When David Heller and Nikita Rudin decided to leave Nvidia to start their own robotics company, they nervously called CEO Jensen Huang late at night. The two had spent years at the chip giant working on robotics-related research, pushing the boundaries of simulation technology, and had participated in a major demonstration where Huang presented a group of humanoid robots on stage. Seeking more autonomy to bring their technology to real-world applications, they departed in 2024 to found Flexion Robotics, a startup focused on robot intelligence systems.
During a remote call from a conference in Munich, Huang did not try to persuade them to stay, but he did object to the original name of their startup, Checkpoint. "He told us the name was bad and we had to change it," Rudin recalled. He added that others had also suggested the name sounded like it belonged to a different industry. "It wasn't entirely because of him, but his opinion was definitely an important factor." Huang's broader message, according to Rudin, was: "You haven't realized how difficult this path will be."
Flexion's experience offers a glimpse into how Huang treats employees who leave to start their own ventures: he offers encouragement but does not sugarcoat reality. This direct style permeates Nvidia's corporate culture, with Huang known for bypassing multiple layers of management and personally involving himself in everything from employee work output to customer complaints.
Flexion's relationship with Nvidia did not end with the departure. Nvidia subsequently invested in the Zurich-based company, which is expanding its U.S. operations, recently opening an office in San Francisco and recruiting several researchers from companies such as Meta. The company has raised more than $57 million in cumulative funding (approximately 384 million yuan at current exchange rates), according to IThome.
Huang's candid advice on communication
For Bing Xu, Huang's advice when he left was more personal. In 2024, Nvidia acquired Xu's first startup, and he joined the company as part of the deal. Earlier this year, he decided to leave, giving up a life-changing amount of Nvidia equity, to found INT21, a company that uses AI to optimize chip software.
After Xu informed Huang of his startup idea, Huang and other Nvidia executives spent two hours discussing the project with him, attempting to retain him. Huang also gave a pointed assessment: communication was Xu's biggest weakness, which would limit his future achievements. Xu tended to assume others had the same level of expertise as he did, making his explanations difficult to follow. Xu recalled that Huang also suggested staying at Nvidia would be a better choice.
"This is the most honest feedback I've received about myself in the past ten years," said Xu, who has now hired a public relations team. "I never thought communication would be such a big issue. But after hearing Huang's words, I decided to take this opportunity to become a better version of myself."
The conversation was not solely about stern advice. Xu said Huang also advised him to take time to rest and recuperate, as he was suffering from health issues such as high blood pressure. In his view, this concern, along with the criticism, showed that Huang wanted him to succeed.
