The transition to programmable shaders was risky and nearly broke the company, but it ultimately led to significant advancements in gaming technology.

We decided to make our graphics processors programmable to allow for artistic expression, which transformed the industry.

For the first five years, we ignored customer feedback to focus on making our graphics processors better, believing that 3D graphics were insatiable.

When starting Nvidia, we had to convince venture capitalists of the potential market size for our technology, which was initially perceived as zero.

Touch technology was a significant challenge, and there were many moments when we nearly gave up on it, but it ultimately became a defining feature of our products.

NVIDIA's strategy focuses on being developer-first, prioritizing the needs of developers and the computing platform over merely selling chips.

I faced a moment of panic when I learned that a glitch in our ordering process would lead to a loss, jeopardizing our bank covenants shortly after moving to Las Vegas. We had to find $10 million to reduce our debt and ensure we could make all payments without missing payroll.

We made these chips programmable via TensorFlow, allowing models to run on CPUs, GPUs, or TPUs with minimal modifications.

NVIDIA's architecture is designed to adapt quickly to changes in technology, emphasizing alignment over control to foster agility within the company.