Dr. Morris Chang

That was only the very initial plan. We were never going to stop there. I mean, we were just talking about learning. You know that. How could we plan to stop? If I didn't know anything about learning curve, I would say, yeah, maybe we'll stop after two perhaps, you know. But I was a serious student of learning curve. And I would never stop at just two perhaps.

That was only the very initial plan. We were never going to stop there. I mean, we were just talking about learning. You know that. How could we plan to stop? If I didn't know anything about learning curve, I would say, yeah, maybe we'll stop after two perhaps, you know. But I was a serious student of learning curve. And I would never stop at just two perhaps.

No, I saw it coming. And in fact, I just had dinner, oh, two months ago, at dinner with the first guy, Gordon Campbell, Gordy Campbell. Have you heard his name? Mm-hmm. Anyway, Cordy Campbell came to see me in General Instruments in my final months at General Instruments. He came to see me. He did not know that I was leaving. Frankly, I did not know when I saw him that I was leaving yet.

No, I saw it coming. And in fact, I just had dinner, oh, two months ago, at dinner with the first guy, Gordon Campbell, Gordy Campbell. Have you heard his name? Mm-hmm. Anyway, Cordy Campbell came to see me in General Instruments in my final months at General Instruments. He came to see me. He did not know that I was leaving. Frankly, I did not know when I saw him that I was leaving yet.

But the reason he came to see me at General Instruments was that he wanted to Funding, he wanted investment from General Instruments. $50 million, he said. He wanted to start a new company. $50 million. So I said, do you have a business plan? No, it's all in my head. So I said, well, I need at least a business plan. I mean, I have to go to the board of General Instruments.

But the reason he came to see me at General Instruments was that he wanted to Funding, he wanted investment from General Instruments. $50 million, he said. He wanted to start a new company. $50 million. So I said, do you have a business plan? No, it's all in my head. So I said, well, I need at least a business plan. I mean, I have to go to the board of General Instruments.

So he said, all right, I'll send it to you within three weeks. Three weeks later, there was no business plan, and I was interested because I knew that he had a good reputation of starting companies. So I called him, and he said, ah, Morris, I'm sorry I didn't send you anything because I don't need you anymore. I said, how come? He said, I don't need $50 million anymore.

So he said, all right, I'll send it to you within three weeks. Three weeks later, there was no business plan, and I was interested because I knew that he had a good reputation of starting companies. So I called him, and he said, ah, Morris, I'm sorry I didn't send you anything because I don't need you anymore. I said, how come? He said, I don't need $50 million anymore.

I need only $5 million, and $5 million I can gather up very easily. I said, why do you need only $5 million? He said, I'm not going to build a fab. See? That was the start for me. that there will be fabulous companies. Another guy came to General Instruments and said he had already started a company, which was called Atmel, A-T-M-E-L. And they did not have any fabs.

I need only $5 million, and $5 million I can gather up very easily. I said, why do you need only $5 million? He said, I'm not going to build a fab. See? That was the start for me. that there will be fabulous companies. Another guy came to General Instruments and said he had already started a company, which was called Atmel, A-T-M-E-L. And they did not have any fabs.

And this guy wanted General Instruments to make the wafers for them. And back then, General Instrument had empty fabs. So I said, I told the semiconductor manager of General Instrument, I said, go ahead and work with him.

And this guy wanted General Instruments to make the wafers for them. And back then, General Instrument had empty fabs. So I said, I told the semiconductor manager of General Instrument, I said, go ahead and work with him.

Well, at least I had a glimpse of it, you know. So, Atmel, you know, and they were still fighting. I mean, Atmel, he wanted the fab to be run his way. Now, of course, the General Instrument Semiconductor Manager wanted to run the fab his way, you know. General Instrument owned the fab anyway, for heaven's sake, you know.

Well, at least I had a glimpse of it, you know. So, Atmel, you know, and they were still fighting. I mean, Atmel, he wanted the fab to be run his way. Now, of course, the General Instrument Semiconductor Manager wanted to run the fab his way, you know. General Instrument owned the fab anyway, for heaven's sake, you know.

So that was just a very early situation in which the difficulty and the advantage of running a foundry business already appeared. The difficulty was, you know, you have to satisfy a lot of customers, you know. And everyone, you know, wanted the factory to run his way, you know. But you can only run FAP one way, you know, which will satisfy more or less all the customers.

So that was just a very early situation in which the difficulty and the advantage of running a foundry business already appeared. The difficulty was, you know, you have to satisfy a lot of customers, you know. And everyone, you know, wanted the factory to run his way, you know. But you can only run FAP one way, you know, which will satisfy more or less all the customers.

And the advantage, of course, is you have a lot of customers. Well, we can't thank you enough, Dr. Chang.

And the advantage, of course, is you have a lot of customers. Well, we can't thank you enough, Dr. Chang.

All right. Very good. It was my pleasure. Even though it's the first time in a long, long time that I have talked so long.

All right. Very good. It was my pleasure. Even though it's the first time in a long, long time that I have talked so long.