Lex Fridman

What were those discussions like, deciding as a company, risking everything?

But that's more of a conversation with the board convincing them, but you psychologically.

Because NVIDIA has continued to make bold bets that predict the future and in part, especially now, define the future.

So I'm almost looking for wisdom about how you're able to make those decisions, to make leaps like that as a company.

So you envision the future.

Yeah.

And you essentially, from a sort of engineering perspective, manifest it.

But it's not just inside the company.

You're shaping the landscape, the broader global landscape of innovation.

Like putting those ideas out there, you really are manifesting reality.

Yeah.

So one of the things you've been a believer for a long time is scaling laws broadly defined.

So are you still a believer in the scaling laws?

Yeah, we have more scaling laws now.

So I think you've outlined four of them with pre-training, post-training, test time, and agentic scaling.

What do you think, when you think about the future, deep future and the near-term future, what are the blockers?

that you're most concerned about that keep you up at night, that you have to overcome in order to keep scaling?

But there's a tricky thing there that you have to anticipate and predict, which is some of these components, it requires different kind of hardware to really do it optimally.

So you have to anticipate where the AI innovation is going to lead.

For example, make sure you're experts with sparsity.