NVIDIA CEO Says AI Shouldn’t Replace Jobs…Here’s Why

So I think Jim Cramer did an interview with NVIDIA CEO Jensen Huang. So you know what he said? So Jensen's like, I think a lot of people are misguided that people are laying off people because of AI. And he's like, why would you not try to do more with more? And so I thought this would be interesting for us to react to because you and I are— we have our organizations. We also talk to a lot of our founder friends as well. We know a lot of people. And so I think it's interesting. He's like, if you have— If you're able to do more, why would you not do more? And here's the thing, like I told you a week ago or so, I am probably clocking 12 to 14 hours a day, but I don't feel like I'm working. Like, I work until my eyes hurt like hell and then I go to sleep and I wake up again and then they hurt like hell and I go to sleep. But I think the difference is, Neil, like you said, you don't want to work like you did before. I don't feel like I'm working like I did in my 20s. I just feel like it's almost like when I was a teenager, when I was addicted to video games and I just played until my eyes hurt. So anyway, what do you think about Jensen's quote?

I agree with him. I think, so there's a lot of companies that have been using AI as a narrative for layoffs. Block uses it, Atlassian uses it. I think it's a bunch of lies. Just, that's just my own personal opinion. I have no data to back this up. I don't think if you're Block, you eliminated 40% of your employees because of AI. I think you eliminated 40% of your employees because the business is barely growing. If you look at the last few earnings, you can see it. It's in the single-digit percentile. They're not doing that well from a growth standpoint. And if you had to tell the stock market, hey, we're going to lay off a lot of people because our growth isn't what we wanted. And to clarify on the growth, if you look at their December 2025 numbers, quarter over quarter from the previous year, 3.65% growth annually. 2025, they grew 0.3%. 2024 was 10.6%. But in essence, growth has drastically been slowing down. 2022 is -0.73%. 2021, blockbuster year because of COVID right? 85%. But the point I'm getting at is like, growth has definitely slowed down. If you're not even growing at 1%, you're— what are most of the people in your organization doing? Cut them. Like, I get it, but you can't tell the market, hey, we overhired. We thought we were going to keep growing at 85% a year. We didn't, so we had to lay a lot of people off. That's like doom and gloom and people are just going to crush your stock for that. On the flip side, if you say, hey, with AI we're more efficient, we're able to lay off 40%, that narrative sounds better to the public markets even though they're both doom and gloom in theory because you're laying off humans and affecting their livelihoods. But I don't believe the AI story is true. I'm assuming you agree with that or— Quick break.

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Yep. Yeah, and I also believe that if you're not thinking about it in a productive way versus thinking about it in a negative doom and gloom, you're also not going to do well in this new world because if you just break it down from a marketing aspect, all right, and we can talk marketing divisions because Eric and I deal more with marketing than any other divisions. I don't know anyone in marketing who's like, I can't wait to fire all my people. Most people are like, I can't wait to use AI so we can get more productive, grow faster, and beat our competition. The narrative is always do more, not do less. And to do more, yes, you need AI, but you also need the humans. And a lot of people that I know in marketing are like, man, if we can do more and grow faster, then we can even scale more, hire more people, grow faster, expand more internationally, add more products. And that's the correct mindset that companies should to have, right? From a growth mindset, it's about how can you do more, not how can you do the same with less.

By the way, that's how we're— the stuff that we're pitching with our agents and then our AI dashboards and all that, it is not to say, oh, we're here to replace people. No, we are here to help people, everyone become like a top 10% performer. Okay? And we are here to make you look good too. So if you do that, If you sell in that way versus saying, oh, we're here to replace people, that's not going to be a good sell, right? Because the people using your stuff, they're not going to want to hear that. So you have to take that into mind. That's not a good narrative.

Yeah. If you're like, we're going to replace half your department, good luck getting them to approve the budget. It'll never happen.

Yeah. Yeah. But I think when you're like, by the way, like one of our— I'm so dumb. I was talking to my sales team yesterday. I was messaging them individually. And because we've been using my— we have these Slack bots that have invaded. Some of my agents have invaded Slack and they're working with the team. It's helping with data pull strategies. It's helping with execution as well. And I noticed in the channel, they're talking like they're talking a lot with these things. And so I was just curious. I'm like, what value are you getting from this right now? I'm just trying to get them to quantify it. They're like, we're saving at least individually 20 hours, if not maybe 30 hours a week on this stuff. And I'm like, how much do you think this is like? How much do you think companies would pay for this a month? They're like, at least $5,000 a month. And they each said it individually, right? But the key thing is they're talking to these agents a lot and they're getting the value from it. And I'm like, oh, like we should just, we should be like, we have all these other agents and all that. But I'm like, the agents inside of Slack, I think is a major unlock that everyone should do. And we're actually pushing to sell that now, um, like as a base to everything that we're doing. So I think that's going to be the future of work because, you know, if you have an infinitely patient, um, you know, bot that's working with people, it's coaching people, it's also helping with performance management as well. I think your team, your entire team scales a lot faster. So literally my team right now, as we're recording, um, they're doing a hackathon right now. And I said, I sent a message to the entire team today. I was like, hey guys, um, don't try to build these dashboards for humans to use. Um, you want to build stuff that's agentic and you want to build stuff that does the work for you. You want to not do the robot work. So be lazy, but be smart. And that was the message. So hopefully they do that. We'll see what happens.

Hopefully. And you nailed it with dashboards. People don't want dashboards. They just want AI to do it and be like, we did it, here are the results. Not look at this data and analyze it. It's like, well, will you show me a dashboard? Just analyze it and tell me and fix it and then tell me the results. That's really what people want, even though not everything is possible in today's world. That's the ideal outcome that people want. On a side note, if you had to pick the 2 LLMs that are going to be the best for generating B2B customers, Which ones do you think they're going to be?

The best LLMs for generating B2B customers. I would go Anthropic first, just because I love them. And when you say generating customers, what do you— in like what context?

Like getting listed on ChatGPT and then it driving traffic and then you're getting customers from that.

Oh, okay. As a channel.

As a channel, yes. To be clear. So what would be your number 1 and number 2?

Right now I still go ChatGPT because they're big. I don't know if I would pick Anthropic as number 2. I might pick, oh, Gemini. I would go ChatGPT and Gemini, yeah.

So we're very similar. I wouldn't do ChatGPT. I believe number 1's going to be Gemini and number 2's going to be Copilot. And the reason being is wherever I go to talk at events, because I typically speak to larger corporations, dude, almost everyone is pivoting away from ChatGPT and using Gemini and Copilot. You want to guess why?

They're free.

Bingo. They're like, we already paid for it. It's included. They don't want to spend more money. It doesn't matter if they like Gemini or Copilot more. Cheaper or free typically wins in organizations in the long run. If you don't believe me, you know, when I talked to Hiten, he's like, dude, you use Teams for calls? He's like, no one in the Bay Area use Teams. We all use Zoom. And I'm like, uh, no companies I talked to use Zoom. Almost every corporation uses Teams.

Yeah.

He's like, what about Slack? And I was like, And he's like, I'm like, we use Teams. He's like, you guys don't use Slack? I was like, no. He's like, every startup uses Slack. I'm not saying big corporations don't use Slack or don't use Zoom, but the majority use Teams, even if it's not as good of a product, because it's just free and it's included in the bundle. It's just cheaper financially.

Dude, you want to talk about bundle? Okay, so, um, obviously Nvidia had their big conference this week, right? And I think Jensen probably spent 20 minutes talking about OpenCLaw. So I'll talk about that in a second, but I think there's a genius marketing play here. So what he has is NemoClaw, which is their enterprise version of OpenCLaw. So they partnered up with OpenCLAW here. What I think is genius is we're setting up NemoCLAW for clients right now because they want security and all that, right? And we're looking through it, it's like, dude, you cannot operate it on an Apple device or anything. You have to buy NVIDIA. You have to use NVIDIA hardware only if you want to use NemoCLAW. There's only 2 options for enterprise-grade CLAWs right now. Amazon has a version, but then you have to use their tech. And then you have NVIDIA's version, but it locks you into their ecosystem. And because They're the front runners on this and they're going to spend like $26 billion or something on their own models. I think that's a genius marketing play because it's a, what do you call it? You want to call it ecosystem lock-in. That's what they have.

Dude, do you know Nvidia makes, most people say Nvidia makes all their money from chips, right? That's what I think everyone would say. Do you know what their second biggest business is? And it may overtake the chip business one day.

Software?

No. NVIDIA's networking business, they, it connects data centers to data centers.

Oh, that makes sense.

It's growing at 267% a year. It did $11 billion in revenue last quarter, just in one quarter, $11 billion growing at 267% per year.

That makes sense. Like, by the way, I think you and I can start to see this now where I'm like, I need to start to buy, um, you know, physical infrastructure, um, to like, which is weird because it like, we thought everything went to the cloud, but I'm like, and then that means NVIDIA is to grow even faster. Um, the data center revenue, by the way, you want to talk about data centers? Like, sometimes you just ride, um, the wave of an industry. So remember, you met, you met this guy before. I'm not going to name names, but he bought a furniture company and then he repurposed that furniture company, like a general purpose furniture company, to just build furniture for data centers. The revenue just shot up to like 9 figures. It was like nothing before. So, um, sometimes you ride the wave and, uh, yeah, you just kind of take it from there.

Dude, I'm with you. I've been talking to a lot of people about the money's in the boring and ugly. And I'm in France right now. One of their amazing companies in France is LVMH. So people are like, LVMH, it's a sexy company, it's cool. And when you look at LVMH, I believe they do around $80 billion a year in revenue. I'm like, Nvidia is pulling in roughly $40 billion, $42 billion $42.96 billion, I believe, in net income per quarter at this point. So they're going to do around like $170-ish billion in profit a year, right? So I was just like, Nvidia is not like a sexy company compared to, you know, like a lot of these watch companies or designer clothes companies. Like the general population does not care about Nvidia. I'm assuming almost everyone will agree with that. And the same goes with marketing. Everyone always tells me like, Look at this beautiful commercial I did. You know, like with Claude, Claude's creative commercials to me were beautiful, right? When they were talking about OpenAI and how they won't have ads, you know, or ChatGPT has ads and they won't have ads. But Claude's not popular because of that. Claude is popular, or Anthropic is popular organization because of Claude specifically and what it can do for businesses more than, you know, like Claude Claude, not because of those commercials. And in marketing, a lot of the money goes to cool, sexy channels and campaigns. Time and time again, every time I ask people who run Super Bowl commercials, like I was with a company that I signed an NDA, they're a D2C company. They grew really fast. They're really large now. They sell their products in stores. They ran a Super Bowl commercial. I was like, and I asked the guy on the phone, I'm like, so what did it do to your sales? He's like, nothing. He's like, we didn't see any movement, but they did it for brand explosion. I get it at their size. I get why they did it. But again, the money's not in the sexy. The money's in things like Amazon marketing on the marketplace if you're D2C, or GEO and getting ChatGPT to recommend your business, whether you're D2C or B2B, right? Or ranking on Google or doing Google Ads or optimizing TikTok. So then that way the shopping experience You know, when people see your products there, they buy on TikTok or Instagram. Again, these aren't sexy, but this is the stuff that moves the needle and people need to start going back to the ugly, boring stuff versus the cool, hip stuff.

So anyway, all that to say, guys, that is it for today and we'll see you tomorrow.