Advanced Micro Devices

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The 300 companies on this year’s list brought in over $12.6 trillion in revenue for the latest 12 months, with the median revenue figure at $22 billion.

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AI Innovators 2025-AMD

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The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

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F500-2021-309-AMD

Based in Sunnyvale, Calif., the semiconductor company is best known for developing processors and other related technologies for computing.

Collectively, the ranked companies produced a three-year average shareholder return of 33%, vs. 19% for the S&P 500.

FGC-2021-AMD

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F500-2020-447-AMD

Semiconductor company AMD was founded in 1969. Its share price more than doubled in 2019, in part because of the growing popularity of its high-performance Ryzen processors.

As we face unprecedented collective challenges, cooperation has become a business superpower.

33.CTW20.AMD

AMD set an ambitious goal six years ago: It would make its processors 25 times more energy efficient by 2020. This year, AMD’s Ryzen 4000 7 chip for laptops more than cleared that bar: It’s almost 32 times as efficient as its 2014 precursor. For a client with 50,000 laptops, the chip would save 1.4 million kilowatt-hours of electricity over three years, enough to power 44 homes over that span.

Change the World

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

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Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Advanced Micro Devices (AMD) is a global semiconductor company that designs and manufactures high-performance computing and graphics solutions. Known for its powerful processors and Radeon graphics cards, AMD serves a wide range of markets including gaming, data centers, and embedded systems. The company drives innovation in CPUs, GPUs, and adaptive computing technologies to power everything from PCs to enterprise servers.

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Advanced Micro Devices (AMD): Company Profile, Stock Price, News, Rankings

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Advanced Micro Devices | Fortune

Advanced Micro Devices (AMD): Company Profile, Stock Price, News, Rankings | Fortune

Nick Lichtenberg

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Andrew Feldman, Co-founder and CEO, Cerebras Systems, Mark Papermaster, Executive Vice President and Chief Technology Officer, Advanced Micro Devices (AMD), Sandra Rivera, Chief Executive Officer, Altera, Sharon Goldman, Fortune

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Conferences

Andrew Feldman, Cerebras Systems, Mark Papermaster, Advanced Micro Devices (AMD), Sandra Rivera, Altera, Sharon Goldman, Fortune

[ MUSIC ] Lisa, it's been five years since you became CEO of AMD and this has been your first time holding a CEO job and you've accomplished so much in this past five years. As you look at your leadership accomplishment, what would you say is the most important lesson that you've learned? I started with an engineering background so becoming CEO was different. My focus used to be on products and customers and business. And you know, being CEO has been much more on the softer things like communicating well and being direct and being simple in What we tell people you know what our objectives are, How hard was that for you? It was a transition. I think the hardest part is realizing how personal it is to, you know, be CEO of a company and how I focused on things would translate. You have a fascinating background, you came to the United States from Taiwan when you were two years old. Your father is a mathematician. Your mother is an accountant and entrepreneur. They were big believers in studying the sciences, and steered you into this engineering path. And you eventually Went on to MIT where you got your PhD. How did those growing up years and that educational pathway that you took shape you and lead you to where you are today? Well, I think my parents were always extremely supportive of me with notion that I could do whatever I want. And so when you start with that notion you really start To believe you can do whatever you want. And they also instilled all of the key disciplines like hardwork and humility and really recognizing that if you do the right things, you'll be recognized with them. Was there any special advise that they gave you as you were growing up that still guides you today. Always be more patient education is a great thing, really learning as much as you can and and that's really you know, what I focused on is always trying to learn in any job that I'm in, you know, really trying to continue to learn every day. I want to pick up on something you said a moment ago that when you were tapped a CEO, you were considered more of an engineer and a manager rather than a leader. But here you are now in the elite group of women who are running fortune 500 companies >> Fortune named you as one of the world's 50 greatest leaders. What changed? What did you do differently? My key trait is determination and determination meaning there's no problem that can't be solved. If you really put your mind to it and there's no problem that we can't solve as a team if you really put your mind to it. I think we've been able to translate that to, to our employees, which, you know, contributes to a lot of our success. You turned things around at AMD when you came in. A lot of people didn't think the company was. It's gonna survive, it was losing money, it was losing market share, it was cash strapped. The stock was trading at $ 2, now its $ 32 which is remarkable. As you look back what was the most important thing you did from a leadership point of view, that allowed you to successfully turns things around? When you think about large companies we often do so many different things You really need to be clear on what's most important. We really focused on products first and foremost. Customer second, and then simplifying everything that we do, and that has translated Well. That sounds like what every company says that they're supposed to do. Focus on product. What did you do on a leadership part that. Made this amazing turnaround. You're right, every company might say it but the question is do you really live it, and living it means I would spend a lot of time with the engineers on their products. And having them described to me, where are you? Why are you there? Where should we be? Spending a lot of time with customers? I would say, hey, look, we need to be In that particular customer and I'm gonna personally go see them, you know, every month until they give us, a shot at that particular opportunity. And so it's really living it that I think is important. Turnarounds are hard and what was the hardest part for you and how did you work through it? The first year as CEO was difficult, you go through your three month honeymoon period. And then after another three months, you're like, wow, this is harder than I thought it was going to be. We know what we're good at. And if we play our game, not play somebody else's game, we will get to, sort of the revenue growth product capability you've told me in the past about your 5 % rule. Telling employees do each better each quarter even by just 5 %. And it catually worked, what made you think to take increamental steps so often a new CEO was to make a big bold statement. There are a lot of bold statements that can be made We knew what we had to do, we just needed to execute much much better and one of my other philosophy is do what you say you're gonna do and it's so important to build a track record of execution along with the big you know, I'm gonna change the world, you also have to have that track record of execution and so the next 5 % is just about just Execute a little bit better next time around. People who know you well say that you're very pragmatic, how has that shaped your approach to decision making and also to leadership. When you're in a tech company, there are many decisions that you make in terms of investments, do you invest more ahead of the curve. One of the things that was most important to me when I took over as CEO Was I didn't want to do another layoff. I did one layoff in 2015. And I said, going forward, we're going to make sure that the company is very, very well managed and we will invest as we grow the. The company versus you know, I'm going to change the world tomorrow. And so yes, I'm going to lose money today such that I can make money tomorrow. We know it takes many steps to turn around a company. It takes many steps to build a roadmap. And we follow it you know step by step and when we started our new processor line, we said we know it will take us three steps and we're gonna do the first step we're gonna make significant changes and the next step will make incremental changes and the third step we will be at leadership. And we very much followed that. Here we are at Fortune's most powerful women conference where many women come here to learn from successful people like you on how they too can rise to run a Fortune 500 company. What's the best advice you would give them? Dream big, but take your career and steps, with each step that you take, you will learn more and sometimes you won't be successful. But if you keep your focus on what your big dream is, you will get there. And it's about doing a great job in whatever job you're doing at a given time. [ BLANK_AUDIO ]

AMD CEO On Leading a Turnaround: Pragmatism and Patience

Leadership

CEO Lisa Su turned AMD from a money loser to a tech powerhouse and earned a spot on Fortune’s list of the World’s Greatest Leaders. 

[ MUSIC ] Lisa, this is a milestone year for AMD. It's the 50th anniversary since the company's founding and it's the fifth anniversary since You became CEO. So you've said the best is yet to come. Tell us what you're picturing. So we're all about defining the future and defining the future for us is defining the future of high perfomance computing. And the truth is data is becoming such a large part of everyone of our lives. And so to be sort of the power underneath or behind that is, What we do and I'm very excited to build, bring new technologies out so we can solve some of the world's toughest problems .>> Well when you did this turn around at AMD, when you came in five years ago, you made it big bets on new products whether it was for PCs or game consoles or in the data. Area. What are the big bets that you're making now? You know you can't predict the future, but you try to see into the future. And it is you know, what is the right manufacturing technology, what is the right computer architecture, what is the right frankly set of customers and markets to be in. So the bets that we're making are on new technologies that will allow you, To really solve more data centric problems and be able to analyze your data, do what you want with your data and really make decisions on that data. We also hear so much about the connected car, the connected homes, things like that that are gonna have huge, Growth opportunities. Where does AMD figure into that whole trend, All of that if you really think about it, whether you're talking about a connected car or connected home or your office or your data center, they all require high performance computing underneath. So the micro processors, let's call it the brains Underneath all of that, and that's the technology that that we are investing in, and the technology that we believe will drive some of these future events. And what about the customers when you did the turnaround at AMD, you want over customers like Microsoft and Oracle and Google and Amazon companies like that. Are you gonna be having a different breed of customers? They tell us what they need five years down the road and we make sure that our roadmaps are aligned to these marquee brands and where they see the market going. Let's talk a little bit about your current product line because we're well into the last quarter of the year. How are sales shaping up? For your processors that power up PCs and cloud service providers. We're gaining share and market share in our world is very, very important and very much a focus for us. We're seeing much more adoption across both consumer and commercial channels. So yeah, we're very excited about not just what we've done in 2019 But looking forward into 2020 and beyond. The idea of having our technology in more and more places is is really exciting. What about sales for game consoles which also are All those ex boxes and PlayStations are all powered by AMD and they end up being very popular gift items in the holiday season how would you expecting there I think 2020 is going to be a big year for consoles gaming is a great growth market it's one of those places where people are willing to spend that. Extra dollar for entertainment. What you see is that there's a lot of demand for gaming. So consoles, this year we're sort of waiting for the next generation consoles. But I think as you look forward, [ INAUDIBLE ] We believe gaming, whether you're talking about any of these form factors is a great market and one that we have great products for. So great things going on for AMD, but you're working in an economy that many people now are forecasting could have a serious downturn, maybe a recession. From your perspective how do things look? You know, obviously we're all focused on what's going to happen in the global sort of macro- trends. But we're also in a very unique place. Our sort of market size, the market that we're addressing is over 75 billion dollars and, We have huge opportunities to grow. So, yes, there may be some turbulence in the market and of course we have to manage those things. But we look at it and say, over the next three to five years, there's a great market out there. They need high performance computing. And it is exactly in our warehouse. So are you still hiring? Do you have hiring plans for 2020? We are absolutely still hiring. We are really looking to build out our skill sets, particularly our engineering skill sets and we've continued to grow over the last years. Tell us about China. I know you do a lot of business in China. How is this whole trade standoff impacting AMD ?>> China is a very important market for us. I think we are watching very carefully. What's the developments overall in China. We continue to believe that China will be an important market. There will be some changes in how we address the market. And we just have to be very cognizant of the developments as they happen. You've been doing business in China for 25 years you have employee AMD employees working there. You have operations in there. The longer this trade uncertainty drags on, does that help or hurt what you're doing? We would certainly like to see the trade, discussions come to a conclusion. I mean, that's good for all of us. That being the case though, I think we are managing well. Through, you know, through this period of time, and we've have on the manufacturing side we have a number of options both within China and outside of China so that gives us a lot of flexibility. And then on the technology side, you know, what I tell my employees is look control the things that we can control. Our job is to put out great products. So Elisa, 2019 has been a very strong year for AMD whether you're talking about sales and earnings, your stock is up something like 80 % for the year. Looking ahead to 2020, what are we gonna be saying about AMD Next year at this time. Well, what I'd like to always say is that the best is yet to come, and I truelly believe that Suzie. Our goal is to really push the envelope and my belief is, if we continue to push the envelope on technology, we will be very strongly patnered with our customers and we have numerous opportunities to grow. And don't do fantastic technology at the same time. [ BLANK_AUDIO ]

AMD CEO Lisa Su on 2020 Outlook: "The Best Is Yet To Come"

AMD is on a roll with its high tech chips powering PCs, data centers and gaming consoles and the stock surging 80 percent in 2019.

So Lisa actually has a bachelor's, master's and PhD in engineering, all from MIT. I spent a lot of time in school. And when you find something you like, you stick with it. That's right. Okay, so five years ago, you became the CEO of AMD, and the company was in a very different spot back then. Are declining share price and kind of struggling to find its place in the market that's really dominated by very few very large players. And today you're one of the best performing stocks in less than P500 so, give us a quick. [ APPLAUSE ] Thank you. [ APPLAUSE ] Quick, quick glimpse into the keys of the turnaround at AMD. Yeah, absolutely. And first of all, thank you so much for having me. It's really an honor to be here. And AMD is a company that's been around for 50 years, but we've never quite hit our stride. And five years ago, This was an opportunity for me it was actually my dream job to run a semiconductor company. And many people would say, well, why would you wanna do that? [ LAUGH ] It's what every little girl wants. Yeah that's right [ LAUGH ] It's the idea that you can make something you can build products. You can put it on the shelf and somebody will buy it and will know that it's yours. And the key for us was really you know, it's a it's an industry where you have to make bets over the long term. So the bed sometimes take three years to pay off sometimes take five years to pay off and Wall Street is a very fickle and hard to hard to keep the attention span but I think we really focused we decided. Hey. We were gonna focus on great products. And it was gonna take us three years to get the next products out. And we had to be very, very clear on what we were not gonna do. Which is, you know, sort of change our strategy. And that focus which you you talk about, you know, you're focusing on certain products means you're not focusing on others. And that's not just a product decision. It's a personal Decision that has an impact. How did you get everybody in line with that renewed focus ,? Extreme communication, extreme communication in terms of, I think, this morning was discussed like you say something like 75 times and then you have to say it another 75 But it was very much around we are about our products we are about our customers and we are about simplifying everything that we do. So that you know so that everyone in the company is clear on what our strategy is. And for those of us who are not in the semiconductor industry, just give a sense of What those areas are that you chose to focus on. So, we are focused on products that are really for high performance computing. So the idea that we're all about how we get more efficient data centers or the large. Piece of things that are going to grow in the future and our focus is on building really powerful computers. Okay, you have. That means we don't do small things. Right, like what? Like we're not in my phone, but we might be in your PC and we might be in your data center. That is, you know, powering your cloud. And because of that, you have a host of new customers that didn't exist for AMD before you took over. So talk a little bit about that. I mean Amazon's AWS, Oracle, Twitter, what do you do for them? Yeah, what was really important to me when I took over as CEO was how did we have sort of large brands associated with what we do? Because My feeling was, if if we can get the most marquee customers using AMD products and that was validation. So, for example, we're powering some of Google's data centers today. So if you're running some applications on Google, you may be running on AMD. And we're working with Twitter. I'm a big twitter fan I don't know how many of you are but thats one of the things that- Its double edged sword. Wellonces in a whie yes yes. You know e are Micro soft new surface laptop. And those are you know my key brands where Relationships were really built over you know any years to get there. And I think everybody in this room has to make bets owards the future but in your business its way towards the future and so how do you, whats the process of amking those bets? Who do you have around you thats helping you to make those decision that this is the next big market for Our products. What's really important in in our world is really getting close to the people who are doing the engineering. So I'm an engineer at heart. And I actually spend quite a bit of time with our chief engineers and architects to understand where they think the future is going. And like I said, it's all about making bets. Sometimes you make the wrong bets, and hopefully most of the times you make the right bets, but the important thing is sticking to those bets. Because the life- cycle of semiconductors are so long. Do you miss being an engenier? Do I miss being an engenier? Sometimes, sometimes I miss being an engenier, but I have the luxury of being able to go into the labs and see what we're doing at any given time. So that a span. You have a lot of them around you. Yes. And how has the background of being an engineer, how has it helped and maybe hindered in some ways your transition into being a CEO? Well, I think for tech companies having some intuition about what you're trying to do is helpful. And so certainly for me, it's been helpful I've had to learn about the business on the job and so I've made sort of my share of mistakes doing that. But from the mentally understanding, I thought what the major said was interesting. Like flying is a great equalizer. I think engineering is a great equalizer because either the product works or it doesn't work. There's no in between. That's sort of how I look at it. Okay, I'm gonna switch to a slightly tougher topic for you, for all of us, I think, today. Which is China and the trade war. So, you have started back in 2016. You started a joint venture in China to license your technology there and that was put that organization that joint venture was blacklisted by our government. Just this summer I think we're all very foot, we think about Huawei and and maybe a few other companies, but there are many companies that have been impacted by this. So what is this turn of events mean for that joint venture Venture and for the future of your business overall in China. When you look at US China relations, it is a very, very complex topic. And we do maybe 30 % of our business in China. So it's a large market for us. And the way we think about it is. Like the world is different today than it was four five years ago. I think the you know the thoughts round how do you balance both access to the market which is one of the largest market in the world. But also the fact that you know there are national securities concerns as it relates to high tech. And for our case we are making some of the most powerful processors in the world And we wanna sure they're used for good things. And so it's an adjustment. But it's an adjustment that we are very prepared to make and the most important thing is to make sure that we're focused on our strengths which are around high performance computing. So if you take a step back, do you think that we should be, At this moment exporting computing, technology computing power to China to begin with. Well, I think there are lots of different things that we do trade with China and there are certain aspects of our technology that are really, really special. And we should protect those really, really special things as much as possible. And then realize that, for leadership in the US markets, we still need access to the largest markets in the world. And where do you? So two questions I guess, where do you see your hope things are going, if you. if you look into your crystal ball, and then the other question, you can answer whichever one you want first, but I think, obviously one of the hardest things with the current. Climate and the trade war is the uncertainty and the unpredictability of these twists and turns. And so how do you lead through that especially at a company that it has very direct, large impact? Well, I think what's really exciting to me is there's just so much you can do with technology. And there's so many applications that we can address, you know, whether we talk about, you know, sort of very geeky stuff but if you think about what we can do to. You're transform, you know, medicine and education and you know, you know, address climate change and all these things you really need powerful computers. And that's what we build. And so that's that's the really exciting thing. And then your your second question about just How do we navigate these waters? I think we're all in the same place. We're all in the same place like every day we wake up and there could be something different that you're addressing. And that's the life of a CEO or Senior Executive. And I think we get used to that I, one of the things that I'm most. Focused on is ensuring that we are very agile as a company like we have 10, 000 people. It's not a small company, but it's not a huge company. And the idea is how can we make 10, 000 people be able to turn on a dime. As market conditions change and as customer needs change. Ok and I'm going to turn to you guys for questions but one more question on China side, just to clarify and give more context, we're not talking about just chips that are going into You know, consumer PCs or whatnot. The concern has been around chips that are going high, high, high performance chips that are going into supercomputers right, and some of those supercomputers are used by the Chinese government for various means. So just give a sense of like what these supercomputers can do. For better or worse? Well, I think the real opportunity is super computers will allow you to really simulate things before they happen. And that allows us to predict much better. And some areas it's business problems, other areas it's how do you predict the weather and you know some areas are, Are weapons related. From our standpoint, again it's really exciting to be at the forefront of technology. One of the areas that we're most excited about is AMD was just awarded the next generation highest performance supercomputer for the United States. So Oakridge national labs We'll be building a, not that you need to know this, but a one- and- half extra flop computer that does lots and lots of things and it will be using our processors since we're very proud of that. And we just need to make sure that we keep pushing the envelope And I know we got very excited about the 50 most powerful women but there's actually a list of 50, the top 50 super computers in the world so that's very exciting in your world I know. That's right. [ LAUGH ] We all get excited about different things so. All right. Questions from you guys, please raise your hand if you would like to ask Lisa a question. Over here, can we get a microphone? And if you could introduce yourself real fast. Hello, Lisa, thank you for being here. My name is Leah Sweet from PayPal, so in a tech industry. I'm curious how you balance innovation with the long lead times that you have for your new technology. As your competition moves forward, as the dynamics of the industry change, you have to be able to change as you said on a dime a large organization to focus on new and innovative products. But at the same time, you have extensive lead times in development and so you have to have a significant amount of time reserved for that. How do you handle that balance? Yeah, it's a very interesting balance what, what we do is, you know, we really take sort of two aspects of it one is there is just foundation right? There's, foundational intellectual property, that you know you have to invest in and you know you have to be the best at and and that hardly ever changes. And then you have what is more customer driven. And one of the things that I find is you learn so much from every conversation about what's going on in the market and what customers need. And so we're able to adjust late in the cycle, sort of what we do With individual customers. But that foundational IP and that innovation has to really stand there. I'm gonna give one last very, very quick question. I've always wondered how you guys name your chip lines. You've got Matisse and Picasso and Rome and Naples. So how does that work? Okay, so here's what I would say. The large brands I actually weigh in on. It's like one of the most fun things like the marketing guys will come in with like 50 names. And I'll say ike one of our big product lines is a name called rise. Raison. And it plays off of Zen which is a very sort of balanced system. When I first heard about that I thought, my God, I'm gonna call it raisen by mistake. [ LAUGH ] [ INAUDIBLE ] But the other stuff that we let engineers do it we are a company of engineers and the engineers name the individual product. Branding experts. That's right. [ LAUGH ] All right. Well, thank you so much, Lisa. Thank you so much for having me.

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