Jason Hall

Companies are trying to establish themselves as having dominant products that answer lots of problems, and that there's a path for not just people, but businesses to buy those AI capabilities

or the SaaS companies to start integrating AI based on those models.

I think it's just too early for that.

But I think what we are going to see is, we're going to see all of the big players continue to spend a lot of money with all of these other potential solutions to try to figure it out.

But I think we're still a few years away before we see a clear alternative answer to CUDA and Nvidia.

Yeah, so the way I think about this idea of these sorts of businesses and thinking about ethics and how businesses treat all of the different stakeholders is really focusing on incentives for management.

Because that tells you a lot about how businesses tend to do over the long term.

And one of the things Schneider's always done pretty well is they...

Things like their CEO, part of his compensation is tied to organic growth, not just buying revenue.

HP is a great example of corporate mergers that destroyed value and didn't create value, but management got paid because it made the revenue line go bigger.

Doing things that are tied to creating value is important.

If you're focused on that as a manager,

you're going to do a lot of creating value for more of your stakeholders as well.

I truly believe that.

The thing about Snyder that's compelling to me as a business in this moment, we were just talking about AI.

How is AI affecting regular people?

It's making energy costs skyrocket.

It's putting pressure on grids and developed countries in very real material ways.

Schneider Electric, their business is all about efficiency and automation at industrial scale.

And they're very, very good at that.