-branded sites such as Borders and Toys R Us. In 2003, Amazon launched A9 – a commercial search engine focusing on e-commerce sites. Around the same time, they opened an online sporting goods store, offering around 3,000 brands. Amazon’s rapid expansion allowed Bezos to experiment with new product lines and services. Some didn’t work out, like Amazon’s attempt at selling jewelry. While others, like Amazon Prime, which offered free two-day shipping within the United States for an annual fee of $79, proved to be a significant success. Prime’s success led to Amazon’s launch in Italy, France, Germany, the UK, Canada, and Japan over the next decade. In addition to securing customer loyalty, Amazon Prime’s service further distanced Amazon from its competitors.

Ebooks had to happen. – Jeff Bezos Click To Tweet

Amazon took another leap towards innovation in technology development by introducing a series of e-readers, The Amazon Kindle, in 2007. Flipping back to the first page from which the company started, Bezos sought to alter the way people acquire books, and the Kindle series was revolutionary in its purpose. The Kindle is considered primarily responsible for the establishment of the electronic book market internationally. This lightweight reading device helped Amazon secure 95 percent of the U.S. book market until Apple challenged The Kindle’s supremacy with the introduction of the iPad in 2010. In response, Bezos reduced the Kindle’s retail price and added new features.

In 2011, Amazon decided to give Apple a run for its money by introducing the KindleFire – a tablet computer aimed at directly competing with the iPad. “We haven’t built the best tablet at a certain price. We have built the best tablet at any price,” Bezos boasted to ABC News. The KindleFire also introduced a ‘Whispersync’ feature, allowing users with various devices to mark where they stopped in the book and continue reading at the same place on another device – further altering the way we read.

It is remarkable to consider that Amazon’s sales revenue grew by 122.56% from $48.08 billion (2011) to $107.01 billion (2015), but the net income growth remains volatile. For example, Amazon’s negative net income growth dropped by $241 million in 2014. However, in 2015, Amazon’s net income growth was positive, reaching $596 million. However, against the backdrop of rapidly growing sales revenue, the net income growth appears negligible. Bezos plans to forego profits to establish brand-name recognition initially. “To be profitable [now] would be a bad decision,” Jeff told PC Week in 1998. “This is a critical formative time if you believe in investing in the future,” Jeff commented to Entrepreneur.com. Bezos has poured most of Amazon’s revenue into marketing and promotion and hopes to be the No. 1 player in the business. Amazon’s share price grew from $18.00 (May 15, 1997) to $549.42 (February 25, 2016).

In 2006, Jeff Bezos launched Amazon Web Services, which includes a broad set of global computing, storage, database, analytics, application, and deployment services. Now, they boast a mass of various subsidiaries, including a2z, A9.com, Amazon Web Services, Alexa Internet, Audible.com, comiXology, Digital Photography Review, Goodreads, Internet Movie Database, Junglee.com, Twitch, Zappos (the complete list of Amazon’s properties is available at Quora), which allows business clients to employ Amazon’s online infrastructure technology. In 2012, the site launched Amazon Studios, a crowdsourcing site like Kickstarter focused only on developing feature films and TV shows. Fortune magazine named Bezos “Businessperson of the Year” in 2012.

Blue Origin

Pioneering e-commerce, reinventing the book trade, and becoming one of the most prominent figures on the Internet was only a portion of Bezos’s goals. His long-term plans have always been grand and seemingly out of reach – and the success of Amazon served as a gateway for Jeff to finally realize his wild ambitions. Bezos’s mother keeps a copy of a speech he made while back in school where he declares his goal of establishing a fleet of habitable orbiting space stations, turning Earth into one big nature reserve. This ambition of his was not abandoned.

In 2004, Bezos founded an aerospace company named Blue Origin, aimed at developing new technology for spaceflight, with the ultimate goal of establishing “an enduring human presence in outer space.” The company owns a 26-acre research campus outside Seattle and a private rocket launching facility in West Texas. On November 24, 2015, Blue Origin made headlines when they successfully sent a rocket to suborbital space and landed it safely onto a landing pad after takeoff while testing their New Shepard space vehicle.

The rarest of beasts – a used rocket. Controlled landing not easy, but done right, can look easy. Check out video: https://t.co/9OypFoxZk3

— Jeff Bezos (@JeffBezos) November 24, 2015

New Shepard is a multi-passenger rocket-propelled vehicle designed to establish travel to suborbital space at competitive prices. The rocket landing has been deemed ‘historic’ as no other space company has pulled off such a feat. The success of this mission means a significant decrease in the cost of spaceflight and a step closer to establishing an opportunity for the general public to engage in space travel.

Just a bit later, Jeff Bezos and Elon Musk, the CEO of SpaceX, had a Twitter smack talk regarding their rockets.

@JeffBezos Not quite “rarest”. SpaceX Grasshopper rocket did 6 suborbital flights 3 years ago & is still around. pic.twitter.com/6j9ERKCNZl

— Elon Musk (@elonmusk) November 24, 2015

Elon Musk continued the discussion with Jeff Bezos and sent him a tweet meant to describe the difference between orbital and suborbital flights.

It is, however, important to clear up the difference between “space” and “orbit”, as described well by https://t.co/7PD42m37fZ

— Elon Musk (@elonmusk) November 24, 2015

It is worth mentioning that both companies, Blue Origin and SpaceX, did an excellent job. However, orbital and suborbital flights are different spaceflights that cannot be compared to see which is better or worse. Soon, one of the Reddit users, zlsa, drew a visual illustration of the SpaceX Falcon 9 vs. Blue Origin New Shepard rockets’ trajectory that helped to clear the difference between those types of spaceflights.

The Washington Post

On August 05, 2013, Bezos was on the news for having entirely purchased The Washington Post for $250 million in cash. “The Post could have survived under the company’s ownership,” company’s chairman and chief executive Donald E. Graham says, “but we wanted to do more than survive. I’m not saying this guarantees success, but it gives us a greater chance of success.” Bezos reaffirmed that he did not seek to alter the values of The Washington Post but merely to fix its focus on the public. “Our touchstone will be readers, understanding what they care about – government, local leaders, restaurant openings, scout troops, businesses, charities, governors, sports – and working backward from there.” The Graham family – descendants of Eugene Meyer, who acquired The Post in 1933 – had owned it for four generations. Bezos said he meant to maintain the existing management, expressing respect and admiration for the Graham family.

Jeff Bezos bought the Washington Post from the Graham family for $250 million in cash.

Personality Traits & Leadership Qualities

Bezos is known for his double personality that turns him from a kind person into a rough executive, inducing fear and respect in his employees. A hyper-intelligent, ultra-driven individual, he expects everyone around him to behave likewise. Amazon staff are said to live in fear of his abrasive flare-ups, including “Why are you wasting my life?” and “Are you lazy or just incompetent?”

Jeff Bezos seems to have no problem running the company while personally reading customer feedback. “We research each of them because they tell us something about our processes. It’s an audit that is done for us by our customers. We treat them as precious sources of information,” senior Amazon vice president Jeff Wilke explains. When there is a real issue, the consequences can be harsh on the employees responsible. An official system within Amazon ranks the severities of its internal emergencies. A Sev-5 would be a relatively standard problem that engineers always solve, while a Sev-1 is an urgent issue that gets everyone on their toes as it requires an immediate response. Another level of severity has employees sweating just at the sight of it. Informally dubbed by the employees, the “Sev-B” is anyone’s greatest nightmare at Amazon. Sev-B is when an employee receives an email from Jeff Bezos containing the notorious question mark. When someone receives it, it has the effect of a ticking time bomb. They drop everything they’re doing and give full attention to the issue that the CEO is highlighting. Within a few hours, the employee has to prepare a formal, thorough explanation of how the problem occurred to a team lead, who will have to review the report before sending it to Bezos. It is the company’s way to ensure that the customer’s voice is always heard inside Amazon.

You want your customers to value your service. – Jeff Bezos Click To Tweet

Bezos always moves faster, makes his employees work harder, and pursues significant and minor innovations. The superb image of Amazon is not just the everything store but ultimately the everything company. The future has many things in store for Amazon. They still haven’t achieved next-day or even same-day delivery for Prime members, and they are still set to expand their grocery service, Amazon Fresh, beyond Seattle, Los Angeles, and San Francisco. Jeff Bezos expects Amazon’s mass expansion to as many countries as possible. Also, they want their customers to eliminate the need to buy products from manufacturers by using 3D printer technologies to manufacture their own.

It is unknown whether Jeff Bezos’s wild ideas and active imagination are rooted in his early love for science fiction or if they are his personality traits. Bezos is known for thinking outside the box, re-shaping it, or tossing it in the trash. From revolutionizing how we buy and read books to creating a private spaceflight company aimed at the people to launch a plan for using drones in package delivery, Bezos constantly challenges the norm. He believes that breaking away from the pack and making these extraordinary decisions truly leads to innovation. It is the sole element that all successful leaders seem to possess. Jeff Bezos will only get bigger, and his innovations wilder until he decides to stop or there is no one left to stop him.

Jeff and his wife, MacKenzie Bezos, have four children: three sons and one daughter adopted from China. On January 09, 2019, Jeff Bezos and his wife, MacKenzie, announced they were getting divorced after 25 years. MacKenzie gave her ex-husband Jeff her interests in Blue Origin and the Washington Post, as well as 75 percent of their previously shared Amazon shares.

Jeff Bezos’s life story shows that he achieved all his success thanks to his strong desire to learn new technologies, his hard work, and his distinctive leadership qualities. We hope you have enjoyed exploring Jeff Bezos’s biography and success story of Amazon and Blue Origin, and it has inspired you to make discoveries.

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