英伟达总监逆风相挺！曝黄仁勋动用人脉助他抗癌

英伟达总监逆风相挺！曝黄仁勋动用人脉助他抗癌

来源：倍可亲(backchina.com) 专题：抄底还是跑路？美股最新动态
专题：黄仁勋承认出轨，科技圈震动！

　　英伟达副总裁泽德莱夫斯基近日发文透露，黄仁勋曾动用斯坦福大学人脉，协助他取得癌症临床试验机会。（取自英伟达官网）

　　英伟达前执行长黄仁勋近期陷入私生活及管理风格争议，一名曾与他共事的英伟达高阶主管近日公开分享黄仁勋私下协助自己抗癌的经历。这名总监透露，自己病情恶化、再次住院时，黄仁勋主动联络斯坦福大学的人脉，协助他取得癌症临床试验的机会。

　　根据英伟达副总裁泽德莱夫斯基（John Zedlewski）11月13日在社群平台X发布的长文，他罹患相当棘手的癌症，去年再次住院、处于人生低潮时，曾将病况告诉黄仁勋。黄仁勋随即联络斯坦福大学的熟识人士，协助加快相关行政流程，让他得以加入一项临床试验。泽德莱夫斯基表示，自己后来发现相当适合这项试验。

I have a particularly nasty case of cancer. When I was hospitalized again at my lowest point last year, I told Jensen. He immediately reached out to contacts at Stanford, who were able to cut through red tape, and get me into a clinical trial for which I've turned out to be a perfect fit. I think everyone can have their own views about recent events. But any claims that Jensen did not really care about his staff is simply inaccurate. I, personally, owe him more than I can express. I think the best tribute we can pay to Jensen's legacy is to drive NVIDIA's continued success and push the whole industry forward, by showing we've learned the lessons from years of working here. We will compare ourselves against Speed of Light. The mission will be the boss. And we will not be scared to take smart, bold risks and fail fast with ruthless intellectual honesty. But if there is one management story I remember the most, it's a particular Jensen grilling from my time in autonomous vehicles that stayed with me. Luckily I was not in the hot seat for this one. Team A didn't want to use Team B's framework, because they thought it was too slow. Jensen was surprised - it's just applying a bunch of optimized CUDA kernels in sequence, how could it be slow? So he asked the executive from team B to draw the entire data flow sequence from their framework on the whiteboard and highlight every memcpy. Sure enough, there were a bunch of unnecessary memcpy's surrounding each pipeline stage. Everyone in the room could see why it wasn't getting to SoL and a path to improve things. No arguing about fiefdoms or appeals to authority - the data got us all on the same page. The lesson was not (just) that unnecessary memory copying is bad. It's that executives should not be afraid to probe into details if something doesn't add up, and leaders need to be technical enough and honest enough to engage in real time and not turn every meeting into "I'll get back to you in a week." If that means counting memcpy's with a billionaire CEO, so be it. My best executive meetings at NVIDIA have been when I'm fully prepared to present every detail of my team's work, and my worst failures have come when I realized I couldn't go deep enough to really solve the problem. But the thing that gives me confidence is that Jensen was never the only one to live this philosophy. Anyone who has presented to an SVP at NVIDIA knows they are at risk for getting grilled on fundamental constraints and technical details. I have been part of amazing conversations with both recent and old timer leaders where we were able to get to the core of a problem in an hour rather than a month, because we had the right people in the room and were not afraid to go deeper. The company is filled with supremely talented people who have been trained for 3 decades to work at the highest level, and you can see it in what we produce every day. I'm so proud to be an NVIDIAn, and I can't wait to show off what we ship in the coming months and years.

— John Zedlewski (@zstats) November 13, 2026

　　牵线斯坦福人脉助抗癌感激难言

　　泽德莱夫斯基在贴文中也回应近期围绕黄仁勋的争议。他表示，每个人都可以有自己的看法，但若有人认为黄仁勋不关心员工，那就与他的亲身经历不符。他也说，自己对黄仁勋的感激难以用言语表达。

　　除了协助员工就医，泽德莱夫斯基也在同一篇贴文分享黄仁勋处理技术问题的一段往事。他回忆，自己参与自动驾驶专案时，两个团队曾因软件框架执行速度不佳而出现分歧，其中一个团队不愿采用另一个团队开发的框架，认为效能不够好。

　　黄仁勋得知后，要求负责团队在白板上画出完整资料流，并标示每一处记忆体复制操作（memcpy）。经过逐项检视，团队发现资料处理流程中存在大量不必要的复制步骤，进而找出影响效能的原因。

　　泽德莱夫斯基表示，当时团队没有陷入部门间的争论，也没有诉诸职权或权威，而是透过技术细节找出问题。他认为，高阶主管不应害怕深入技术细节，领导者也应有能力即时厘清问题，而不是把每场会议都变成“下周再回复”。

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