YouSaid · the spoken record

Pat Gelsinger

lines on the record: 75
first: 2022-10-04
most recent: 2022-10-04
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“The six businesses for us, you think about, I call it the core for CCG, our client business, data center and AI, our data center business, accelerated computing and graphics, and then networking and edge. Those are the core four. And then the other two are Mobile Eye, obviously which we hope to IPO, and then the Foundry business, which is really quite distinct and unique. So those are my six business units. And then the key functional units, manufacturing, technology development, software, and technology group, and then design engineering are the big four functional units that support all of those six business units, but one face to the customer. When we show up at Dell, hey, they're buying our accelerated computing, they're buying our clients, they're buying our servers, they're buying our networking. And when I show up at Amazon, hey,”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“The jobs that I've been able to make as part of the team. Clear, simple organizational structure, and then a lot of accountability and expectation for what they're going to achieve. And then my job is to essentially knit them together as a team.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“And go quickly. And we reorganized the company in a very specific way around six business units. We're going to have empowered business units, strong functional units, a single voice to the customer with our sales. I have Christoph came from a customer, Christoph Shell. He was at HP before coming here. He sat on the other side of the table. He knows what it's like to be sold to by Intel, the good, the bad, and the ugly of that. Super qualified leader for that. So just one by one, people who are unquestionably qualified for their jobs. And in many cases, I'd say, you know, I don't think there's a better person on the planet.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Dave Zinster, my CFO. He was CFO at Micron before here, lives and breathes the semi conductor industry, people who I have confidence that they can go lead this incredible turnaround, our government affairs leader who was seminal in getting the Chips Act across the line. He was undersecretary of commerce in the Obama administration. Okay, he knows how to run government affairs. So just every one of these different aspects of the company, I want people that when I put them in that chair, it's sort of like, you know, go in that direction and they know what to do. We have so much work to get done, both for Intel as well as for the industry, you know, that we don't have time to say, well, let's do some on-the-job training. Bum, we need to go.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“As I came back to the company, it needed to be refreshed. We had people that were good leaders in jobs that they, quote, weren't qualified for, that they hadn't the experience level. They were good leaders, but they weren't in the roles that fit their skill sets. We wanted to bring people in that gave us skills and business capabilities in the areas that we needed, that people like on stage today, Greg Lavender, our CTO. I had worked with him closely for a number of years, and he's just been, I'll say, resoundingly, enthusiastically accepted as a key leader at the company to lead our software and CTO efforts, bringing somebody like Nick McCunan. He's taught everybody in networking for the last 25 years. Now he's running networking for us. I mean, these are just super quality leaders or general counsel. She's been GC at four of the firms before coming to Intel.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“So we had a couple of good jokes. But, you know, hey, we are learning from what they've done with TSMC and Sansom. We're benefiting from that. But we're also getting back to what we do well. And for instance, a 20A and 18A, you know, we have the ribbon fet. Intel has done every major new transistor architecture at scale in the last 30 years, and we are on it. Our power via backside power delivery, we're embracing EUV and we're leveraging a sustained leadership that we have had for decades in advanced packaging. And these together are what give us confidence that a Moore's law is alive and well for the future. And we have all the work going on beyond 18A that will allow us to keep saying that through the end of the decade and beyond.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Man, how did we not monetize and leverage a creation that we created? At a minimum, we should have had a parallel program on a UV that says, huh, if we got this wrong, if we get some of this quad patterning and some of the other techniques that we were doing in self-aligning wrong, hey, we should have had a program, but we didn't. We were betting against it. How stupid could we be? So now, hey, we've leaned into the EUV relationship very aggressively. You know, that's going quite well for us. Intel 4.3, our first volume deployments of EUV are going extremely well currently. And then it's seminal to our 28A programs, which are going very well. I joked with Peter Wennick. I said, send all your best engineers to my Oregon site. And he came back and he says, well, Taiwan's closed. I can't send any engineers there because of COVID. So that's easy.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, and we were betting against it, and because of some of the other, you know, we had taken a lot of risk in Intel 10, when we were, hey, we don't need EUV, we'll go to advanced quad patterning of the lithography. We were doing other things to avoid needing EUV. Those things weren't panning out. So when we did it, it might have been a good decision. But as those things slipped, we were on the wrong side of EUV. And because of that, TSMC grabbed the UV, which by the way, Intel created. We drove the creation of...”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Where hey, the industry had moved rapidly and we needed to learn from those capabilities and bring those experiences we are now leaning into those relationships at scale. I meet regularly, for instance, with the CEO and the CTO of ASML, the EUV equipment provider. We are leaning into those relationships to garner their best learnings into our development. And we've committed in a big way to EUV. And that was a fundamental mistake that Intel made.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“In our period that we stumbled, where we had a whole bunch of ideas that we could quickly put into production, the other thing then that we complemented that with was Intel had somewhat arrogant. We were, hey, just drop the equipment off the front lobby and we'll take care of running it.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“And I went to Anne, our head of technology development, Dr. Anne Kelleher. I said, you have an unlimited budget, but you are going to deliver five nodes in four years. We are going to get back to unquestioned process leadership. Some might look at that and say, hey, that's just nuts. Nobody has ever achieved that cadence in the history of the technology industry. And there really are sort of three things that we've done. One is we've just put the teams, the capital, et cetera, because a lot of innovating at transistors is you run more wafers, right? Run more experiments, have more ideas going on. So we gave them the capital. We gave them the R&D to go forward. Secondly, we created this model of parallel execution, even inside of the TD teams so that the 2A and 18A team is now operating independently of the 4-3 team. Third is we had a whole bevy of component research ideas, you know, inventions that were”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Actually, the opposite. We took too much risk and we failed. In that sense. And when I came back, we said we're going to do five nodes in four years, an audacious plan that we've laid out. But even inside of the process technology development now, it's a very risk managed cadence-focused delivery where essentially we've paralyzed the 10-17 team from the 4.3 team from the 28A team. And while they build and leverage each other, I have even within my process technology development now essentially three parallel teams that are now, I'll say, becoming their own TikTok execution environment. One time many years ago, when I was running a project for Intel, Andy Grove came and he joked at the finish of it. He said, I gave Pat an unlimited budget and he exceeded it.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Say the collection that I talked, you know, OKRs and discipline, performance orientation, data-driven, that collection of things. I just summarize it as an engineering-centric culture is what we needed to reestablish inside of the company. We just had our innovation conference. And my shirt was, the geek is back, but Geek was spelled in ASCII binary. Everything about us is that engineering, technology, centricity of what made Intel great, what made it famous, and what made it this iconic technology driver, the company that was going to rebuild Moore's Law and be committed to it, as I like to say, Moore's law ain't dead until the... Periodic table is exhausted, right? We are just Keep driving physics, inventing molecules, and finding new ways to keep advancing the state of the art of technology.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Lot of work to get done. And if you would go ask our top 10 customers and they would say, oh, a defined shift, right? They're back to focusing on quality, on engineering, giving us transparency on schedules. We're rebuilding our confidence. But that's a lot of work to get done for what was largely sort of a lost decade in that respect. So that to me is well underway, not finished, but every day gaining more momentum to be that engineering culture that people can build their businesses on and have confidence in our competitors fear, right? When Intel says something, we're going to get it done.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“In one program, but I can't undo those products. We have to sort of gut it out and get those finished even as we're launching the new products on the new methodologies and the new approaches as well. So I say, you know, hey, we have to sort of flush the pipe of those projects. We have to finish them, get them done, get the quality culture back, even as we're starting the new projects with the disciplined culture that we expect and are going to be executing on for the future. And in the middle of that, not only do we have to rebuild the internal culture and execution, but we have to rebuild our customers' confidence. And I say in some cases, you know, we've earned our customers' distrust. We've not executed the quality, you know, the capacity, you know, the performance that they would expect from Intelp's products. So we're rearning their confidence that they can build their business on us. And I'll just say, you know, we have made so much progress in a year and a half, but there's a lot of...”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“And so a lot of it was what's old is new again. Obviously, the world has moved on, engineering, the valley, so much of technology has moved on. So it's not like we're just repeating what we had before. But many of the core concepts need to be brought forward, modernized, and reestablished up and down the organization. The other aspect is that we inherited a lot of products in flight. Much has been said about Sapphire Rapids and some of the difficulties we have had on getting that out. That project was started five years ago. It's in flight. I can't reset the methodology of a product that was begun five years ago. And, you know, it wasn't started well. It had way too much complexity in it. Had three major new systems interfaces in that design, a new CXL, a new PCI Gen 5, and a new DDR5, and no backups on any of them. It was like, how did we take on so much risk and technical challenge?”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Let's go do it again, put it back in place and how we have a consistent life cycle management across the company, how we have quality A-step tapeouts, move bugs and software emulation and everything's done that when an A0 goes to fab, boom, there's no reason it can't go to production. And this kind of discipline, data-driven, we had stopped doing OKRs, objectives and key results, right? People wrote books about that as other companies adopted it. We invented it at Intel, and we stopped doing it.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“It really sort of boils down to two things, not just one. One is, say, the culture, the methodologies, the processes that we were using 20 years ago or so, we had established what was called the TikTok methodology, right? This risk managed cadence of execution. I came back and it was undone when I was gone. It was like, why did we stop? It was super successful.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Took the dive and says, Yeah, we're going to come back and turn it around. And I do say it was Linda and I because anytime you take on an assignment like this, you better have your spouse significant other aligned with you as well.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Many years ago, but fundamentally, the decision boiled down to three things. One is restoring the iconic intel, the company that I grew up in. Second, I believe Intel is foundational for the technology industry, a healthy industry is part and parcel to a healthy technology future. And third was rebuilding the Western supply chains and fabs and all the things associated with chips and U chips and balanced resilience supply chains. As I say, the oil reserves define geopolitics for the last five decades. We're technology is, I believe, is more important for the next five decades as every aspect of humanity becomes digital. And everything digital runs in semiconductor. So this is really important to the world. And it was really for those three reasons that Linda and I.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“As I say, I had grown up at the company. I started at Intel at 18. I joke that I went through puberty at Intel. I started here so young and really grew up at the feet of Grove noise more I call the Trinity of Intel and had deep interactions with all of them. And as we were pondering this coming back, and I'll say, you know, my wife and I, initially we talked, you know, we were reached out to about joining the board of directors of Intel. It's like, okay, so we're interviewing, meeting the board, and then just before Christmas, they asked if I'd consider being the CEO. And it was like, as I joke, it ruined my Christmas. All of a sudden, all these emotions of leaving and should we come back, you know, what would it take to turn the company around? And I had written 30 years earlier that I wanted to be the CEO of the company. And I thought that vision was different.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“There's a lot to talk about. You just announced some new processors and GPUs. You're a developer conference. There's the Chips Act, which passed back in July. You're building some new fabs in the United States, most notably in Ohio. But I want to start at the start. You've been back at Intel, I think it's been a little over 18 months now. You had been at the company for a long time. You left. I don't think that was the happiest departure for you. You were the CEO of VMware. Why'd you come back to Intel?”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“We spoke the day after Intel had announced new CPUs and importantly new GPUs. Pat has big plans for his product roadmap and we talked about all of it. Now this conversation is in the weeds. Pat is an engineer's engineers and this man is not afraid of the details. So here are some notes and definitions. There's a lot of them. We'll put them in the show notes as well. Feel free to take these slow. I know it's a lot, but I promise it's worth it because this conversation is in the details. Okay, so Pat talks about ifs. That's Intel Foundry Service. That's the part of Intel that will make ships for other people. He mentions Raptor Lake. That was the code name for Intel's new Generation 13 processors they just announced. He also talks about Sapphire Rapids. That's the code name for Intel's fourth generation Xeon server processors. He talks a lot about 20A and 18A, the A is Angstroms. 20A is a rebranding of what was Intel's 5 nanometer process. It's scheduled to debut in 2010.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“So the Intel Pat took over was struggling, and losing ground in a variety of markets. But over the past year and a half, Pats restructured the company, turned over almost all of its leadership positions, opened a new line of business that will directly compete with TSMC and make ships for other companies, including Intel's competitors, and generally tried to reset Intel's famous engineering culture around engineering. He's also done a lot of handshaking with politicians, as both the United States and European governments react to the chip shortage and the reality that TSMC is based in Taiwan and will be in the middle of tensions with China. So Pat lobbied hard for the United States to pass the Chips and Science Act, which will put $52 billion in subsidies towards chip manufacturing in the United States, a lot of which will go towards Intel. He's expanding Intel's chip fab in Arizona, building a huge new fab in Ohio, and another one in Germany. In addition to that, he's shipping products.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT
“Hello and welcome to Decoder. I'm Neil Apatel, editor in chief of the Verge and Decoder is my show about big ideas and other problems. Today I'm talking to Pat Gelsinger, the CEO of Intel. Now, I've been excited to have this conversation for a very long time. Ever since Pat took over as CEO a little over a year and a half ago, after all, Intel is a very important company with a huge series of challenges in front of it. It's still the largest chip manufacturer by revenue and makes more chips than any other company in the United States. In fact, there are basically only three chip manufacturers. There's Taiwan Semiconductor Manufacturing Company, or TSMC. It's in Taiwan, Samsung is based in South Korea, and there's Intel here in the United States. But Intel also famously missed out on smartphones and mobile and over the past decade, companies like ARM and TSMC have pioneered a new way of designing and manufacturing ships that's basically turned the industry upside down.”
2022-10-04 · Decoder with Nilay Patel · Pat Gelsinger came back to turn Intel around – here’s how it’s going · IDENTIFIED FROM THE TRANSCRIPT