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Dec. 30, 2017 - InfoWars Special Reports
45:12
Amazon Whistleblower Exposes Company s Heinous Practices
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Adam is an insider from Amazon, recently left.
We've vetted who he is, and we're about to do a wide-ranging interview with him about the processes, the behind-the-scenes, shocking things that consumers, according to his reports, aren't being told.
Much of what he talks about is already confirmed in press reports.
It's just, again, good to humanize and hear it from really a victim of Jeff Bezos and their entire system, because...
You thought Walmart was bad.
They killed Main Street.
Amazon's killing America.
And trying to kill the free press and trying to shut down the free internet and trying to get rid of our borders and just really an example of a delusional sociopath and what they can do when humanity's asleep.
But the sleeping giant is awakening, hopefully.
Look, I'm all for online sales.
I'm all for big markets.
I'm all for all this.
Everything Bezos has done has been about monopoly.
So we're going to go through the unsanitary conditions, the literal slave labor, Pavlovian demands on people, the true dehumanization that makes the jungle, written over 100 years ago, sound tame in comparison to what's going on in this modern tech, retail, online sales jungle.
So this is the real jungle, ladies and gentlemen, that we're about to go into that Big Brother and the New World Order of the Establishment does not want you to know about.
If you are receiving this transmission, you are the resistance.
Amazon, the bastion of liberalism, the start of Seattle, Jeff Bezos.
The man that's going to take us to space, Buck Rogers.
And then we learn he's got the most oppressive sweatshop style of business when it comes to his warehouses and how he does business in general of anybody in the Western world.
And how does he get away with it?
Well, he justice signals.
He's a social justice warrior who constantly tells us about how much he loves world government, open borders.
Barack Obama and how much he hates Donald J. Trump.
But it turns out with all these new videos that have come out in the last few weeks that Amazon employees are sick and tired of the fact that they've got packages every 10 seconds that their workforce is 75% quote, migrant or illegal alien.
These are poor folks they're exploiting.
And that Bezos is hoping to replace humans.
With robots as quickly as he can.
But ladies and gentlemen, our guest, our whistleblower, is going to break down the hygiene of many of the migrant workers who are basically homeless, who then wash their rear ends and the sinks.
Again, they're the victims here.
And just the bedbugs, the hellish level of this.
I was just in Seattle a few months ago before we go to our guest with this exclusive whistleblower.
And I noticed, and I talked to some of the local developers, they were saying, no, it's terrible.
They're building tens of thousands of coffin apartments that are 250 square feet for each person.
And then the migrants, being paid almost nothing, they live in these.
And then Bezos owns the new buildings being built, like a company store, so you pay more per square foot than anywhere in the world.
And that Bezos basically won't hire one of the illegals unless...
They agree to live in one of his coffin apartments, so he's getting all of their money.
I mean, this is so parasitic.
We're going to go over these incredible points right now.
So again, joining us, whistleblower from inside the bowels of Amazon.
We'll call him Adam so that he doesn't get persecuted.
There's no recriminations.
Adam, thank you for stepping forward as so many other Amazon slaves, I mean, employees are.
Thank you, Adam.
It's not a problem, Alex.
It's a pleasure to be here, and I just wanted to get my story out there so that, you know, customers and the third-party vendors can hear what we have to deal with.
Well, we saw Amazon come in and take over publishing by driving down prices and basically bankrupting publishing, and everything Bezos has done is monopolistic.
Drive out the competition, then jack up prices.
But that's a whole other subject.
You know, try to buy up the Washington Post, try to shut down free speech, haul for M4s to be shut down.
I mean, believe me, I've been under the gun from Bezos.
But you working inside of it, seeing these videos, seeing these other leaked information, what can you add to that?
What is your report to the American people?
So my report is basically on three major issues that I've seen.
One of them is a major issue that I noticed when I was working there on specific areas in returns and refurbish of clothing goods.
And there I learned a lot about the process and how the items were handled, where they went to.
All the ins and outs of the process.
And, you know, I basically was pulled into a Kaizen project that was there to try to fix the oversight on some of the damaged products that we were seeing go through the processes there.
And what we found was extraordinarily good in favor of less finding items that were labeled damaged, but actually weren't.
And this was all because of their processes that they would push on the employees as far as their time limits on each item.
And, you know, quotas for the day.
You're on a constant timer.
You have seven minutes to go between bathroom breaks.
So if you ever walk away from your station, most bathrooms are three minutes away.
So you walk three minutes there, three minutes back.
You have one minute in the bathroom.
Otherwise, you're going time off task.
If you reach 30 minutes time off task...
It's a write-up.
Three write-ups, you're fired.
So it's all very Pavlovian.
You got to stay on the gerbil wheel.
But again, you're using Amazon speak.
Explain to me what you were first saying, because this is key, about damaged items and what you're encouraged to do.
So this project I worked on, it was called the Dumpster Divers, okay?
So what we were doing was trying to find the oversight for the product that would go through the returns process.
And the returns is enormous.
I mean, right now they have about 425 stations packed to a brim right now because it's peak right now.
And we have returns flowing in and out of there all day long.
We process upwards of 200,000 to 250,000 items per day, per 20 hours.
Just at the facility, at the factory farm that you worked in.
Just at the facility that I worked at alone.
It was expected of each employee to hit 270 items right now each day, or else you're potentially going to get a write-up by the end of the week.
So this isn't just packaging something.
Because I saw something like 10 seconds per item to package.
You're trying to look at something, see if it's returned, pass it on.
I mean, how do you do that?
I mean, how do you do...
So here's how the flow would work.
The items would come off a truck.
People would throw them onto a conveyor belt.
They'd have like eight people.
Cutting the boxes open.
All the items flow down a conveyor belt.
There's 22 people on each line on each side of the line.
So basically what happens is the people at the top of the line will pick the easiest items to process and they'll push the bad stuff down.
So as this bad stuff goes down, the people who are stuck at the low end of the stations tend to get lower rates because they're getting big items like Columbia down jackets, prom dresses, costumes during the Halloween season.
What have you.
I mean, you can get anywhere from...
So it's the ultimate class system.
You're supposed to just, in a few seconds, pull out a Halloween outfit and see if it's broken or not, process it.
Yep.
You have literally a minute and 50 seconds or so with each item to scan it into the system, pull it out, inspect it, make sure there's not been worn stains, what have you, because, I mean...
And so is that why they have the images of everybody totally exhausted?
I mean, just hearing this shoots my adrenals.
It actually wears you out mentally and physically because, I mean, we would be pulling 10 to 11 hour days.
You know, this time of the year, it wasn't nothing for us to pull.
By the way, you're not just putting bottle caps on.
You're looking at names, info, what's broken, what is the millions of items, what is this, is it good, is it bad, transfer it.
But it's okay because it's liberal.
As long as you're a slave driver and you're liberal and your eyes don't point the right directions, then it's trendy, just like Apple and Foxcom and suicide nets and forced abortions and 18-hour workdays.
As long as it's liberal, it's okay.
Here's where I think the trend is pushed that way, Alex.
So what we found in this Kaizen project was that when we would go through and do a second pass on these items coming directly from returns to go to this refurbished area that I specifically worked in, this area would take the items that were dirty with rocks in the shoes, mud on the shoes, or deodorant stains in the underarms of shirts, or it smells like body odor because a girl wore a club dress out for the evening.
And that's where you were supposed to try to repair it.
So what we did was we stepped in between refurbish and returns to see what we could recover that was being misidentified by the employees in the returns area, because there was a major issue with learning trends, language barriers, and just overall lackadaisical trends because of the overall watch of your quota and the time off task.
So people would just grab an item so that you get a big Columbia jacket, like one you wear for a winter coat.
That item's huge.
To inspect it, to go over it, to clean it, to do all the things necessary, it's easier for you to just grab it, tag it, throw it into the damage area, and that item, if it was owned by a third-party vendor, would be pushed along the damage land.
This area is just basically limbo for all these damage items, and I mean, we would store thousands every day.
Purgatory!
Purgatory.
So what Amazon would do is they would contact these third-party vendors.
They would tell them, these items are damaged.
Do you want us to buy them from you at a reduced price?
Do you want us to destroy them?
Or do you want us to ship them back to you?
So what you're saying is they would say it was damaged without really inspecting it, and they used the hurriedness of it to have a human say it was damaged when it really wasn't.
They used the speed to create the fraud.
Yes.
So our project, we were recovering 30% to 35% of these items that were damaged.
As actually being new or able to be cleaned up as far as like, you know, using a lint brush to pull some pet hair off or something like that because returns didn't have many tools at their disposal to process.
I was about to say there's a whole other angle here of people buy stuff on purpose, wear it out, send it back out and people think they're getting something new and really, you know, a lady's been out for three days in Vegas wearing it.
I could tell you a litany of tricks.
That we use to take off deodorant stains from shirts.
They have an ozone machine where they stick it in there trying to get body odors off of items to try to resell them.
I want you to start because this is horrific.
People think they're buying clothes, new clothes, and they've literally been already worn by people.
And we're going to learn about the process of covering that up.
So take your time.
Get into the process.
Get into the bed bugs.
Get into everything.
I want you to just talk and talk and talk.
Okay, that's not a problem at all.
I've been holding this in for a long time, and this is something that I directly brought up to their leadership, senior leadership, management.
Anybody I could, I'd try to question and understand why things were happening, what we could do to fix them, because I was bought into the overall, we're about the customer, and that's not true at all.
They're about Amazon.
That's all they're about.
So basically, with the clothes, we would inspect them.
Hustle through them.
Most associates would skim through their items, if not bypass big items, large items that were too heavy to handle or, you know, too bulky.
You get a prom dress, I'm a 6'2 man, and you hold it up to your head and it's still touching the floor, and it's got ruffles everywhere.
It's going to take you 5-10 minutes just to inspect that dress alone.
You don't have that time, so you're just going to toss it into a bag, label it damaged, and don't really care about what happens after that.
Most people didn't care what happened after that because it wasn't their money going out the door.
But I questioned it because I was basically the one who ran grading for almost two years.
And grading is basically where you take damaged items that have been processed out, bought back from the vendor, and you inspect them to see what kind of grading condition they are in.
So I would find items that were perfectly good condition, tags still on them, and I would ask the managers, why couldn't we make these new?
And they would say, well, they're already bought from the third-party vendor.
And I'm like, okay, so, you know, we still can't, you know, tell them that their item is still in good condition and redistribute it through there.
No, it's already bought.
It's a done process.
It's it.
But I kind of thought that was weird to begin with, but I didn't question everything because I didn't know the whole process throughout until I got into the Kaizen project.
And that Kaizen project opened my eyes to everything because when we were first operating the Kaizen...
We implemented that second path where we'd inspect items without using returns processes or while using return processes.
We made sure not to use refurbished processes because this is something that the vendors who purchase their Amazon merchant, I guess it's the system that they buy into Amazon, so they handle their items.
We call them third-party vendors.
They would purchase the refurbished process.
So if they didn't have that...
That's where these items would stop if they're labeled damaged in return.
No, I get it.
So by saying everything's damaged or more of it's damaged, you get to devalue it with the person that first sold it to you to then actually then resell it for more later.
So they would buy it at 30% to 40% of the price.
When I would deem these items and go through grading them, I would label them anywhere from 75% to 90% of the price.
So they're literally making more off of buying these items damaged and selling them.
In whatever condition they can at an elevated price than they are making the 3% to 5% processing fee that they make when they're actually just doing the actual process.
No, I get it.
And then they use the damage clause to take control of the product, tell you it's damaged, you sign off, they take it, sell it for more.
Exactly.
So what I'm saying is I think these third-party vendors, especially major vendors like Nike, Levi's, what have you, Columbia, I don't know who all the vendors were because we just...
We've dealt with numbers.
They're all identity numbers.
So we didn't know who the actual owner was.
But these large vendors that we would see, they're potentially losing millions, Alex.
Well, sure.
I mean, the whole story of Amazon is about deception, manipulation.
Here's where we're at.
The project we worked on, when we got to the estimation value phase, we estimated it at $29.7 million a year.
So they sent it off to approval.
I mean, we had cheers.
We put on a big proposal meeting in front of all senior management.
We had cheers in the building.
We had people from Seattle listening.
We had everybody listening to this.
They know what I'm talking about.
After the project went to approval stage, which goes to Seattle, they came back.
The managers that we were working with on the Kaizen kind of just got hush-hush.
They didn't really say much to us.
They told us that we were going to get a pizza party.
We could get Kaizen as a gear, which is an award we didn't even know was about.
Pizza party?
Yeah, a pizza party.
And then they offered us a shirt.
We didn't get either, though.
Okay.
So I finally confronted the manager asking him, what happened with the project that we worked on?
What's going on with it?
And he was like, you could see in his face that it was kind of disappointment.
And he said, well, it's valued at $1.7 or $1.9 million.
And I'm like...
How did it go down so much?
You know, because the guy doing the numbers was supposed to be, like, extremely good with numbers.
Everybody was boasting about how good you could just use a human calculator, they called him.
So I was like, how did his numbers get so bad?
And he was like, well, it's just, you know, they're saying that they don't want to go through the refurbished process, so we're going to scrap that and just keep the Amazon products going through that second path, and it was going to keep doing what we normally did.
And I spoke to a person that I worked with on the same, not the same project, but she works in the same area with me, and I can confirm to this day they are still doing the same system and the same waste, and everything is just being skimmed over and pushed through with a worry about rate and not the items that are actually happening.
Well, we hear now that it's just absolutely hellish.
I want to get into the conditions inside these plants with our whistleblower Adam, former Amazon.com employee.
What about...
The 75% immigrant number.
What about the trends?
What about all the other important information?
You sent me a whole breakdown.
It's pretty powerful.
Yes, sir.
So when I was working there last year, about this time of the year, maybe a month or two earlier, so it was about October, November, we started getting a heavy influx of immigrants.
And there were Spanish speakers, heavy Spanish speakers.
And this was basically right after all the Cuban...
What was that?
The lift on the Cuban ban and all that stuff happened.
We noticed that it was a large amount of Cubans coming in.
And people in return started asking them where they were coming from.
Well, they were all from Dade County, Florida.
I guess Amazon had contacted a temporary service employer down there, and I guess they had a bunch of immigrants that, you know, just either immigrated over or had family members ready to come over.
And they just bust them on up to Kentucky, and they filled us up with immigrant labor.
And from there on out, it's been just a trend of, in comes the immigrants, and out goes the American workers.
And like I said, when I quit, which was in February, it was 50-50.
And I just I couldn't take any more of it because, like I said, you know, when when Trump implemented the travel ban, they instantly the next day there was memos all over the walls saying how they're going to fight for the immigrant employees, how they mean so much to them.
And they are the major asset to Amazon process.
And they're going to fight it in Congress and they're going to fight it.
Sure, because that's the group they exploit.
This is an emergency transmission.
From FEMA Region 6 in occupied North America.
The.
There is a war.
It's happening now.
It will decide the fate of humanity.
The time to choose sides has come.
We are the resistance.
We are the InfoWars.
Adam, what brought you to this point?
To finally be ready to whistleblowing And what do you think suddenly brought all these other people suddenly to start whistleblowing against?
Amazon, when they've been known, when you talk about sweatshops, you talk about Pavlovian conditioning, you talk about the closest thing to Chinese slave labor.
How did it come to America?
Well, it's got a liberal icing, so it must be okay.
But what made you decide to speak out?
Well, honestly, it's just Amazon, as close as I compare it, Alex, is ran like the government.
Need to know, compartmentalized.
And they tell you what they want you to know.
Other than that, you can guess.
So I guess they keep doing that to people and they keep pushing the people out who are trying to help them and trying to benefit the customer as well as Amazon's name.
Meet resistance every time they try to.
They're going to keep getting this because all they're doing is digging a hole and pushing out the American employees who are trying to help them out and grow while they're showing how much they favor their immigrant labor.
In favor of them.
And it's proven with the memo that they placed on the walls the day after the travel ban went into effect.
It was disrespectful, honestly.
Well, sure, they're globalists that want to bum-rush the country and then exploit these people.
And Bezos is like a cancer into Whole Foods and everything else.
He's just using this again.
You said government-run.
The people that run our government run Bezos.
They are the parasite.
No, I don't doubt that at all.
But, you know, they're hiring the multicultural immigrants.
I don't see it as an extreme problem, but the way that the trend goes with the push-out of American employees in favor of these immigrants that they can just seem to find everywhere.
I don't know where they're bringing them in from, but they just pop up everywhere.
There's always a new group coming in.
And these employees, they don't follow the rules established by American employees.
So they have, you know, they have prayer time allotment.
They drive the wrong way and employ parking.
We had a couple people who got hit.
We have hostile actions when we're going to lunch breaks.
They're pushing, shoving.
They look at you like they're ready to attack you sometimes.
With the high cultural tensions in the country right now, you don't know what's going to happen sometimes.
The high-stress environment there with the constant timers.
And just watchdogs on you, and they're always on your every moment and every movement that you make in the warehouse.
It's almost a boiling pot.
And I was starting to get worried about a potential terrorist attack because we would bring it up in employee meetings and they would never address it.
We would just say, you know, what's the plan if this was to happen?
Or is there any security in effect that could, you know, defend us in case something happens?
And they said, we have plans in effect.
We trust in them and leave us clueless as to our safety.
And it was the same thing for weather events or anything.
They didn't want you leaving their station until they told you to.
So your life was in their hand.
Adam, I want you to continue with where you were going with this because it's so critical.
But to explain, it's not you against the immigrants.
When you study social engineering, it's critical to understand that historically...
They make the underclass not have to follow all the same rules, regulations, and taxes as the middle class or the highest level poor class above them because they're there to undermine the system and bankrupt it while there's consolidation.
So they're using, again, as the giant sucking sound, the people that can drive the wrong way.
You know, have prayer time whenever they want, wash their butts, you know, in the sink or crap on the floor or do whatever they want.
I didn't even get to that yet.
Because those are groups they get to exploit and control.
And there's Democrat kingpins above them that make those families, like with the Gulan network, pay up to half their paycheck to them.
So those are slaves.
They're particularly protected because Americans, you don't want them.
Whether black, white, Hispanic, Asian, they've learned to be uppity and have some rights.
You want those immigrants to exploit them.
That's why you act like you love them so much.
That's exactly how it felt, Alex.
You nailed it on the head.
That's exactly what it felt like.
I mean, just constant suppression of the American worker while the immigrants get a pass on everything.
It made you feel like nothing but a number.
And that's exactly what you were.
If you didn't meet your quota, if you didn't meet your time expected.
On process, if you didn't have everything met to a T, you're rode up and you're walked out the door.
I've seen hundreds, if not, you know, near a thousand people walked out in my time there and if not heard about or knew somebody that was walked out and, you know, and the other half were quitting because they were tired of it.
They couldn't take no more.
It was just a burnout of all the, all the trends that you would see, you know, the people would wake up and walk out.
Me, it took me a little longer because I went there for...
I went there to make a career of it, Alex.
I took a degree there and I wanted to move into a certain field and my field that I was looking at was downsized from 20 to 12 to 8 and I basically gave up on that.
I gave up on trying to work my way up there.
And, you know, I did everything I could.
I was the model employee.
I tried to figure out problems.
I tried to help employees.
I trained management.
I trained leadership.
I did everything I could to help that place out, and I never got one thing back from it, not even the pizza party or the t-shirt that I was promised when I was potentially saving them $30 million.
So, you ask why I'm doing it, it's right there.
They just disrespect you the whole way.
Oversights with the processing.
I noticed a long time before that lots of clothes were being pushed through the grading process, and they weren't supposed to be there.
So I would ask the managers why we couldn't make those items sellable, and they would explain to me that these items are owned by third-party vendors.
We bought them used, but we can't sell them new anymore.
At the same time, we would take blue jeans with no stickers or tags on them whatsoever, and we would sell those as new items.
And this is a practice that I didn't understand why we did so.
But when I asked the managers, I was met with resentment and told not to think that way.
And I would bring up, you guys told us to think about the customer every time that we process an item.
And he would tell me, well, don't think like a customer at that point in time.
It was just kind of double standards.
And it just got irritating after a while.
New machines come in.
Ozone machines.
We would take shoes, dresses, shirts that were all worn.
They smelled like they had body odor on them, but they still looked like they were clean.
So they would tell us to put these items into the ozone machine and try to get the body odor off of the item.
If this item came out smelling somewhat decent, they would run it through the normal process, and sometimes that item would be labeled as new.
In refurbished, where the worst of the worst items come through, they encourage us to try to get about a 40% recovery rate.
So this is meaning that we're taking items such as shoes, shirts, dresses, costumes, what have you, and we would try to clean these items as best as we could, as fast as we could, in order to try to make them.
We had so many tricks.
Sponges for deodorant stains on the shirts.
We would put alcohol on the bottom of shoe treads to get the black marks from the concrete off of them.
We had an entire toolkit entirely dedicated for covering slightly items.
We would clean, fold the clothes, rewrap them, restuff the shoes and boots, and we would try to make them look as brand new as possible and force them along.
You know, there were some questionable tactics.
Bathing suits.
If the item was for a size 12 and under, they considered that for teenagers or children.
So these items didn't have to have a sanitary strip in them.
So if they were sold and tried on, they're potentially being resold to other customers with somebody else's, you know, body fluids on them.
And that was something I didn't like at all, you know, with the adult.
With the adult bathing suits, we would push those and if they didn't have the strip in them, those were automatically damaged because there was a potential for body fluid and we didn't want to pass it along.
But when it came to kids, we didn't worry about it.
It was just something I felt was a little odd.
And then we got to the real major issue that I thought was not handled properly at all, which was bed bugs.
With the count of items that we brought in, millions upon millions every week.
We would show up with bed bugs, or we would have bed bugs show up every three months, sometimes more often, sometimes a little less, but all they would do was section off the area, they would wrap it with caution tape, follow the item back to where it came from, section off that area, and then they would wait for Black Diamond exterminators to come in and spread the areas that were found to have bed bugs near them.
This sometimes would take five, six hours after they would caution tape it.
And you ask me, those bugs don't care about caution tape.
They're wandering around.
They're doing their thing.
I don't know what they were thinking, but they didn't handle that at all the way it was supposed to be.
And then, you know, I think it was last year, GE found bedbugs in their plant that made washers, and it made local national news.
Amazon never, never brought that to anybody's attention.
And we're dealing with clothing that's going from house to house, from country to country.
That, you know, it could be potentially spreading all kinds of issues across the country without anybody's notice because they're buying clothes that they think is new.
Now, there's a real reason for these practices by employees that it just encourages lazy practices.
And it's all centered around the quotas.
You've got constant timers on you.
You're expected to do so much per day, so much per hour.
So much per minute.
At that same time, you're working 60 hours a week and you're on your feet standing on hard concrete or mats that are just not cushioned well enough to support you and do nothing but twist and manipulate your back in ways that you can't think of.
And you get ground out.
I almost referred it to a sausage factory.
I mean, the employees would walk out or walk in and they would come out just beat up and wore out and nut the shells of themselves.
It was terrible.
And these trends would create a fake it till you break it mentality.
You got employees who would just look at items.
Sometimes they wouldn't even break the seal on an item.
They would just put it into a tote without even looking at the item.
And I would bring it to management attention and nobody would say anything.
I would ask, why are they allowed to do that?
Why are they allowed to hit such high rates when you know that they don't?
Make the items go through the same processes that you're supposed to.
And they would basically tell me not to worry about it.
That was for the management to worry about.
And it would continue.
And that's what would happen is each employee who cheated the system would tell their friends how they cheat the system.
So you've got people who would process 40 or 50 items an hour without looking at one of them.
Just to give themselves an hour break so they can scan the items whenever they want in order to have an easier day.
Or you'd have people who would walk away from their stations and they have a friend next to them and they'll scan their stations for 10-20 minutes while they do whatever they want to do off the clock and come back and their jobs will stay.
At the same time, there are certain job areas where you're not allowed that same Lackadaisical watch over because the computer is not able to watch you.
These roles are called indirect roles.
And there is where they would put all the physical labor.
And this is where they would basically wear you out.
If you didn't produce what they expected or you weren't really fitting in with what they were trying to do, it would push you to these indirect roles all the time.
And it was almost like a way to...
Break the people who didn't want to be there or break the people that were causing issues because those roles were generally roles that most people didn't want to do just because it was more physical or more strenuous of the day.
During the peak month, peak exasperated these trends.
We would have an influx of employees.
We would sit at about 800 employees during the normal month.
During peak, we would have 1,200 to 1,500 employees during the day.
So many that we would have to bust in employees from other parking lots across the street because there wasn't enough parking spaces for the employees there.
With this influx of employees, there came no training.
Most of the people there were immigrant laborers.
Most of them didn't speak English.
And this is another trend that we had was the UI that we utilized did not translate except to Spanish.
And this was only...
Partially translated.
The other part was still American.
So I would be over in returns processing with an immigrant and they would tap me on the shoulder every item asking me where items should go.
Where should it go?
Where do I answer?
And after a while I started looking and I could see everybody was doing the same trend of asking everybody where it goes if they could find somebody to help them out.
So it was just it was a Here's a big question to me, because I didn't understand why bringing all these people who didn't understand the process, who didn't understand English, who couldn't really produce the same amount as a good paid American worker, why would they bring these people in here?
And then they would encourage them to have power hours during peak.
And this was the worst of the worst.
I mean, here's where they encourage people to process as many items as possible in an hour's time.
You would see people who would process items 27 an hour.
It would hit 85 an hour.
There's no possible way they could do this without cheating the system or not looking at the items.
And still, the management would encourage them and give them gift cards or whatever the prize would be for these power hours that they would run.
And that basically smacked me in the face and told me they don't care about what the quality of the item is.
They don't care about the customer who gets it.
They don't care about the vendor item.
They don't care about who owns the item.
All they care about is as long as their numbers look good to Seattle and they're producing at a certain rate, that's all they're worried about.
Amazon's money is still free flowing because they're recovering most of these damaged items that are being processed incorrectly in the warehouse deal cell.
Once I realized it was easy to see, but it took me so long to figure out and put all the puzzle pieces together, it took me...
Almost two years to finally understand why they did what they did with the items that were damaged or weren't damaged and why they just brazenly looked past all of these issues.
Management.
Management's by proxy.
Most managers stand over their computers all day.
They stare at the system that tracks the numbers, the processed items, the employee time off task, all this stuff.
This is all they worry about.
So whenever something meets...
The employee on the lower level of eye that concerns them or could be changed, most of the managers didn't understand what you were talking about.
And this is for multiple reasons.
Most of the managers would transfer every six months.
It didn't matter where you were at, what you did, what you knew about the building.
They would transfer you.
You would go from outbound to returns, from returns to another building, and I've seen plenty of them get...
Sent off to different states to try to open up another area.
And I don't think the state moves were forced, but the building moves, those were forced.
They didn't have no choice.
So when I told you you had to go here or you're going to a different department, that's it.
You're going there.
And, you know, when you're telling managers to train employees and teach employees how to do their jobs correctly, you should have a base knowledge level of what you're working with and what you're working on.
And, you know, I had an issue with one manager because he was trying to have me train a leadership.
I told him, you know, I don't understand why we keep getting leadership from different areas of the building or different areas that have nothing to do with what we're working with.
And he was trying to explain it to me, explain it to me.
And my manager, he used to be a basketball player.
So I asked him, I said, well, let me just ask you this way.
If a manager or if you were a basketball player and your coach got fired or your coach got transferred, And they brought in a soccer coach to coach your basketball team.
Would you listen to him the same way as your old basketball coach?
Or would you think you have some questions about this guy's knowledge about what he's asking you to do?
And from there on out, that manager didn't like me at all.
I probably shouldn't have said that.
But at the same time, I was justified.
Because how can you expect a manager who knows nothing about the job to save an employee's job?
When they know nothing about it either, and they're just trying to make sure that they're meeting the system's requirements in order to make sure that they're not going to be walked out the door.
It was a bad trend that I couldn't be a part of it anymore.
And like I said, I went there to make a career, and I thought for a little while that I wanted to be a manager.
And after what I witnessed with the constant walking of people out, undercutting of ideas from employees.
It seemed like everybody was there to step on everybody else's toes in order to climb up the ladder as fast as possible and get to wherever they were going to.
Growing in a company is something that I'm all for, but at the same time, I've got morals behind me that it makes it tough for me to make decisions like that.
It's going to just trounce on all my beliefs and how I think things should be done.
That's why I'm sitting here today letting all my information that I gathered out.
I do have a warning for customers and third-party vendors.
The customers, I can tell them what to look for.
If you're ordering shoes or clothes, look for generic brown boxes.
Those shoes are notorious for being already returned items.
Most of the time, the boxes are crushed as they're sent back, so we have to restock them in a new box.
So those shoes, even if they have the original box, check them carefully inside and out.
Sock fuzz, rocks on the bottom, small stains.
Make sure they're new because there's a chance those items might not be completely new.
They may have been worn by somebody for a day or five or a week or two, depending on how carefully they were with the item.
The same with your clothes.
Inspect your clothing carefully before opening the bag.
Check it.
Make sure there's no bugs floating around in it.
Make sure there's no carcasses or anything like that that would maybe potentially infest your house in something you don't want.
After opening the bag, check the clothes for deodorant stains.
Smell them for perfume or cologne.
Check them for missing tags or holes in them.
Amazon even implemented that ozone machine that I was talking about to try and eliminate the body odors covered by associates.
Go through them thoroughly.
If you're questioning them, send them back.
There's no reason not to.
They'll give you your money back.
Try to get another item or go elsewhere where you can actually make sure the items are made.
Major large-scale third-party vendors.
I would tell them, try to recover your items.
When they call you and tell you we have such and such items deemed damaged already, don't take their word for it.
I'm promising you that there's about 30% of those items that could probably be recovered as new.
There's a great amount of money that's being lost, and these trends are allowed to keep going, and I just think that somebody needs to stop it, and if a third-party vendor can go through and see how much they can potentially recover from a load of damaged items, they would have more evidence than I can with this statement that I'm making today to go forth and actually prove that there is major issues with Amazon's third-party vending practices, and they're basically squashing the brick-and-mortar stores.
And your mom-and-pop stores that are trusting them to handle their items and utilizing them to sell their items because they're a global market now.
They're totally crushing the economy as far as sales go online.
So you almost have to join them or else you're going to be completely out of the picture.
So yeah, there's also sanitary conditions with the immigrant labor there.
You know, we would have numerous times we would go into the restrooms and we're the...
The Middle Eastern men, they have a tendency of taking a water bottle or a 20-ounce Coke bottle, and they'll poke a hole in the top of it, and they'll fill it with water, and they stand over the toilet, and they'll spray themselves to wash themselves off after they use the restroom.
And they would create messes all over the floor, and you would walk in there, and you would have to walk to three different stalls to find one that wasn't, you know, covered in crap water from the last person who was in there washing themselves off.
The women had problems with going to the restrooms, and they would see the women with their dresses pulled up, and they'd be washing their vaginas off in the wash station.
And it got so bad that people were complaining, and management put up posters talking about, these things are only for hands only, and they had a little rabbit in them.
But these were only in American.
They weren't in their language.
So I don't understand if they were supposed to know what this meant or not, but it didn't fix anything.
They just kind of put them there to make us employees that were complaining about it feel like they're trying to fix the problem.
We even had issues where some of them were taking the spray bottles that we used and refurbished to clean the items and they would take them to the bathroom to clean themselves with it and they would come back with them.
We got on the employee that was doing that but it was it was shocking what we were seeing there and you know who knows how these people were treating the clothes that they're handling or what they had on their hands when they were handling these clothes.
It was insane.
I didn't know what to think about it, and it was just another reason for me to just take myself out the door because it was just a trend that I didn't want to be a part of.
You know, I've got to say, Adam, studying Amazon and watching what they've done and hearing you talk about it, I feel like I'm you, and I think everybody watching and listening does, and commerce is great.
Products are great, but we've got to have it at a decent level of humanity, or we lower the market.
It's a giant sucking sound that Ross Perot talked about.
To watch them exploit immigrants, to talk about how much they love them, to watch them play everybody off against each other, poor folks from the area you're from, poor folks from Cuba, it makes me sick.
And it's all done for market dominance.
So, again, Adam, thank you so much for spending time with us.
I really appreciate your courage.
I couldn't have said it better, Alex.
I appreciate your time, and I just appreciate the opportunity to let the customers and the vendors who utilize Amazon to hear my story and kind of get a better insight of what's going on behind their closed doors.
Thank you, Adam.
Well, that's it for this transmission, and obviously we take a risk putting this out.
These are very litigious, wicked organizations we're up against, and I mean, they really are wicked at every level.
But again, it's the viewers and listeners of this transmission that...
Fund this operation to allow this type of revolutionary information to even be there.
So thank you all of every race, color, and creed.
There's only one race with red blood.
I salute you all.
I want to thank you all.
That's it for this hour.
We'll be back with more straight ahead.
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