Quotes of All Topics . Occasions . Authors
People are really capable if you're able to give them the confidence to get something done and paint the picture of where we need to go.
There is a mentality that if you're a long time AMDer, that we're x86: we know what we're doing, and it's just about building better x86 devices.
My dad was going to graduate school at Columbia, in New York, so we moved there. After he graduated, we ended up settling in New York, so I grew up there.
What's important for all of us as chip companies is to keep the innovation going: putting out new products, figuring out how we connect these complex systems.
The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.
We see incredible opportunity to solve some of the biggest social challenges we have by combining high-performance computing and AI - such as climate change and more.
My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.
I am grateful for the continued opportunity to take risks and learn from my mistakes as we at AMD strive to use technology to help solve some of the world's toughest challenges.
I did a lot of engineering things, like taking apart my brother's model car when I was 10. I also played the piano for about 10 years. I auditioned for Juilliard but didn't get in.
Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.
With technological advances, there's a very natural curve between cost and complexity and adoption. When the cost and complexity are high, the adoption rate is - let's call it 'modest.'
My philosophy is, I can't make every product that can possibly use a high-performance CPU and graphics. Why shouldn't I enable others, in a positive fashion, to leverage AMD IP in more places?
The way we want to look at it is we would like to do end-to-end design in India. We've invested for many years, and so at some point, to do end-to-end product in India is very much a possibility.
Gaming is one of those things that's pretty amazing because when you think about it, everybody wants to game; whether you're a casual gamer, or you're an enthusiast gamer, there's a large market for us.
My parents were typical Asian parents, and they do, like all parents, want their children to be successful. They really encouraged my brother and I to study math and science, and that's what we did as kids.
What we're really trying to do is have heterogeneous systems really become the foundation of our computing going forward. And that's the idea that you make every processor and every accelerator a peer processor.
When I step back and look at what's important to AMD, it's about graphics leadership - visual computing leadership - as well as a strong computing experience. We have the capability to integrate those two together.
I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.
My dad was a mathematician and worked for New York City as a statistician. My mom was an accountant and eventually started her own business in her mid-40s. She linked manufacturers in Taiwan to companies in the United States that needed those types of products.
I love high-performance technologies, the stuff that's the brains of today's products, and AMD was one of the few companies that had this type of technology. I always believed that it was a company that had great technical capability but needed better business focus.
The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.
AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.
I went to school at MIT with a whole bunch of engineers. And then I started work one day and asked myself, 'Why do all of these MIT Ph.D.s work for Harvard M.B.A.s?' Why should it be like that? I was one of those engineers who thought, 'Why are these people making those dumb decisions?' So it's fun to be the person making them.
