Jensen Huang

And it doesn't make any sense to me.

The goal of a company is to be the machinery, the mechanism, the system that produces the

the output, and that output is the product that we'd like to create.

It is also designed, the architecture of the company should reflect the environment by which it exists.

It almost directly says what you should do with the organization.

My direct staff is 60 people.

You know, I don't have one-on-ones with them because it's impossible.

You can't have 60 people on your staff if you're, you know, going to get work done.

Yeah.

There's experts in memory, there's experts in CPUs, there's experts in optical, GPUs and architecture, algorithms, design.

And no conversation is ever one person.

That's why I don't do one-on-ones.

We present a problem and all of us attack it.

You know, because we're doing extreme co-design.

And literally the company is doing extreme co-design all the time.

Exactly.

And whoever wants to tune out, tune out.

You know what I'm saying?

And the reason for that is because the people who are on the staff, they know when to pay attention.

Something they could have contributed to, they didn't contribute to, I'm going to call them out.