Jensen Huang

Well, first of all, I'm informed by a lot of curiosity.

At some point, there's a reasoning system that convinces me so clearly this outcome will happen.

that this will happen.

And so I believe it in my mind, and when I believe it in my mind, you know how it is, you manifest a future, and that future is so convincing, there's no way it won't happen.

There's a lot of suffering in between, but you've got to believe what you believe.

Yeah.

And, and you, you reason about how to get there.

You reason about why it, it must exist.

And, and, and, you know, I reason, we all reasoned here, the management team would reason about it.

All the people that I, we spent a lot of time reasoning about it.

The thing, the thing that the next part of it is probably a skill thing, which is

you know, oftentimes in leadership, the leadership stays quiet or they learn about something and then they do some manifesto and it's a brand new year.

And somehow at the end of the year, next year, we're going to have a brand new plan, big, huge layoff this way, big, huge organization change this way, new mission statement, brand new logos, you know, that kind of stuff.

We've just never, I never do things that way.

When I learned about something,

And it's starting to influence how I think.

I'll make it very clear to everybody near me that, you know, this is interesting.

This is going to make a difference.

This is going to impact that.

And I reason about things step by step by step.