Andy Jassy, CEO of Amazon and then CEO of Amazon Web Services, speaks at the WSJD Live conference in Laguna Beach, California, October 25, 2016.
Mike Blake | Reuters
Throughout its first 25 years as a public company, Amazon has operated under a singular mantra, often to the chagrin of Wall Street: growth is more important than profits.
“We will continue to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term Wall Street reactions,” Bezos wrote.
But with three-quarters of 2022 in the books, it’s clear that the tone has changed. Andy Jassy, who took over as CEO in July 2021, has been in cost-cutting mode to preserve cash as Amazon confronts slowing sales and a gloomy global economy. The stock is down 33% for the year, more than the 25% drop in the S&P 500 and is on pace for its worst year since 2008.
On the recruiting front, Amazon is freezing hiring for corporate roles in its retail business. And last month’s annual hardware event, which normally showcases a roster of gadgets and robots that may or may not still be around in a year or two, was noticeably constrained compared to prior launch events.
“If we look at everything collectively, Amazon seems to care a little more about margin than they have historically,” said Tom Forte, an analyst at D.A. Davidson who recommends buying the stock.
Jassy addressed the recent efforts to rein in costs at Amazon’s global all-hands meeting on Monday.
“Good companies that last a long period of time, who are thinking about the long term, always have this push and pull,” Jassy said at the meeting, according to excerpts shared with CNBC. “There are some years where they’re expanding really broadly. Some years where they’re checking in and working on profitability, tightening the belt a little bit. And sometimes when you have multiple businesses like we do at Amazon, some businesses are expanding at the same time that others are checking in.”
Amazon is far from alone in feeling the pinch. Fellow tech giants Meta and Alphabet have also been cutting costs to reflect a challenging macro environment and a dramatic slowdown after a decade of consistent growth. Companies across the tech sector have announced layoffs and hiring freezes or have lowered their hiring targets for the coming months.
Not that Amazon has put the brakes on all new spending. The company has been on a buying spree in recent months, agreeing to acquire primary care provider One Medical for $3.9 billion, Roomba maker iRobot for $1.7 billion and Belgian warehouse robotics company Cloostermans for an undisclosed amount. The company also said it would spend about $1 billion over the next year on wage increases and expanded benefits for front-line workers, and it has plans to hire 150,000 employees to help manage the holiday rush.
“We have an enormous amount of things that we’re investing in and that will continue,” Jassy said at the meeting, referencing Alexa, Prime Video and grocery as examples of some areas where Amazon continues to spend. “The trick for us during this time is just to balance those long-term investments and bets and customer experiences that we believe are the future of the company, along with really focusing on delivering along the way.”
The recent trend of belt-tightening has raised a longer-term question because it’s coincided with the company’s first ever change in leadership at the top after Bezos’ departure. The change on Jassy’s watch has prompted some analysts and former employees to wonder whether there’s a permanent shift in strategy underway or a temporary reset reflecting economic uncertainty.
Bezos built a reputation as a fearless entrepreneur willing to make big risky bets that could require hefty investment and may not generate meaningful revenue for years, if ever. No wager was bigger than Amazon Web Services, the cloud-computing unit that Amazon launched in 2006 and that Jassy led until his promotion last year.
More recent projects under Bezos included self-driving robotaxis, cashierless stores and delivery drones, all in pursuit of making life easier for customers.
Bezos ultimately axed plenty of products that didn’t pan out after launch. One of the most infamous examples is the Fire Phone, Amazon’s first smartphone that was discontinued in 2015, a year after its debut. Other endeavors with a short shelf life included a restaurant delivery service, social media feed, a device designed to replenish items with one click, a ticketing service, an auction site and an online wine store.
“They’re completely unafraid to kill something that’s not working,” said Craig Berman, a former Amazon vice president for global communications. “That’s never been a problem for them in the past.”
As the head of AWS, Jassy was at the center of Amazon’s profit engine, which gave the company the fuel to invest elsewhere. But since taking over as CEO of the parent company, Jassy has had to navigate the biggest jump in inflation in 40 years, supply shortages and an aggressive organized labor push that’s challenged the company’s long-standing anti-union stance.
More cuts may be coming
He’s putting in place cuts at a time when Wall Street has little appetite for the kind of experimental high-risk investing that defined the Bezos era. In July, Amazon reported its third straight quarter of single-digit revenue growth, largely due to weakening demand in its core online stores business.
Jassy is also working to dial back Amazon’s Covid expansion, which left it saddled with too much warehouse space and too many staffers. Amazon reduced its headcount by 99,000 people to 1.52 million employees at the end of the second quarter after almost doubling in size during the pandemic.
More slashing could be on the docket.
Amazon is in the middle of its annual planning process, which occurs in two phases, referred to as “OP-1” and “OP-2.” OP stands for “Operating Plan.” Former Amazon employees Colin Bryar and Bill Carr wrote about the process in their 2021 book, “Working Backwards: Insights, Stories, and Secrets from Inside Amazon.”
OP-1 typically begins during the summer and involves months of preparation and planning. Each team puts together a proposal outlining key initiatives for the upcoming year, including any requests for funding or new hires. OP-1 documents are typically submitted before the start of the fourth quarter, which covers the critical holiday shopping period, and are reviewed by Amazon’s senior leadership team, called the S-Team.
The second phase, OP-2, takes place in January. That’s when teams finalize their annual plans, potentially tweaking them depending on fourth-quarter performance.
With the risk of recession on the rise, Amazon could be looking at further reductions in its investments if the holiday quarter is weaker than anticipated, a former Amazon manager told CNBC. Another ex-manager from the company said Jassy may be more deliberate about what spending requests he approves as a signal for where Amazon plans to focus given the uncertainty. Both former employees requested anonymity in order to speak candidly.
An Amazon spokesperson said in a statement that the company continuously evaluates “the progress and potential of our products and services to deliver customer value, and we regularly make adjustments based on those assessments.”
Layoffs unlikely
Still, don’t expect to see mass layoffs from Amazon even as the company curtails spending, or pulls the plug on some projects.
When Amazon winds down a business, it typically offers employees the chance to apply for a job elsewhere in the company, several former employees told CNBC. They’re usually given a window of one to three months to look for another role and have the opportunity to meet with various business leaders during that time.
“Amazon is not going to let good talent walk out the door,” said Andrea Leigh, a former Amazon executive who spent almost a decade at the company across a number of different businesses.
There can still be job losses. After Amazon announced it was winding down its telehealth service Amazon Care, it said 159 employees could be laid off. Another 236 employees will be let go from Care Medical, an independent company that was contracted by Amazon to treat Care patients.
One new invention that Jassy may be counting on to goose revenue is a second Prime Day sale. Taking place Tuesday and Wednesday of this week, it’s the first time Amazon has had two of its discount bonanzas in the same year since it launched Prime Day in 2015.
Ahead of its third-quarter earnings report later this month, the multiday shopping event may provide Amazon with an early sneak peek at what’s coming in 2023.
Larry Ellison, Oracle’s co-founder and chief technology officer, appears at the Formula One British Grand Prix in Towcester, U.K., on July 6, 2025.
Jay Hirano | Sopa Images | Lightrocket | Getty Images
Oracle is scheduled to report fiscal second-quarter results after market close on Wednesday.
Here’s what analysts are expecting, according to LSEG:
Earnings per share: $1.64 adjusted
Revenue: $16.21 billion
Wall Street expects revenue to increase 15% in the quarter that ended Nov. 30, from $14.1 billion a year earlier. Analysts polled by StreetAccount are looking for $7.92 billion in cloud revenue and $6.06 billion from software.
The report lands at a critical moment for Oracle, which has tried to position itself at the center of the artificial intelligence boom by committing to massive build-outs. While the move has been a boon for Oracle’s revenue and its backlog, investors have grown concerned about the amount of debt the company is raising and the risks it faces should the AI market slow.
The stock plummeted 23% in November, its worst monthly performance since 2001 and, as of Tuesday’s close, is 33% below its record reached in September. Still, the shares are up 33% for the year, outperforming the Nasdaq, which has gained 22% over that stretch.
Over the past decade, Oracle has diversified its business beyond databases and enterprise software and into cloud infrastructure, where it competes with Amazon, Microsoft and Google. Those companies are all vying for big AI contracts and are investing heavily in data centers and hardware necessary to meet expected demand.
OpenAI, which sparked the generative AI rush with the launch of ChatGPT three years ago, has committed to spending more than $300 billion on Oracle’s infrastructure services over five years.
“Oracle’s job is not to imagine gigawatt-scale data centers. Oracle’s job is to build them,” Larry Ellison, the company’s co-founder and chairman, told investors in September.
Oracle raised $18 billion during the period, one of the biggest issuances on record for a tech company. Skeptical investors have been buying five-year credit default swaps, driving them to multiyear highs. Credit default swaps are like insurance for investors, with buyers paying for protection in case the borrower can’t repay its debt.
“Customer concentration is a major issue here, but I think the bigger thing is, How are they going to pay for this?” said RBC analyst Rishi Jaluria, who has the equivalent of a hold rating on Oracle’s stock.
During the quarter, Oracle named executives Clay Magouyrk and Mike Sicilia as the company’s new CEOs, succeeding Safra Catz. Oracle also introduced AI agents for automating various facets of finance, human resources and sales.
Executives will discuss the results and issue guidance on a conference call starting at 5 p.m. ET.
The U.S. has banned the export of Nvidia’s Blackwell chips, which are considered the company’s most advanced offerings, to China in an effort to stay ahead in the AI race.
DeepSeek is reportedly using chips that were snuck into the country without authorization, according to The Information.
“We haven’t seen any substantiation or received tips of ‘phantom datacenters’ constructed to deceive us and our OEM partners, then deconstructed, smuggled, and reconstructed somewhere else,” a Nvidia spokesperson said in a statement. “While such smuggling seems farfetched, we pursue any tip we receive.”
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Nvidia has been one of the biggest winners of the AI boom so far because it develops the graphics processing units (GPUs) that are key for training models and running large workloads.
Since the hardware is so crucial for advancing AI technology, Nvidia’s relationship with China has become a political flashpoint among U.S. lawmakers.
President Donald Trump on Monday said Nvidia can ship its H200 chips to “approved customers” in China and elsewhere on the condition that the U.S. will get 25% of those sales.
The announcement was met with pushback from some Republicans.
DeepSeek spooked the U.S. tech sector in January when it released a reasoning model, called R1, that rocketed to the top of app stores and industry leaderboards. R1 was also created at a fraction of the cost of other models in the U.S., according to some analyst estimates.
In August, DeepSeek hinted that China will soon have its own “next generation” chips to support its AI models.
The Starcloud-1 satellite is launched into space from a SpaceX rocket on November 2, 2025.
Courtesy: SpaceX | Starcloud
Nvidia-backed startup Starcloud trained an artificial intelligence model from space for the first time, signaling a new era for orbital data centers that could alleviate Earth’s escalating digital infrastructure crisis.
Last month, the Washington-based company launched a satellite with an Nvidia H100 graphics processing unit, sending a chip into outer space that’s 100 times more powerful than any GPU compute that has been in space before. Now, the company’s Starcloud-1 satellite is running and querying responses from Gemma, an open large language model from Google, in orbit, marking the first time in history that an LLM has been has run on a high-powered Nvidia GPU in outer space, CNBC has learned.
“Greetings, Earthlings! Or, as I prefer to think of you — a fascinating collection of blue and green,” reads a message from the recently launched satellite. “Let’s see what wonders this view of your world holds. I’m Gemma, and I’m here to observe, analyze, and perhaps, occasionally offer a slightly unsettlingly insightful commentary. Let’s begin!” the model wrote.
Starcloud’s output Gemma in space. Gemma is a family of open models built from the same technology used to create Google’s Gemini AI models.
Starcloud
Starcloud wants to show outer space can be a hospitable environment for data centers, particularly as Earth-based facilities strain power grids, consume billions of gallons of water annually and produce hefty greenhouse gas emissions. The electricity consumption of data centers is projected to more than double by 2030, according to data from the International Energy Agency.
Starcloud CEO Philip Johnston told CNBC that the company’s orbital data centers will have 10 times lower energy costs than terrestrial data centers.
“Anything you can do in a terrestrial data center, I’m expecting to be able to be done in space. And the reason we would do it is purely because of the constraints we’re facing on energy terrestrially,” Johnston said in an interview.
Johnston, who co-founded the startup in 2024, said Starcloud-1’s operation of Gemma is proof that space-based data centers can exist and operate a variety of AI models in the future, particularly those that require large compute clusters.
“This very powerful, very parameter dense model is living on our satellite,” Johnston said. “We can query, it and it will respond in the same way that when you query a chat from a database on Earth, it will give you a very sophisticated response. We can do that with our satellite.”
In a statement to CNBC, Google DeepMind product director Tris Warkentin said that “seeing Gemma run in the harsh environment of space is a testament to the flexibility and robustness of open models.”
In addition to Gemma, Starcloud was able to train NanoGPT, an LLM created by OpenAI founding member Andrej Karpathy, on the H100 chip using the complete works of Shakespeare. This led the model to speak in Shakespearean English.
Starcloud — a member of the Nvidia Inception program and graduate from Y Combinator and the Google for Startups Cloud AI Accelerator — plans to build a 5-gigawatt orbital data center with solar and cooling panels that measure roughly 4 kilometers in both width and height. A compute cluster of that gigawatt size would produce more power than the largest power plant in the U.S. and would be substantially smaller and cheaper than a terrestrial solar farm of the same capacity, according to Starcloud’s white paper.
These data centers in space would capture constant solar energy to power next-generation AI models, unhindered by the Earth’s day and night cycles and weather changes. Starcloud’s satellites should have a five-year lifespan given the expected lifetime of the Nvidia chips on its architecture, Johnston said.
Orbital data centers would have real-world commercial and military use cases. Already, Starcloud’s systems can enable real-time intelligence and, for example, spot the thermal signature of a wildfire the moment it ignites and immediately alert first responders, Johnston said.
“We’ve linked in the telemetry of the satellite, so we linked in the vital signs that it’s drawing from the sensors — things like altitude, orientation, location, speed,” Johnston said. “You can ask it, ‘Where are you now?’ and it will say ‘I’m above Africa and in 20 minutes, I’ll be above the Middle East.’ And you could also say, ‘What does it feel like to be a satellite? And it will say, ‘It’s kind of a bit weird’ … It’ll give you an interesting answer that you could only have with a very high-powered model.”
Starcloud is working on customer workloads by running inference on satellite imagery from observation company Capella Space, which could help spot lifeboats from capsized vessels at sea and forest fires in a certain location. The company will include several Nvidia H100 chips and integrate Nvidia’s Blackwell platform onto its next satellite launch in October 2026 to offer greater AI performance. The satellite launching next year will feature a module running a cloud platform from cloud infrastructure startup Crusoe, allowing customers to deploy and operate AI workloads from space.
“Running advanced AI from space solves the critical bottlenecks facing data centers on Earth,” Johnston told CNBC.
“Orbital compute offers a way forward that respects both technological ambition and environmental responsibility. When Starcloud-1 looked down, it saw a world of blue and green. Our responsibility is to keep it that way,” he added.
The risks
Risks in operating orbital data centers remain, however. Analysts from Morgan Stanley have noted that orbital data centers could face hurdles such as harsh radiation, difficulty of in-orbit maintenance, debris hazards and regulatory issues tied to data governance and space traffic.
Still, tech giants are pursuing orbital data centers given the prospect of nearly limitless solar energy and greater, gigawatt-sized operations in space.
Along with Starcloud and Nvidia’s efforts, several companies have announced space-based data center missions. On Nov. 4, Google unveiled a “moonshot” initiative titled Project Suncatcher, which aims to put solar-powered satellites into space with Google’s tensor processing units. Privately-owned Lonestar Data Holdings is working to put the first-ever commercial lunar data center on the moon’s surface.
Referring to Starcloud’s launch in early November, Nvidia senior director of AI infrastructure Dion Harris said: “From one small data center, we’ve taken a giant leap toward a future where orbital computing harnesses the infinite power of the sun.”