Jensen Huang

Oftentimes I've already made up my mind, but I'll take every possible opportunity.

external information, new insights, new discoveries, new engineering revelations, new milestones developed, I'll take those opportunities and I'll use it to shape everybody else's belief system.

And I'm doing that literally every single day.

I'm doing that with my board.

I'm doing that with my management team.

I'm doing that with my employees.

I'm trying to shape their belief system such that when I come the day I say, hey, let's buy Mellanox.

It's completely obvious to everybody that we absolutely should.

On the day that I said, hey, guys, let's go all in on deep learning, and let me tell you why.

I've already been laying down the bricks to different organizations inside the company.

Every organization and everybody, many of the people might have heard everything.

Most of the company hears, of course, pieces of it.

And on the day that I announce it, everybody's kind of bought into many pieces of it.

And in a lot of ways, I like to announce these things.

And I imagine that the employees are kind of saying, you know, Jensen, what took you so long?

And in fact, I've been shaping their belief system for some time.

And therefore, leadership...

Sometimes it looks like you're leading from behind, but you've been shaping there to the point where on the day that I declared it, 100% buy-in.

But that's what you want.

You want to bring everybody along.