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.
Gaming brings people together.
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.
One of the most important things for a CEO is not to get insulated.
Gamers are some of the toughest people to please. They have extreme requirements. They want everything.
We're so excited about technology. We can help turn the impossible into the possible.
Gamers love technology, and they have high expectations.
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.
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.
Do we care about gaming? We absolutely care.
The world is starving for new ideas and great leaders who will champion those ideas.
Run toward the hardest problems. This approach has helped me to learn a tremendous amount from both success and failure.
Putting you into a virtual world really allows you to think differently.
Like many Asian parents, mine were very focused on education. My dad would quiz me with multiplication tables when I was about 5.
What India is doing in promoting technology and broadband access and PCs for the population is an important market for us.
I have extremely high standards.
I remember some of the biggest mistakes I have made really, really well.
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 spent 15 years at IBM, then five years at Freescale Semiconductor.
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?
