Jen-Hsun Huang co-founded NVIDIA Corporation in April 1993 and has served as President, Chief Executive Officer, and a member of the Board of Directors since its inception. Under his leadership, NVIDIA has become one of the largest fabless semiconductor companies in the world. NVIDIA has received numerous business and technology awards during Mr. Huang's tenure, including Fortune's Fastest Growing Companies, Wired Magazine's Top 40, and Stanford Business School's Entrepreneurial Company of the Year. Mr. Huang has served as on the Board of Trustees of the RAND Corporation since 1999 and is often invited to speak on technology and business trends at industry events. Prior to founding NVIDIA, Mr. Huang was Director of Coreware at LSI Logic and a microprocessor designer at Advanced Micro Devices. Mr. Huang holds a B.S.E.E. degree from Oregon State University and an M.S.E.E. degree from Stanford University.
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Ma'am. You talk a little more about how you convey your vision to your employees and how you keep that sense of urgency in them so that they continue improving themselves. So the question is, "How do I convey my vision to the employees and how do we convey a sense of urgency?" First of all, you convey your vision the good old fashion way and it's about telling a story. I'm not the best storyteller in the world. I don't enjoy public speaking actually. And if you were to give me a choice right now between doing this versus just answering one of the emails and I'll give you all my email address. You could all send me an email and I'll be glad to respond to it. I'd rather do that. You know, I'm still an engineer and I'm introverted by design I guess. And I don't find myself particularly articulate. And so, I don't enjoy the process of public speaking. But you have to force yourself to do it. It's for a good reason. It's for a good cause. I have to admit that speaking to invidious employees is the single most intimidating thing that I do. It freaks me out, OK? And the reason for that is because I respect their times so much. And I know how important the meeting is, that you know, in your own mind the bar on the responsibilities are extraordinary. But you have to put yourself and I'm speaking to engineers here. You have to force yourself to communicate at a bigger picture level and to force yourself to practice. And it's something that overtime you get better in. In terms of how do we communicate a sense of urgency, just through action. They have to see that when I make decisions or when I do something or when something is near my scope of influence, that I do it with a sense of urgency. And it's amazing what that does. People simply pick up those habits from you. If your CEO works hard, you'll work hard. If your CEO cares, you'll care. If your CEO loves his company, you'll love this company. If your CEO is passionate about the work that we do, you'll be passionate about the work that we do. If your CEO does everything with an extraordinary sense of purpose and intensity and sense of urgency, you will too. It's amazing what happens when you're a leader of anything. Whether you're a leader of a project team or, right? As I say that, you could almost everybody just, "Yeah, yeah I get it," leader of a project team or leader of a lab team. The behavior and the values and the habits of that leader has an amazing way of rubbing off on everybody else.