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Conductor Company Profile, Stock Price, News, Rankings | Fortune

When no one was looking, the global semiconductor business became a smash-mouth, no-tariffs-barred affair. But in an age of AI, business is still (very) good. The founder and CEO of one of SoftBank's newest multibillion-dollar acquisitions weighs in on the future of AI compute, the changing cast of industry power players, and the shifting geopolitical landscape ahead.

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Peter and Daniel. So there's a lot of excitement about what AI can do, right? That's why we're here. But none of it's possible without the right infrastructure and the right chips. The competition to build the next generation of AI hardware isn't just a business story, it's a strategic one touching on everything from investment and innovation to geopolitics. Today we're joined by one of the most respected leaders in technology and semiconductors to help us understand what's at stake and where the future is heading. So please welcome Renee James, chairman and CEO of Ampere. Hi Renee. Good to see you. All right. Thank you for joining us. So You worked at Intel for a very long time, um, and you worked with the great Andy Grove. You were for a long time, you were first as chief of staff, is that right? And then you, you know, right before you left Intel, you were the president of Intel. So, When you look at that, I promise I will ask you questions about your company Ape, which was acquired by SoftBank for $6.5 billion earlier this year, but I promise we'll get there, but I have to know as an, as an Intel vet. What would Andy Groves say about the state of Intel today? Thanks. Yes, um. He would be very disappointed. Why? Because it's an industry that Intel um invented literally invented the means by which you fabricate modern semiconductors, um, the what we think of as fabs that everyone likes to talk about and weirdly wants to build everywhere. Uh, and the process that goes into them was pioneered by Intel, developed by Intel. The modern transistor technology was invented by Intel, um, the first modern CPU that powered, you know, computing and the entire PC mobile, everything. Was Intel. So when you think about that, and these were people who left Fairchild because they had a different view of how the future could be and started with venture capital, if you can believe it, in the late 60s, 6869, this is, you know, their life's work and then to see Intel fall behind. Um, a company that was a great partner, has been a great partner, still is, I think of Intel forever, my supplier TSMC was started in collaboration with Intel, um, because we needed an additional source. So you look at it and you think, wow. That's kind of scary and sad. And Intel is not that sort of enzymatic uh uh uh actor that it was in in its heyday is, is kind of what you're inferring. And a lot of the technology that we use today, I mean, the Mellanox interconnect technology of Nvidia was invented at Intel and spun out there, you know, my company, uh, not just me but several of the key leaders, we're X Intel, we built every server product that built every data center. it started, you know, all of this cloud stuff. So, you know, a lot of good came out of it and a lot of spinoff companies, you know, the modern way that we think about building silicon and semiconductors that we all take for granted like a miracle occurs. You turn something on and it just works and like, you know, 70 billion of something you don't even know what they are is going on and on a little piece of silicon and we don't know, you know, it just works it it truly is miraculous, but then you think about the state of the company today and And I, I wish them recovery. I really do. I think they're super important to global semiconductors. They're super important to the future of where we're going because at its base Intel is the company that invents the future of transistor. still today, even in their current situation, super important. We will come back to the sort of global implications of that in a second, but I do want to, I do want to talk about Amper for a second. So Renee, you're one of two women who run semiconductor companies. It's extraordinary. And then you I'm happy that there's someone else now. That's right. That's right. And you went even further because you said, I'm going to start one. Like that isn't exactly how that went, but yeah, I think Andy said, what are you doing with your life? Why don't you start the next one? So what what what leads one to start a semiconductor company because I've always gotten the sense that um sort of like an automaker, you can't just turn around and it's not exactly a software company, you know, you can't just spin it up overnight. You need a lot of capital. Yes, um, well, so first of all you have to have a passion and a vision for where you think things are going because you, you know, you're not, you wouldn't start a company at the kind of the scale of a CPU company or GPU company, um, from the ground up at this point in the history of semis given the the hurdle rate and the investment rate and costs, um, unless you had a passion for doing something that hadn't been done before because you know you're not gonna start a company to like compete with Nvidia. That's ridiculous. Um, so we said the problem that we hadn't solved, the thing I was passionate about after 30 years of building microprocessors, was we have always, whenever we got into trouble we would just say like, oh, you know what we can do, we'll just put more power onto it. We can just release the power and I'll get higher performance or we'll put down more transistors. I mean, we did a lot of things that at the time it didn't matter. It didn't cost as much. It was, you know, no one was going to freak out that we went from 350 watts to 400 watts to, you know, whatever. I mean these were conscious decisions to change because you have to change the spec on what the server is and what goes into the data center and all that stuff, but more was more, more was more and you could get paid for it. Um, so the thing we didn't do was something that we knew about. I mean, good and physicists know that at some point, you know, you need to constrain the power and figure out how to improve the performance through other techniques, and that's a lot of R&D and a lot of thinking. About thinking differently, thinking differently about how we designed the architecture of X86 for the last 20 years that we had been working on it, um, before I was president until I ran R&D for a long time, so we spent a lot of time thinking about this, so we, um. I said, you know what, that's what I want to work on. I want to work on how we build out what comes next, knowing that not AI in the way that we think of it today, but we were working on machine learning and everything already. We knew that was the next big thing. We knew that cloud computing, the way that the cloud used software was different than the way that the enterprise consumed software, like in this linear scaling, always on, always on demand. Um, and, and the microprocessors that we had built were meant to turn on and off in a way to be efficient for different workloads but not for the cloud, so that was our thesis and um. I gathered around people that were retired or that had worked for me before and I said we should do this and they're all like, you've lost your mind because we had built like 80 microprocessors, 80, and they were like, really, are you sure? I'm like, we can do this. If not us, then who? And then Andy says. He was still alive and not really that helpful in the sense that he was like, we taught you everything, you know, this is what we what Bob and Gordon and I did. This is what, you know, this is, this is the history of Silicon Valley. Someone has to do it, so that's what we did and I was really fortunate because the Carlisle Group, who doesn't. Usually do venture um back to us in our first round um and then we had a couple of strategic, our largest strategic being Oracle over time um and we ended up raising billions of dollars over the course of the last 8 years and um last month announced that, um, SoftBank Group is buying the company for $6.5 billion. In cash. So let's talk, let's talk a little bit about that. So what. Some folks were scratching their heads when that deal was, was, was announced. What does SoftBank give Ape? What does Ampere give SoftBank? Um, well, of course the deal isn't closed, right, so we're in the regulatory period, but in general, um, we've pioneered, we have a lot of patents and a lot of technology we've built, um, 5 generations of product already that have been deployed into major hyper scale data centers, um, how to build very, very high performance in an air cooled, meaning 500 watts or less envelope, um, and we could release the power and use liquid cooling. And go even, but the performance is that of like an AMD leading edge processor today we have integrated AI acceleration inside of that envelope. We can add additional functionality on and only release the power, you know, 50, 100 watts. So I think that that whole thing allows you to build out a vision of AI, you know, scale data centers that are more efficient over time. Um, we were, we are an arm architecture licensee, so a sister company in the SoftBank Group, um, so we had taken an architecture that's inherently low power but had not been known for the highest performance, and we had, um, invented ways to bring it up to. The level of, you know, that kind of performance, and I think that it's very synergistic with their overall vision and the mission that Masasan has for Stargate. For sure, for sure, and, and we will get to that in a second. I, I wanna ask you, I want to come back to the, the geopolitics question so. When you and I were talking about Intel previously, um, you were expressing to me kind of the importance of that company in the overall ecosystem, um, honestly, in the US, but, but in as as outdated the terms as it is with the West. Um, we are in a very US versus China moment in time right now and you're very concerned. Um, what is the future of SEI right now and What's it look like if we don't get it right here in the UK? In the UK, um, what do you mean by don't get it right in the UK? What, what is the landscape, right? What is the playing field given these tensions and you know what, how do we remain competitive given that sort of binary choice, you know, semiconductors historically have been a global product that have been available globally, um. That you know the predominance of semi semiconductor business is distributed around the world both in supply chain and design. Um, some of the great design teams in different segments of semiconductors are in Europe, and many of the industrial companies in Europe do their own semiconductors, so super important. Um, the predominant and and currently an EUV only lithography equipment is from Europe, so I think we have a long history of a very open design design and manufacturing ecosystem. I, I do think that there is, you know. An importance in the global nature that this business has always been, it was never just a US business that went global. It was global from day one. So I think we have to think about where the people are who do this, how, how the, you know, how it moves, how it affects every segment of the economy in all these different countries, because computing is not just about people doing office work anymore, it's how we live our lives. It's everywhere, right? So, um, I think as long as we're conscientious about open market and and how we move forward on that I think that's important. The China thing is a separate situation because China has capabilities that are self-contained and to some extent I don't know what direction that will go it, you know, I have always participated in a global market, so it's hard for me to speculate on what that would look like, but it's the US and. Um, Taiwan, Southeast Asia, European, you know, design capability for global semiconductors is profound. I mean, it is hard to imagine doing, you know, some level of networking and mobility and everything without teams in France, for example, right? Like there's just specialties around the world, Poland. Right, right, I will come to the audience for a question in just a moment. I wanna just quickly ask you to tell me, you know, does AP have a role in the Stargate project? And if so, what? Um, well, I can't comment too much on that, um, but as we said in the press release, we, we do have a role in that, so yeah. All right. All right, let's go to the audience for questions. Questions for Renee James. They're all wishing they were in semiconductors, like, really? All right, well, I have, oh yes, right here up in the front, just wait, wait for the mic to reach you. Way up here. It's on the couch. And as always, your name and who you're with when it comes to you, OK? Thank you. I'm Doctor Shiva, I bank, and like I said yesterday, we're building a data center and also I'm from Sri Lanka. I don't know whether you all know Bain graphite, the pure graphite is in Sri Lanka and only 1% is exported. And now there are people looking at graphene, which is the GPU. Uh, you know, for graphene chips, you need graphite. Is there any, you know, experiments that you are doing or what's the plan? Yeah, so we don't do base level. Um, Ampere is a fabulous semiconductor company unlike Intel. We don't do um base level metallurgic, um, material science at MPR. We do design, advanced design and IP um development, um. So I am sure there are people looking at that, but most of that work is done in process fabrication, um, in conjunction with that. So at TSMC and Intel and places like that. Yeah. We have a question. Thank you for your question. We have one right back here, yes, your name and who you're with. Uh, I like, yes a business school. So I had a question about the overall ecosystem around CPUs and GPUs. So where do you see this going? Nvidia is now very dominant in the GPUs. Um, you know, X86 is still powerful in the CPUs. Where, where do you see this in 5 years, you know, Nvidia, ARM, everything. Yeah, thanks for the question. Um, in the, in the, you know. GPUs, as you know, grew out of gaming. So a large portion of the GPU, you know, the shaders and the things you need for rendering and gaming aren't used to um train large language models. So, Um, while it's a lot of horsepower, it isn't the only way that you can do the computation required for AI. And in fact, um, as we've discussed in multiple roundtables here, um, as we go to smaller models, as we use, let me say the appropriate AI technology or machine learning technology for the job at hand, you might just run it on an enhanced CPU. In fact, that's probably the most efficient way. So all the CPUs are being enhanced with AI acceleration, and we have a product that we've talked about Ampeer1 Aurora, that actually has um the AI functionality because we have 512 cores you can put, you know, AI cores and compute cores and into that's one of the great innovations that we've been working on. Um, so I think that 5 years from now what we're going to see is a convergence of AI and compute and architecturally there's an underlying thing that is super insular, uh, Silicon Valley Wars kind of thing which is the micro architecture of computing. Will it be X86 or will it be something else? Um, Nvidia is an ARM licensee. Nvidia builds their things on ARM as well. I do think given the progress we've made and now under our new ownership that um our proposed ownership that that arm is looking like a long term it's the architecture that Apple uses they're in a licensee that Samsung uses that Qualcomm uses that Broadcom uses. And um because of the developer community being on phones, laptops, you see, you get this bulk of developers that know that environment so I, I, I think the future is relatively bright there. And of course, SoftBank owns arm. Yes, right here. Hi Seth Dober in Quantum AI and Infinity Adventures. Hi Renee. Um, so one of the biggest challenges in, in AI, especially training is not necessarily compute, it's the distance between compute and memory. Are you guys doing anything in that space? That's my favorite topic. Oh my God. See, I, yesterday at lunch I was like, I love that guy. I, uh. Yes, Seth, of course we're working on that problem that we've had for the last 30 years. Um, if it exists, if it, if it was a problem in mainframes, it's still a problem. Um, of course there's high speed memories, but one of the things, of course I, I'm not gonna reveal how we're doing it, but all of us have been working on moving memory closer, staging memories, uh, flexible different kinds of memories that you might want to put in and out depending on costs, so there's a bunch of things that we're doing to, um. Deal with moving the workload in and out more efficiently. It's not just memory, it's a lot of the die to die interconnect as well, as you know, right? So we've done a lot of innovation. We have patents in it and die to die and how you move things across, but you know, the other thing that's quite fascinating only to me but probably not the rest of this room, but maybe to you, the way you lay out the chip where you put computation versus IO actually matters because it determines some of the. Length of travel and so we've been very attentive to that as well. Thank you for your question. I feel like I saw one more. Yes, was just my memory. I wanna talk about semiconductors. Come on now. Oh yes, right up here. Oh yes, your co-host. Yes, that's right. Just wait for it right here, Maddie. Thank you. Hi Renee, Jason Del Ray from Fortune. Um, I spent a lot of time, probably too much time thinking and reporting about Amazon, and I'm curious what you see as their potential future in the chip space. Um, I know they've made a lot of investments and are you bullish, bearish on them in the future, and either way, where, where do you see them fitting in? Yeah, so, um. Thank you for that question. It's, it's Amazon uniquely has an outstanding team that they've had together for years, and one of the hallmarks of a successful semiconductors is how many generations has a team done together, and the answer to Amazon is a lot, and they also use ARM architecture and have been quite successful in building chips, as has Google, by the way, um, that are specific to the pathology. They have a really unique way of accelerating data inside their own network and they're and they have an outstanding silicon team that's been able to build, you know, really great products that for their own use. I think given you know their their might and their team and everything that they'll continue to be very successful with that strategy. I, you know, the hyper scalers have the wherewithal to. Do that kind of thing, but the other half of the market is the enterprises of the world that need to use AI that don't have it, and that's where I think, you know, commercial chips have to fill that gap and they're not all gonna build out massive Nvidia infrastructure either, right? So there's still an enormous market opportunity and let us not forget, despite the fact that we never talk about it. Pure computational data, non-AI is growing as well at a double-digit kegger. So there's kind of a, there's other stuff going on as well. Thank you. Everyone, the fantastic Renee James.

Lisa Su, Chair and CEO, AMD
Interviewer: Alan Murray, FORTUNE

Most Powerful Women 2022 - What’s Next For The Semiconductor Industry

What’s Next For The Semiconductor Industry

In the past 24 months or so. There's been both a shortage and a glut and plenty of international trade tensions just last week, in fact, the Biden administration imposed new restrictions on exporting us made chips to China and all of these global issues aside, the business of making computer chips is inherently complex and challenging. But tumultuous times in the space are nothing new to our next corporate leader. A. M. D. Chair and chief executive lisa Sue has been there, done that more than a few times. She brought a. m. d. back from the brink of bankruptcy when she took the top job in 2014 and did so by examining the company's core competencies and taking deaths. And today she ranks number 21 on this year's most powerful women list lisa joins fortune. Ceo Allen Murray today to talk about being a a fierce force in tech and what it takes to navigate challenging times. We welcome them both to the stage Lisa, thank you so much for being with us. Thank you. So you are in the eye of a hurricane. I mean you look at your stock price, there was a chip shortage last year. Your stock price soared up over 50%. Now we have a computer slowdown and the stock price has plummeted your product. Computer chips has become a geopolitical weapon. We're spending $50 billion of taxpayers money to subsidize subsidize construction. And then just last week we imposed export controls on chinese exports, which I think account for about a quarter of your business? So having said all of that, how do you keep your cool, I mean what is your secret to keeping your composure in the midst of this whirlwind of activity? Well I have to first start by saying does everybody have their semiconductors? Do you have everything you want now? Well you know, it's it's been an amazing right? I have to say. I think the the most important thing that you know I keep in front of me is the fact that um we work in an industry where it really changes people's lives, it really makes everything better. It really allows you to do things you can't do and that's you know the role of semiconductors and yes, it's a little bit ups and downs. I think the pandemic um really, you know kind of highlighted how important semiconductors are and everything that we do And um you know as an industry we've worked hard to make sure that we have enough and now we may have a few too many. But overall I think um you know, it's it's just a wonderful ride. But but looking to the future, I mean last year your your stock price was what $155 now, it's a $55 which is right. What what what's your sense of where this market is going over the next five years. But my sense is probably neither is right, but we can say that, you know over the long term, um everybody needs more technology I think no matter what you're doing, whether it's for your business or whether it's for um you know in your personal life or whether it's to solve the next, you know, big health care crisis um or it's to solve climate change, you need need more technology and that's what we do. So from that standpoint, I feel wonderful about the long term and you know, in the in the medium term, there's always things that we have to navigate and I think that's part of life as a Ceo these days are a little it's a little bit different because you wake up on any given day and you wonder, ok, what am I going to do today? But that's all right. Well let's let's talk geopolitics, which I suspect is a topic that is not taught at M. I. T. Engineering school. Um but you're in the middle of it uh and the latest news is the president's decision last week to put export controls on chips sent to china, that's a big part of your business. What do you think about that? Well, you know, I think the thing about the the semiconductor supply chain or even the technology supply chain is is actually a very very global business. I mean we send, you know, we designed parts here, we send them um you know, they're manufactured somewhere in ASia, they go through many different steps. So it is a very complex and distributed supply chain. So sure, export controls does add a bit of volatility to it, you know, I think the key in, you know, this is, it's it's very important to keep in mind what we're trying to do and, you know, certainly for the very, very most advanced things that we do, you know, there are national security interests and we totally get that. Um, it's also important to understand that, you know, china is a big market and we believe that it will continue to be a big market going forward, and so it just needs to be navigated that will export controls affect your business uh for the, in the short term, probably not a lot, you know, in the medium term, I think we have to see um, you know, sort of how things play out. But my view of the world is you can always adjust one strategy. Um, once, you know, we have, you know, sort of the overall box in play. Yeah. Do you think it was a mistake for the president to do what he did? Did you argue against it? I would not say that, I absolutely would not say that. I would say that there are national security interests and the national security interests are very much front and center and we're also working very closely with the administration through the industry associations, I think, you know, Gina Raimondo is fantastic. I mean, she truly does have, you know, both, you know, sort of, you know, both angles of what needs to be considered in mind. So I want to come back to that in a second. What percentage of your chip these days are made in Taiwan? The majority are made in Taiwan. So we saw it that they get to know you this morning, this room is filled with women who sit on boards of many of the largest companies in the world, many of which have china businesses, my senses, every board with a significant business in china has war gamed in the last year. What happens if china takes action against Taiwan? How do you think about that? You're from Taiwan, you were born there. How do you think about the risk that she Jinping decides to do something in Taiwan comparable to what Vladimir Putin did in the Ukraine? Well, I think the overall, you know, conversation I think is right in every boardroom, it's not just about china and Taiwan, it's also about, you know what we've all experienced, which is disruptions in supply chains that really weren't expected right over the last few years. So, you know, as we war gamed this, it's about all having multiple sources, having diversity. I think that's one of the reasons that, you know, the chips and Science act is such a good thing for the United States because it, you know, kind of reinvigorates manufacturing the United States and research and development in the United States, you're in favor of that, I'm absolutely in favor of it, I think it's a great it's a great step towards this notion of ensuring that we have, you know, good geographic diversity and A. M. D. Will take advantage of that. You're looking to diversify your supply chain. Absolutely, absolutely. But I don't know if that quite answered the question of how you're preparing for the possibility of something happening in Taiwan, I mean I think you have to plan for plan A B. C. And D. Like any strategic maneuver and I would say plan A B C. D. Includes understanding, you know, where there are multiple sources for and it's not just the United States, right? That I think that's the key thing is it's a very global supply chain the whole world. Can you tell us a little bit about growing up in Taiwan? I mean what got you to where you are today? What were the characteristics of your upbringing that enabled you to be the extraordinary ceo that you are? Well, I was actually born in Taiwan, but I came to the United States when I was two. So I don't know how much I grew up in Taiwan or I grew up in new york. Um but you know, my parents were you know very much around as typical asian parents are very much around math and science and ensuring that educ was, you know, first and foremost in um you know how we grew up, how my brother and I grew up and so it's, you know, for me it's about, you know, building tech, so I know sometimes that sounds boring, but it is actually kind of fun to be able to walk down to the store and say, hey, that's my product, you know, I worked on that, so that's that's what's always been interesting for me, and can you, I want to open it up to uh questions, so please, if you have one raise your hand now and we'll get the microphone uh to you quickly. Um but you came to a. M. D. With a clear sense of of needing to make some changes. Can you talk about how you how you've done that? Well, you know, the the key in our business is really, it's it's about what happens over the next 5 to 10 years actually, when I think about technology, you know, I started in this industry 30 years ago and everybody said like this is the end, like, you know, a few more years and we're done, we're never gonna do anything better. And the truth is, people are extraordinarily smart, there's always something more that you can do, and uh so it's it's very much been around, you know, making significant technology bets and saying, hey, we can change the world um if we make these decisions over the next uh next five years, so it's communication, a lot of it is communication, a lot of it is strategy and a lot of it is um you know, getting um extraordinarily talented people to work together. Yeah. Question just right here please and introduce yourself please. We can't quite see through. Uh my name is christophe ceo of ludo. Um my question is about scaling I think when you took over A. M. D. It was about five or $6 billion market cap and now it's about $100 billion market cap. And it's just one of the most extraordinary stories honestly in business period. And I'm just it's a tremendous challenge to be all of those different companies along the way from five billion to 100 billion. So I'm just curious how'd you do it? Yeah. So you know, it's like running a different company every two years, that's how it feels. We started, you know, it was like 8000 people, we now have 25,000 people. We've done the largest semiconductor acquisition um in history um a few years ago, I think what's been really helpful is I like to think of it as how do we run the, you know, the smallest big company there is. And and so there is a tremendous thing about saying, hey look, you know what, we're actually not that big. We actually have um a you know, we have, you know, sort of lots of things in front of us and that's what we're always thinking about, like what is in front of us, what is the next five years bring and um and that's really helped us grow as much as we have and by the way that incredible performance earned you a spot not only on the M. P. W. List at fortune but on the world's greatest leaders list. So congratulations on that other questions or question back back there. Yes Bridget Thanks Lisa, thank you for joining. I'm Bridget faucet from city and I'm just curious if you could comment on the manufacturing of semiconductors and the intense water that's needed. And as you think about Taiwan challenges just in the last 24 months China of course the diversification piece is important but how do you think that as it relates to water as well? Yeah. Yeah. I think it's your your point is a very good one. Which is it's it's also about natural resources and semiconductors. So it takes you know if you think about how long it takes, it actually takes us six months to build you know chips and the natural resources that are required. You know, Taiwan is an island that has you know very very very um you know great manufacturing capability but it's it's actually running out of some of these natural resources and as a result you know the diversification is important and us is one thing but there's also many other um you know whether you're talking about some of the things that are going on in europe or you know, across, you know, other countries in Asia, I think that helps bring the entire ecosystem together. Question over here. Hi kim Store in, I actually used to run global brand for you, lisa. And so I'm kind of curious back then, which was a few years ago, part of the culture at A. M. D. Was this focus on being the underdog and and that really lit the fire under us to to be better to think differently. And you know, really led the transformation that you drove. So I'm kind of curious now that I mean I guess is that underdog mentality, what's that culture shift been and and how have you seen that transform the overall organization now versus the beginning of the transformation? Yeah, it's great to see you kim so thank you for that. You know, it is true, it is about cultural transformation. We did spend a lot of time thinking that hey we are the underdog and you know, frankly being the underdog can be very helpful at times because you don't have that many resources, but you have incredible heart and going forward. And I think today it's much more about um we're a leader and we have to kind of chart our path over the next five years, but it's a different path than everybody else um in the in the industry. But I think the most important thing is that we do it our way and so, you know, we just went through because we, you know, we just acquired a very large company, Xilinx last year. We started, you know, a whole new cultural transformation for the next five years of a. M. D. And we're under A. R. R. Brand moniker is together, we advance with the idea that we advance not just by ourselves but with our partners and with the entire ecosystem. So absolutely, there's there's a lot of transformation there as well. And are you having fun in the process? I'm having a blast in the process. That's great. Well thank you so much for being with us on the N. P. W. Thank you. Thank you.

It will be built just outside of Columbus, Ohio.

Biden touts new $20 billion Intel semiconductor factory 

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Biden touts new $20 billion Intel semiconductor factory 


I made clear while I was running for president and from day one of this administration, we are going to invest in America. We're investing in american workers. We're going to stamp everything we can made in America, Especially these computer chips. This historic investment for Ohio one of the largest investment in semiconductor manufacturing in American history, Brand new $20 billion dollar campus outside of columbus. Ohio 7000 construction jobs, 3000 full time jobs. And I was kidding Pat earlier, I said I may need a job. And I said, well it's not bad you start over 100,000 bucks on the line. But I got to get some training. I think we're better positioned than any nation, any, any nation to seize these opportunities, but we have to keep it going. I think our best days ahead of us. Last year we took a big step toward that front with the bipartisan infrastructure law and I want to thank Senator Brown, Senator Portman for their hard work and getting that done. That law is gonna upgrade everything from roads, bridges, ports, airports, railways, transit to make our economy move faster and reduce prices for families. It's going to create better jobs for millions of americans all over the country, rural, urban, suburban. And it means America is the most attractive place for companies like intel to invest and make their products because of the law this year. For the first time in two decades, our infrastructure investment will grow faster than china's for the first time in decades. This is a game changer. Now, now we have to build on that progress, and that's what this today is about. It includes Congress acting on our competition bill, which I mentioned earlier and my administration is going to keep using all the tools we have to reassure our supply chains, strengthen our economic resilience and make more in America.

Intel CEO Patrick Gelsignger joins Brainstorm Tech explain.

Semiconductor manufacturing: How the U.S. can compete with the rest of the world

Semiconductor manufacturing: How the U.S. can compete

So I want to talk about the geopolitical piece because it's put you in the somewhat uh I would say somewhat awkward position of of saying to the government, hey give us taxpayer money So that we can make sure you're not overly dependent on Taiwan and South Korea. Yeah. And you know what if you think about it at the highest level and let's uh you know, we just launched our two new fabs that we're building two new fan modules in Arizona. I just did groundbreaking on those about 45 days ago. Each fab modules about $10 billion. So I just announced 20 billion of capital investment hopped on the digger and started to drive around and help my team start dig the hole, right? No, they wouldn't let me actually start ignition. But uh you know, so if I was building that 20 billion in uh Korea or Taiwan, it's approximately 30 to 40% of subsidies right to do that would be seen from those governments. They're already getting those subs today. So Wow, how do you compete with a 30-40% subsidy? Because that means we're not competing with TSMC or Samsung, we're competing with Taiwan inc and Korea inc. And the subsidies in china are even more significant. So the position and when you think about it over the last 30 years in 1990 the U. S. Produced, 37% of all semiconductors are manufactured here, Europe produced 44% today, us is 12% and Europe is 9%. These industries have collapsed in the us and tell us half of that 12% is what we manufacture here. And it's never that the US said we don't want these industries, it's that the Asians said they do and they put extraordinary Public private policies, industrial development in place to go make it happen here we are 30 years later. And where the fans are for the next couple of decades is more important than where the oil reserves are. Right, it is that important to the nation, to the economy, to our nationals. And if the fabs are in Taiwan there's the risk that at any time the Chinese cross that 100 miles and take over. That's well saying on Tuesday morning, right, I'm on the flight uh, to go see the Credit suisse investors and what did the Wall Street Journal report that morning? Sorry I know that we're at the Fortune conference, forgive me. But there was 25 years, 27 sorties from china flew into Taiwan airspace on monday. Does that make you feel more comfortable or less? If you're now dependent on, you know, Taiwan is the singular source of technology for the most critical aspect of our human existence and our national security and economy for the future. And if you needed an exclamation point right, you know, idle Detroit factories, right? You know the cease of our medical, you know infrastructure, all of those kind of things. This is precarious. We need to take out

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