Gelsinger: But the other thing that we had turned our attention to and I was turning my attention to, and I say this was the last of my list of things I wanted to get done when I was the head of the enterprise business for Intel, was graphics and the massive multicore. We really saw that the space that Nvidia with GPGPUs, CUDA-- that whole space, and we sort of said “This matters.” Their silicon footprint was always sort of this view: Who has more transistors on here? Okay, memory, they’re sort of commodity. Networking. We gotta go with networking and we started to build up the Intel networking business. But that graphics footprint: People were starting to use that for nongraphics purposes with CUDA and GPGPU. We didn’t think of it through machine learning and AI as we would today but those throughput workloads were getting bigger. So when we started the-- it became known as the Larrabee Project. It was sort of the last big project that I was getting underway at Intel, and I knew that if workloads emerged that weren’t on the Intel architecture, Intel lost. That project was underway. We had two purposes in it and one was high performance computing and one was graphics. It was sort of the two workloads that we were working on and, again, if we looked at it today we would have said over five years ahead of our time, in terms of getting a machine learning AI workload in place. It really wasn’t seen quite yet, but it was a class of that whole I’ll say throughput-oriented versus latency-oriented workloads that were really driving it, and that was sort of the last big thing I had underway. And when EMC offered me the job of going there as their president, well, I struggled because I had made a list of ten things I wanted to get done when I took the enterprise job. Took over the microprocessor development engine for Intel. And the last one left was this graphics-throughput workload one, and I knew that wasn’t done. So I was sort of like, I never don’t finish the job. I was one of those. I really struggled over leaving at the time because that one was undone, but nine out of ten were done. I was being wooed to consider coming over to EMC and I knew that was really important. It wasn’t done but it was a couple of, three more years to get it done. So I decided to leave at that point. That one was undone and Intel killed it shortly after my departure, and that was hard, disappointing to see and in retrospect, Nvidia would not be the company it is today had that been pursued because the workloads would have stayed on the Intel architecture.