Nvidia started pouring money into CUDA in 2006 — a way to make graphics cards run general-purpose computation. For most of the decade that followed, it looked like a mistake. Analysts questioned it.
Every operator I know has the same instinct once revenue clears a threshold: automate everything. Wrong order. Automate the parts you’ve already mastered by hand.
The old model of scaling a business was linear: more revenue requires more people. More clients means more account managers. More units means more staff.
