NVIDIA’s Latent Problem
The fundamental problem is how NVIDIA understands, communicates with, and services its customers.
Understanding their own state
“We’re not really good at measuring our commitments or even understanding what our commitments are and how well we’re doing against them versus our customer.” — Greg
“We don’t even really know the score of the game right now.” — Greg
“The data is very siloed and disparate in all these different places. People have built silos and done things incrementally, [with] no real end-to-end system architecture, process plan.” — Greg
“Everybody starts working on their problem or their challenge, and they don’t lift their head up to look around them… you end up with a whole bunch of dashboards all over the place. What’s the source of truth? Which one do I believe?” — Lonny
Communicating with customers
“We cannot effectively communicate with our customers at a more advanced level of what is going on.” — Lonny
“We come to the conversation, and we’re not even armed.” — Lonny
“We end up on calls and with emails or with spreadsheets, just going around and around and around. What year are we in?” — Lonny
“It’s easier for people to just reply [all], and then people start adding other people… next thing you know, you’ve got 16 people on here. The customers put in their version of how they see things. We put in our version of how we see things. Which is the right version? It just unravels really quickly.” — Lonny
Servicing customers
“We have an SLA — about 30 days from when a standard RMA arrives in our warehouse to when we give them a replacement unit. It’s, where’s my stuff at all times?” — Greg
“What are the escalation triggers? If I expect that by day 30 that module is on its way back to me, and if it’s not, by day 31 I should start firing notifications and escalations.” — Lonny
“Tracking against how well the customer is returning what they’re supposed to give us and how we’re doing to replenish that stock is a little haphazard.” — Greg
“Our customers are not shy to pound for what they want. They spend a lot of money. But at the same time, we need to not be shy about what we need as well.” — Lonny
“We sent a notification to a customer’s receipt location. We show up with five trucks. [Customer says] we can’t take them. So all those trucks turn around and go back to a security yard — five trailers parked with hundreds of millions of dollars of equipment, soaking in the sun in Phoenix.” — Lonny
Source: Greg Dalcello + Lonny Orona @ NVIDIA, 2026-06-17; debrief Bliss + Dustin, 2026-06-17