Speaker 1: Thank you so much. So do you have a direct
Speaker 1: line to the president? Now? Well, he's enthusiastic. Uh, you know,
Speaker 1: obviously the project is significant and a lot of interest
Speaker 1: around it, but you know it's also he says, hey,
Speaker 1: I really want your views, you know, I want you
Speaker 1: I want your views on the semiconductor industry, on the shortage,
Speaker 1: you know, how to be you know, a more effective
Speaker 1: partner with business, some of the geopolitical topics. So we're
Speaker 1: we have a date plan to get together again. When
Speaker 1: you talk to him, do you feel like he learned
Speaker 1: something like? What did he take away from the conversation?
Speaker 1: You know, I gave him a twenty minute of briefing,
Speaker 1: you know, and some have said, you know is you know,
Speaker 1: how how there is he But he was engaged. He
Speaker 1: was asking questions, seeking to understand, excited about the benefits
Speaker 1: to the region. And I'll tell you, Emily, this this
Speaker 1: idea of the silicon heart land, it's just pulled on
Speaker 1: something deeper in the nation. And uh, you know right,
Speaker 1: you know, the plans have sort of been underwork and
Speaker 1: all of a sudden, you know, hey, you know, let's
Speaker 1: get this announced. The want to want a kick in
Speaker 1: the pants for the chip sick. That's Intel CEO Pat
Speaker 1: Gelsinger sharing details on his recent meeting with President Biden
Speaker 1: at the White House. This after unveiling a plan to
Speaker 1: invest tens of billions of dollars in the American heartland
Speaker 1: of Ohio, create thousands of jobs, and bring chip manufacturing
Speaker 1: back to US soil. It's part of an ambitious effort
Speaker 1: to revitalize a lagging company and rest control of an
Speaker 1: industry from Asia. But the question remains, will it work?
Speaker 1: Joining me on this edition of Bloomberg Studio at one point,
Speaker 1: oh Intel CEO Pat Gelsinger on his one year anniversary
Speaker 1: of becoming CEO. He's returned to the company where he
Speaker 1: spent the first thirty years of his career to shake
Speaker 1: things up, and he hopes to restore the chip maker's legacy.
Speaker 1: That's so good to be here with you. It's always
Speaker 1: a joy, Emily, to be with you. Thank you for
Speaker 1: having me and here at the Intel Museum, which is
Speaker 1: obviously a sign of the legacy you're part of because
Speaker 1: you worked here for thirty years. Yeah, yeah, thirty years,
Speaker 1: you know, in eleven year vacation and then now back
Speaker 1: for just about a year. So tell me about that
Speaker 1: call when you got asked to come back as CEO
Speaker 1: or coming up on the one year anniversary. It was
Speaker 1: right before Thanksgiving a year plus ago, and the request
Speaker 1: was would you consider joining the board? So I asked Michael, right, hey, Michael,
Speaker 1: what do you think? Right? He says, hey, they need
Speaker 1: to help go help him, and uh, yeah, you know that, Michael,
Speaker 1: And uh, you know, the vm Ware board was okay, yeah,
Speaker 1: you know they you know, with Michael supporting it, We're
Speaker 1: okay with that. So why interviewed to join the board
Speaker 1: for the month of December? They said, would you consider
Speaker 1: being the CEO? So it just ruined my Christmas season
Speaker 1: last year. Your eighth grandchild is on the way, and
Speaker 1: you know, the vm Ware gig and I wanted to
Speaker 1: get the public offering of vm We're done and everything.
Speaker 1: So it was sort of like wow or wow, and
Speaker 1: you know, how was that going to play? So three
Speaker 1: weeks of chaos and then obviously the January fift announcement,
Speaker 1: you know, and the idea of coming home, you know,
Speaker 1: being a successful CEO, coming back now to the company
Speaker 1: that I was born and raised in. As I like
Speaker 1: to say, I went through puberty here I started so young,
Speaker 1: and now the opportunity to lead and really help the
Speaker 1: resurgence and re establishment of this iconic company that really
Speaker 1: is the honor of a lifetime. Well, was it like
Speaker 1: to return to a company that has so much history
Speaker 1: which you were part of, but also knowing you needed
Speaker 1: to shake things up? The first first staff meeting, you know, February?
Speaker 1: You know they usually started at nine I started the
Speaker 1: first one at seven am, and the first bullet of
Speaker 1: the first slide. We will have a toward pace, right,
Speaker 1: just setting them. Yeah, it's it's a new word in
Speaker 1: the intel of vocabulary. The industry is moving rapidly, massive shortages. Uh,
Speaker 1: the competitors are performing well. Hey, what we've been doing
Speaker 1: ain't working. Team. We have to set a new course
Speaker 1: for the future, and that's gotten underway very rapiding. We've
Speaker 1: gotten a lot done over the first year. But you
Speaker 1: don't change, you don't fix, you don't re establish. After
Speaker 1: a decade of bad decisions and poor execution, It's gonna
Speaker 1: take a while, but we're well on our way after
Speaker 1: year one. He took a job in the middle of
Speaker 1: a pandemic, in the middle of a supply crisis. Two
Speaker 1: themes that are still with us today. If you could
Speaker 1: give yourself an honest one year report card, what would
Speaker 1: it say, give yourself a grade? Well, let me give
Speaker 1: you two grades. Let me give you two grades. The
Speaker 1: board gives me an A. Myself, I give myself an
Speaker 1: A minus. Right now, in some regards, we're ahead of
Speaker 1: where I thought we'd be. In some areas were not
Speaker 1: as far as I thought we'd be. And it really
Speaker 1: is more a statement of the massive challenge in front
Speaker 1: of us. And we still got analysts out here. Someone
Speaker 1: piss me off, right, you know, I call them my
Speaker 1: bears and my perma bears at that and sort of say, yeah,
Speaker 1: it's the right strategy, pat, but I'm not sure if
Speaker 1: I need to invest for a year or two. You
Speaker 1: know yet you know whence you're going to start materializing
Speaker 1: in the marketplace as well. So good progress. It's a
Speaker 1: good year behind us, and people are really getting excited
Speaker 1: about the new old. Do you ever have it out
Speaker 1: with the perma bears? Of course, you know, we'll debate
Speaker 1: on different aspects, and hey, I appreciate the virgent views.
Speaker 1: You know, that's part of the intel culture, right, you know,
Speaker 1: Andy would argue everything as I would say, if you
Speaker 1: were right with Andy, you were wrong. Well, you know
Speaker 1: something about hard work because you grew up on a
Speaker 1: farm Robson. Yeah, I say, when you know, between Redding
Speaker 1: and Hershey halfway as rob a zone and we were
Speaker 1: five miles outside of town. So when you got nowhere,
Speaker 1: we were five more miles. But tell me about your upbringing.
Speaker 1: How do you go from farmer in the bile of
Speaker 1: Pennsylvania to engineer in Silicon Valley. My dad number nine
Speaker 1: of ten kids, and Grandpa said, you know, we have
Speaker 1: enough farms in the family. Just work with your siblings.
Speaker 1: I'm the oldest boy. Had we had a farm, I'd
Speaker 1: be the farmer, because that's what the oldest boy does.
Speaker 1: Sixteen years old, accidentally took a scholarship exam and one
Speaker 1: so I ended up, you know, having the opportunity to
Speaker 1: go get a technicians degree, you know, community college. And
Speaker 1: so at sixteen years old, skipped my last year and
Speaker 1: a half of high school, finished my associate's degree, and
Speaker 1: Intel came interviewing for technicians. So here I am eighteen
Speaker 1: years old. Intel on the West Coast invites me to
Speaker 1: come for an interview. Never been on an airplane, never
Speaker 1: been to the West Coast. How long do you think
Speaker 1: it said took for me to say yes offline to California, right,
Speaker 1: It was like to nano seconds and they offered me
Speaker 1: a job. And the interviewer said, you know, in the
Speaker 1: interview he said smart, aggressive, arrogant, he'll fit right in.
Speaker 1: You actually became the chief architect of the processor Intel processor, right, yes, yes,
Speaker 1: And you had to pitch that to Steve John. I
Speaker 1: want to hear about that meeting. You know, Jobs and
Speaker 1: Andy they had argued early and Jobs went off on
Speaker 1: a different path, right, And because of that that we're
Speaker 1: using other microprocessors. And so I tried to convince Steve
Speaker 1: come back to Intel, right, So, and I tried to
Speaker 1: sell him in the three D six. He sort of
Speaker 1: threw us out. I tried to sell him in the
Speaker 1: forty six, and he threw us out at the time.
Speaker 1: And eventually we want him over with the Centrino products
Speaker 1: some number of years later. But you know, it was
Speaker 1: also his insatiable detailed demand for engineering and industrial engineering excellence,
Speaker 1: you know, And to me, that's just what set him apart.
Speaker 1: This is my conversation with the CEO of Intel, Pat Gelsinger,
Speaker 1: coming up, how the chip Giant plans to boost production
Speaker 1: to meet a surgeon demand by making bowl bets in
Speaker 1: the foundry business and new product lines. But can the
Speaker 1: company pull it all off? And at once we discussed
Speaker 1: Gelsinger's vision to bring manufacturing back to the United States.
Speaker 1: I'm Emily Chang, this is Bloomberg Studio one point out,
Speaker 1: stay with us. You became Intel's first CTO. When did
Speaker 1: you know you wanted to be a CEO? That you
Speaker 1: wanted something more? So in my twenties, I had my
Speaker 1: first patent, I had my uh first book being written,
Speaker 1: Programming the six It was a best seller, Emily right,
Speaker 1: you know, had you know, gotten to be a VP
Speaker 1: of the company right at the youngest VP ever? And
Speaker 1: it was like, okay, what do I want to do next? Right?
Speaker 1: And then through that was sort of the soul searching time.
Speaker 1: And I wrote my mission statement that said become CEO
Speaker 1: of Intel. And you know, here I am six year
Speaker 1: olds being You've got been kidding me? Right, you know
Speaker 1: what are you talking about? And but it became this
Speaker 1: driving force in me that I'd be in meetings with
Speaker 1: Andy Grove, Bob Noise sort of. I was armchair CEO
Speaker 1: ing for a decade and a half as I'm sitting
Speaker 1: in the room, you know, with these industry legends, and
Speaker 1: all the time it was making me better. A lot
Speaker 1: of people thought you would be a shoeing for the
Speaker 1: CEO job when that job came open. So why did
Speaker 1: you leave if this was your dream job? Yeah? You know,
Speaker 1: there was a period of time under Odeline. He's a
Speaker 1: leadership where he had a different view of leadership, different
Speaker 1: view of what he wanted his successor it's to look like.
Speaker 1: And you know, literally I was nudged out of the
Speaker 1: company at the time and I was pushed out. Let's say,
Speaker 1: you know somewhere between those two. You know that eleven
Speaker 1: year period. By the way, Steve Jobs was outside of
Speaker 1: Apple for eleven years, right, And there's something I'm trusting. Yeah,
Speaker 1: you know, being away and I call it the death
Speaker 1: of a vision, your period where you really have to
Speaker 1: sort of look and say, Okay, why am I pursuing this?
Speaker 1: Why wasn't I ready for that job? Out of these circumstances,
Speaker 1: What am I going to learn? I've also seen the
Speaker 1: vm Ware and the Dell and the e MC culture
Speaker 1: up close. I just feel so much more equipped now
Speaker 1: and had I stayed on the linear path to CEO,
Speaker 1: I wouldn't have been the leader that I am today.
Speaker 1: So those eight years as CEO of vm ware hugely value.
Speaker 1: You wouldn't change a thing. I wouldn't change a thing, right,
Speaker 1: And I learned the value of software, and hey, and
Speaker 1: I's gonna do a whole lot more software in the future,
Speaker 1: I promise you. But it was also a period of
Speaker 1: personal development as well, developing humility, confidence, insights on how
Speaker 1: to be a leader at this scale. Moore's law has
Speaker 1: guided the development of the chip industry for decades. It's
Speaker 1: not a law per se, but it's been critical to
Speaker 1: the development of semiconductors. We might even go super Moore's
Speaker 1: Law this decade. And you know four reasons I said
Speaker 1: this case. We know how to build transistors that we
Speaker 1: can see them scale for the next decade. We have
Speaker 1: power delivery. You know, how do you get the power
Speaker 1: into and out of the chip with our power via technology. Third,
Speaker 1: we have the lithography. We also see that packaging will
Speaker 1: called two and a half and three D, which is
Speaker 1: becoming much more like wafer building as we look to
Speaker 1: the future. So here we are a hundred billion transistor
Speaker 1: chip will be our largest chip that we do today,
Speaker 1: or ponte Vecchio for high performance computing. By the end
Speaker 1: of the decade, we will deliver the trillion transistor chip.
Speaker 1: And I just say, you know, with utter confidence, I
Speaker 1: sit here and say, my team's gonna make that happen.
Speaker 1: So industry, buckle up, Hang on, we are going for
Speaker 1: a ride. So what happens after a decade? I mean,
Speaker 1: do you think Moore's law can continue forever? To be
Speaker 1: Moore's Law has always been about a decade right where
Speaker 1: we can see in front of us the core technologies,
Speaker 1: the barriers. You know, we're lining up the things that
Speaker 1: will allow us to do it. So five years from now,
Speaker 1: we'll have the next interview, Emily, and you'll say, are
Speaker 1: you still good for a decade? And I hope to
Speaker 1: be able to answer that question. Yes. So we have
Speaker 1: a date in five years there we go absolutely. Um,
Speaker 1: your strategy involves doing multiple things that Intel has never
Speaker 1: been able to pull off before at the same time
Speaker 1: moving into boundary for example, why do all of these
Speaker 1: things at once? These are reinforcing strategies. It's not like
Speaker 1: this one is in conflict or separate from the others,
Speaker 1: but they are making each other better. And let's talk
Speaker 1: about the foundry as an example of that. If I
Speaker 1: open my foundry doors up, that means I have customers
Speaker 1: benchmarking my process technology every day. Right, I'm not an
Speaker 1: internal guy anymore. Instead of just saying here's my chip
Speaker 1: or you and go to external foundries, I'm gonna say,
Speaker 1: let's go together and we'll bring some of your stuff,
Speaker 1: will optimize some of our stuff. Also, some of the
Speaker 1: new business areas that were launching. Hey, we've been in
Speaker 1: internal graphics forever. You know. Now we're going to do
Speaker 1: discrete graphics. We're gonna build on things that we're already
Speaker 1: doing and doing well. Now. Investors seem to be really
Speaker 1: excited about the ambition, the speed, the aggression, that the
Speaker 1: torrid pace, if you will, But they're not excited about
Speaker 1: how much it's going to cost. And they want to
Speaker 1: know about margins. And I know you've said five years
Speaker 1: that's when you know those historically high margins will return.
Speaker 1: That's right. It's going to be at a couple of
Speaker 1: years of investment. And I am proud of making those investments.
Speaker 1: We're not being managed on a quarterly Wall Street view right.
Speaker 1: We are investing for a long term return and I'm
Speaker 1: pretty darn proud of that. And you've budgeted up to
Speaker 1: twenty eight billion dollars here, but your rival Samsung t SMC,
Speaker 1: they're planning to spend way more than that. So is
Speaker 1: there a chance this could cost even more than you're planning. Well,
Speaker 1: what we've said, you know, we've said, you know, twenty
Speaker 1: eight billion four this year, and it could go up
Speaker 1: next year in the year after. This is big business,
Speaker 1: This is big capital investments. This is a big manufacturing expansion.
Speaker 1: We're pretty proud of the position. And boy, having doubled
Speaker 1: my you know, my capital investments here and year. Hey,
Speaker 1: we're not being bashful about the big steps forward that
Speaker 1: we're taking. And with the announcements that we've laid out,
Speaker 1: you know, we believe that we'll be back in fundamental
Speaker 1: process leadership. So I think I saw you wearing a
Speaker 1: Christmas sweater taking some shots at Lisa, Sue and a
Speaker 1: d I believe you said they're already in the rear
Speaker 1: view mirror. They're never going to be in the windshield again.
Speaker 1: I asked her about this, and she she said, you know,
Speaker 1: we're playing our own game. And we feel good about it.
Speaker 1: She didn't even say the word Intel. What's your reaction
Speaker 1: to that. Well, Lisa's done done a good job with
Speaker 1: a m D as a company, and hey, you know,
Speaker 1: I think we're back to a leadership position in the
Speaker 1: client and uh server. Hey, we've got a little bit
Speaker 1: more work to do, uh in that area. Is it
Speaker 1: possible the industries in an arms race that will lead
Speaker 1: to spending itself into an oversupply. I mean that has
Speaker 1: happened before. We we we've looked at this very carefully.
Speaker 1: And the digitization of everything. Tell me what aspect of
Speaker 1: your life, Emily, isn't becoming more digital? Well, I'm trying
Speaker 1: to prevent that. But yeah, you know, and COVID has
Speaker 1: accelerated that. The industry cost five billion dollars last year
Speaker 1: the semiconductor industry overall, and estimates are a trillion dollars
Speaker 1: a doubling by the end of the decade. At that point,
Speaker 1: I believe those estimates. It's not that there's not going
Speaker 1: to be some blips and turns on the way, and
Speaker 1: the majority of that is driven by leadership process technology,
Speaker 1: of which only three companies can satisfy that need. Intel Samsung, TSMC,
Speaker 1: and we are destined to grow faster than the market
Speaker 1: to accomplish that objective. Over that time, you're listening to
Speaker 1: my conversation with Pat Elsinger, Intel CEO up next. To
Speaker 1: regain the throne, Intel has to fend off stiff competition
Speaker 1: from rivals like TSMC and Samsung, companies that are getting
Speaker 1: significant funding support from their governments, and tech giants like
Speaker 1: Apple and Amazon boxing Intel out to design their own chips.
Speaker 1: Can Intel turn back the time? That's next? I'm Emily Chang,
Speaker 1: this is Bloomberg Studio. At one point, Oh, do you
Speaker 1: feel you're getting as much support as your Asian rivals
Speaker 1: are getting from their governments? You know, I think in
Speaker 1: the past clearly they've gotten more right, unquestionably, and I
Speaker 1: think we've seen over the last number of months is
Speaker 1: really that the entire political uh infrastructure in the US
Speaker 1: realizes how critical this is. This isn't just any industry, right,
Speaker 1: This is the heart of what the automotive industry needs,
Speaker 1: of what the industrial industry needs, what the medical industry needs,
Speaker 1: the consumer industry, the cloud industry. Every one of those
Speaker 1: relies on semiconductors. The national security relies on semiconductors. This
Speaker 1: is a priority for the nation. Well, speaking of national security,
Speaker 1: tension between the US and China is escalating daily. The
Speaker 1: US is your home market, China is your biggest market.
Speaker 1: Isn't that a risk to Intel's future? The US China
Speaker 1: relationship now very critical? Big market for US. So you
Speaker 1: know we're in China. We're navigating that carefully. US global
Speaker 1: market big important for US. And I'll say, you know,
Speaker 1: how do you navigate that carefully? Right? Requires you to
Speaker 1: be deaf, thoughtful, engaged with the police, dical leaders, the
Speaker 1: business leaders on both sides. Definitely consumes a lot of
Speaker 1: our energy and we have to navigate it well. Intel
Speaker 1: asked suppliers to avoid shin Jiong, an area that the
Speaker 1: US has accused China of human rights of issues, huge
Speaker 1: backlash from China. Intel apologized for the trouble that it caused.
Speaker 1: Why not stand up to China in that moment? If
Speaker 1: you believe human rights are at risk, but we don't
Speaker 1: know source out of Shinjion, You know, there's no reason
Speaker 1: for us to be calling one out over any other.
Speaker 1: We shouldn't be calling out individual things. You know, it's
Speaker 1: not our job. Right in that respect. We're here to
Speaker 1: build great chips, and we have a consistent global policy
Speaker 1: or with regard to human rights expectations of our suppliers,
Speaker 1: and that's what we've reinforced, and you know, we feel
Speaker 1: confident that that's the right way to balance the views
Speaker 1: that we would have across the globe in this regard.
Speaker 1: Your customers are starting to make their own silicon Microsoft, Apple, Amazon, Alphabet.
Speaker 1: How do turn back that trend? These companies are at
Speaker 1: such scale now I can say, oh, we can hire
Speaker 1: another hundred engineers. Let's go start a silicon project. And
Speaker 1: that's part of my foundry strategy as well. That's right, Google, Amazon, Microsoft,
Speaker 1: do it with us, right, come and use our foundry.
Speaker 1: And when you do that, you know, when you show
Speaker 1: up to use our foundry, right, we're going to allow
Speaker 1: our I P to be used by your designers. Or
Speaker 1: let's designed together, right, you know, and let's bring together
Speaker 1: your innovations with our innovations and our leading edge process
Speaker 1: technology and manufacturing capacity, so we are creating better products
Speaker 1: that meet your unique needs. Tim Cook, CEO of Apple,
Speaker 1: recently said on the earnings call that it's because of
Speaker 1: the Apple design chips that more customers are buying Max.
Speaker 1: That MAX sales went up for a year earlier. How
Speaker 1: does it feel if Intel is being designed out? Yeah,
Speaker 1: very sad because you know they designed a better chip
Speaker 1: for their purposes than we were giving to them. So
Speaker 1: what's my mantra to my team? Design a better chip? Right?
Speaker 1: We have to create products and technologies that Apple says, huh,
Speaker 1: that's better than I could have done myself. So you
Speaker 1: think you can get that business back? Oh yeah, if
Speaker 1: we do what I said, build better chips. Obviously, you know,
Speaker 1: winning the microprocessor back. You know they've made those decisions
Speaker 1: about every decade, you know, so I'm not expecting this.
Speaker 1: We have a number of years to get our act together.
Speaker 1: At that point, back you said Bitcoin was bad, design,
Speaker 1: extreme and climate intolerant. Do you still feel that way? Indeed,
Speaker 1: I do. A single ledger entry in bitcoin consumes enough
Speaker 1: energy to power your house for almost to day. That's
Speaker 1: a climate crisis right at that point. And the more
Speaker 1: you use it. So if we produce a technology that
Speaker 1: consumes that much energy, wow, that's not okay. And then
Speaker 1: you sort of say most of the uses when I
Speaker 1: said that, we're a listen, that doesn't mean it's not
Speaker 1: a good technology, but we're not using it good yet. Well,
Speaker 1: Intel's about to bring forward a blockchain chip. You know,
Speaker 1: that's dramatically better. What about the metaverse? What's how are
Speaker 1: you going to use the metaverse? Right? I don't know yet,
Speaker 1: you know, and I do think that there's going to
Speaker 1: be you know, a set of i'll say, business to
Speaker 1: business applications in the metaverse, as well as consumer applications. Well,
Speaker 1: in the consumer applications, the nearest embodiment of that would
Speaker 1: be advanced gaming. So many of our graphics initiatives and
Speaker 1: PC initiatives absolutely are going to place us in the metaverse.
Speaker 1: We're also going to help to build the back end
Speaker 1: cloud infrastructure for metaverse. We're moving into our lightning rounds.
Speaker 1: We are going to move at a torrid pace to
Speaker 1: be there's some rapid fire questions. Okay, um, I hear
Speaker 1: you were a late night radio DJ. Is that true?
Speaker 1: What were you spinning back in the day? Oh, this
Speaker 1: was easy listening to music? Can you give us your intro?
Speaker 1: This is Pat Gelsinger w FMZ Allentown. Good morning to
Speaker 1: everybody in the Lehigh Valley. I love it. Um, what's
Speaker 1: the latest TV? Show you've been. You know, we're running
Speaker 1: out of things to watch for my wife and Landa.
Speaker 1: So it was alias was our last been? Okay? Best
Speaker 1: piece of advice that you would give someone in their
Speaker 1: twenties relationships more important than results. Best piece of advice
Speaker 1: for someone in their forties. Mentors, how much does faith
Speaker 1: guide your decisions? Every day? Every way? I'm working for
Speaker 1: something much bigger and more important than just being the
Speaker 1: CEO of Intel. Speaking of that, you have how many
Speaker 1: kids these days? Four kids, grandkids, grandkids? Are you getting
Speaker 1: tapped to babysit? We're with the kids or have the
Speaker 1: kids most weekends right between three different families. You know
Speaker 1: my wife, you know she is like Grammy of the year,
Speaker 1: if not the century. How do you do that? NVS
Speaker 1: CEO at grandkids? Hey, Saturday's, Sunday's. You know we find
Speaker 1: ways to fit it in. And as I would always say,
Speaker 1: you know your pa, you know life doesn't make room
Speaker 1: for your priorities. You make room for your priorities. I
Speaker 1: hear you climb Mount kilivan Jar to raise money for
Speaker 1: one of your charities. Do you still give away half
Speaker 1: of your money going up every year? Favorite family meal
Speaker 1: to cook for the kids and the grandkids. Oh, I'm
Speaker 1: the grill master. Anything on the grill, you know, and uh,
Speaker 1: you know, a great steak on the grill, you know,
Speaker 1: salmon on the grill. We just had ribs on the grill.
Speaker 1: I haven't waiting for this one. Do you still have
Speaker 1: the vm ware tattoo? That a real tattoo. No, it
Speaker 1: was one of those month long tattoos. My wife said
Speaker 1: it fit ain't gone before our vacation. I'm ripping it
Speaker 1: off of your arms. Since you said the farthest ahead
Speaker 1: that you can see is ten years, take me to
Speaker 1: ten years. We're gonna go on a growth journey as
Speaker 1: a company that is going to establish us as one
Speaker 1: of the law just companies on the planet. You know,
Speaker 1: we will become a very substantial provider of foundry services.
Speaker 1: I said, the number two company in the industry for
Speaker 1: foundry overall major business. You know, we're going to be
Speaker 1: the unquestioned leader in delivering compute to the planet, including
Speaker 1: things like AI graphics, accelerated high performance computing. Will be
Speaker 1: you know, the company that's creating entire categories like autonomous vehicles,
Speaker 1: Tesla Intel unquestioned. So it's gonna be a tourd ten years?
Speaker 1: Are you going to be here in ten years? Are
Speaker 1: you gonna be with those eight grandkids? When we took
Speaker 1: the job, we said there's a five year assignment, and
Speaker 1: it's not what that we're done in five years, but
Speaker 1: we knew it wasn't less than five years. So we'll
Speaker 1: see where we are at the five year mark and
Speaker 1: decide how much longer and how much more energy I have.
Speaker 1: But right now we're quite enjoying the journey, all right, Intel,
Speaker 1: CEO pack Alsinger, thank you so much for joining us.
Speaker 1: Fascinating so much enthusiasm. It's been great to be here.
Speaker 1: Thank you, Emily, Yeah, Bloomberg Studio at one point. I
Speaker 1: was produced and edited by Lauren Ellis and Matthew Soto,
Speaker 1: with special assistance from Mallorie Abelhausen and Ian King. If
Speaker 1: you like our show, please share it or write a
Speaker 1: review on Apple Podcasts or wherever you get your podcasts.
Speaker 1: I'm Emily Chang, your host and executive producer. This is
Speaker 1: Bloomberg