Why I won't go to dinner with Jeff Bezos

This story harks back to 1999 when I began my career as an e-commerce analyst at Gomez Advisor, a company akin to Gartner Group but with a specific focus on e-commerce. During that era, there was widespread apprehension about online shopping. It wasn't until after Jeff Bezos launched Amazon in 1995, leveraging SSL technology from Netscape to create a secure e-commerce platform, that the tide began to turn.

As an e-commerce analyst, my role included creating ranking scorecards for various categories like consumer electronics, online music, and auction websites. Back then, purchasing music meant physically going to a store for tapes, CDs, or records.

My consumer electronics scorecard comprised 150 objective criteria, evaluating websites based on Ease of Use, Customer Confidence, On-Site Resources, and Relationship Services. Surprisingly, in my first scorecard, Amazon didn't rank number one but came in at number five. Following the publication of my report and related blogs, Julio Gomez received a call from Jeff Bezos himself.

Jeff was keen to learn about the details behind my ranking and the person behind the report. Consequently, Jill, my boss, informed me that we were headed to Seattle to visit Amazon's headquarters, which at the time were located in an abandoned hospital. The office was a tall, skinny building with personalized whiteboards in the elevator, allowing employees to jot down notes and schedule events, including broomball and ping pong. This casual atmosphere was indicative of the relaxed environment Jeff fostered.

During my visit, I met with directors from various departments, including customer service, warehouse, and user experience. I had the opportunity to discuss my scorecard's criteria and suggest features like 1-Click shopping, detailed product reviews, and product wizards to enhance Amazon's customer experience.

After a full day of meetings, I was eagerly anticipating my dinner meeting with Jeff Bezos. We dined at a seafood restaurant on the waterfront in Seattle. As a Bostonian, I decided to forgo the local delicacies and opted for salmon. However, as time passed, it became evident that Jeff wasn't going to make it. I inquired with the restaurant hostess and learned that Jeff couldn't make it and wanted us to enjoy dinner on him.

Although disappointed, I flew back to Boston the next day. Shortly after my return, I received a call from a Seattle area code. Expecting it to be Jeff, I answered the call enthusiastically, only to realize it was a former college mate named Nate, who worked at Amazon.

As I reflected on this experience, I realized that while I missed the opportunity to dine with Jeff, there might be another chance in the future. Perhaps through my work with tech companies, I could find myself in a position where a business deal might include a dinner with Jeff as a perk or requirement.

Today, Amazon is valued at about $1.8 trillion, a stark contrast to Best Buy's $16 billion valuation in 1999. Jeff's vision and the evolution of his business have led to exponential growth, transforming the e-commerce landscape.

In hindsight, what could I have done differently? Instead of making the dinner about myself, I could have reached out that day for a follow-up call to ask Jeff about his one-year legacy. This approach would have shifted the focus to him, potentially leading to a more meaningful conversation and providing extended value.

Since then, I've been on over 1,500 sales calls, launched products that achieved their ARR goals in as little as one week, and coached sales professionals to reach their personal goals efficiently. My experience with Jeff taught me the importance of focusing on others' needs and providing value, a lesson that has shaped my approach to sales and life.