Asa Fitch

You know, when you talk about Intel inside, that marketing campaign in the 90s, Those chips that were going in those computers were in large part, you know, thanks to Pat Gelsinger. You know, he did a lot in helping design those things.

You know, when you talk about Intel inside, that marketing campaign in the 90s, Those chips that were going in those computers were in large part, you know, thanks to Pat Gelsinger. You know, he did a lot in helping design those things.

They were going to go full steam ahead, create this contract chip making business within Intel, and use that to fill up its factories and do more manufacturing, basically, and make more money. And as part of that, Intel was going to expand its factory footprint, just build more factories.

They were going to go full steam ahead, create this contract chip making business within Intel, and use that to fill up its factories and do more manufacturing, basically, and make more money. And as part of that, Intel was going to expand its factory footprint, just build more factories.

They were going to go full steam ahead, create this contract chip making business within Intel, and use that to fill up its factories and do more manufacturing, basically, and make more money. And as part of that, Intel was going to expand its factory footprint, just build more factories.

The problem in the chip industry is that you have to make decisions today about what you're going to need several years from now, even five, ten years from now. Gelsinger had to essentially predict many years in advance what the demand might be for these chips and build those factories accordingly.

The problem in the chip industry is that you have to make decisions today about what you're going to need several years from now, even five, ten years from now. Gelsinger had to essentially predict many years in advance what the demand might be for these chips and build those factories accordingly.

The problem in the chip industry is that you have to make decisions today about what you're going to need several years from now, even five, ten years from now. Gelsinger had to essentially predict many years in advance what the demand might be for these chips and build those factories accordingly.

You're betting. It's fundamentally a bet.

You're betting. It's fundamentally a bet.

You're betting. It's fundamentally a bet.

It was. I mean, it was absolutely. And Pat said at the time, you know, it was a bet the company move.

It was. I mean, it was absolutely. And Pat said at the time, you know, it was a bet the company move.

It was. I mean, it was absolutely. And Pat said at the time, you know, it was a bet the company move.

You know, Intel tried to attract customers for its contract shipmaking business. And it had trouble. I mean, the big customers for the contract shipmaking business are Apple, NVIDIA, of course. You know, Qualcomm, there's some others. But Intel had this internal goal that they were going to be the second largest contract chip maker in the world by 2030. And, you know, it's almost 2025.

You know, Intel tried to attract customers for its contract shipmaking business. And it had trouble. I mean, the big customers for the contract shipmaking business are Apple, NVIDIA, of course. You know, Qualcomm, there's some others. But Intel had this internal goal that they were going to be the second largest contract chip maker in the world by 2030. And, you know, it's almost 2025.

You know, Intel tried to attract customers for its contract shipmaking business. And it had trouble. I mean, the big customers for the contract shipmaking business are Apple, NVIDIA, of course. You know, Qualcomm, there's some others. But Intel had this internal goal that they were going to be the second largest contract chip maker in the world by 2030. And, you know, it's almost 2025.

And the amount of major customers that Intel was getting in the door was just, you know, it wasn't huge.

And the amount of major customers that Intel was getting in the door was just, you know, it wasn't huge.

And the amount of major customers that Intel was getting in the door was just, you know, it wasn't huge.