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Jim Cramer: The case of Nvidia, the stock I loved so much in 2017 that I named my dog after it

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Not long ago I was coming back from a haircut, a rare trip for me outside the New York Stock Exchange, and I heard a man’s voice calling me from the curb just behind Fearless Girl, a sculpture by the artist Kristen Visbal that I never fail to grin at when she catches my eye. 

“Jim, can I shake your hand?” the man asked. 

One day I will get over the fact that nice people want to stop and talk to me, tell me how they are doing in the market or how much they like “the show.” I always have time to say hello or give a fist pump, even a hug if demanded. 

This time, it was a man named Jeremy, who said, “I want to show you something.” His wife said, “It’s something that has allowed me to retire.” Jeremy opened an app filled with stock listings, and he jabbed one line, a line that said “Nvidia, $2,545,000.” Jeremy told me that’s what I made for him. That’s what allowed his wife, a schoolteacher in New Hampshire, to retire. 

“I can’t thank you enough,” he said. To which I replied with the most logical of points: “Jensen deserves the thanks, not me.” 

I was referring to Jensen Huang, the CEO of my finest stock pick ever, the tiny semiconductor business that is now one of the world’s three largest companies, jousting with Microsoft and Apple over the past couple of years for the honor. 

How did Jeremy know to buy Nvidia when I mentioned it? For the same reason tens of thousands of people bought Nvidia on June 20, 2017, when I told the world that I loved the company so much that I renamed my dog after it. That rescue mutt had been known for years as Everest, but enough of that. 

Taking into account a couple of stock splits the company has had since then, Nvidia traded at just under $4 at the time. Less than $4 invested that day would have gotten you $136 by the end of December 2024. Meaning $1,000 would have turned into $34,622—and $10,000 would have grown into a $346,218 win. Not too bad. But how did I realize that this company would become a $4 trillion holding? I renamed my dog to finally get people’s attention on what I thought, hoped, and truly believed would be the greatest stock story of all time. 

Everywhere I go now—at home or on vacation (and not just domestically), I meet people who thank me for Nvidia. I want to talk about it here not because I am a genius—I am decidedly not—but because it all comes back to process. Let me show you my work so you can have the confidence to seize on my process and build your own. 

One of my earliest (of hundreds of ) pushes for Nvidia on Mad Money was on September 30, 2009. My interest in the company’s story, which I’d known years earlier but never paid much attention to, had been piqued by, of all places, a Best Buy conference call. The electronics retailer had discussed how netbooks were becoming a big growth category, so I looked up who was making the graphic processing units, or GPUs, for those types of computers. I learned that Nvidia—a company I had previously known only as a gaming chip maker—was the leader in the space, and I recommended the stock. 

Taking into account splits, it was at 38 cents at the time. Jump ahead a few months, to June 2010. That was when I first had the chance to interview Nvidia’s CEO, a young guy named Jensen Huang. He wore a motorcycle jacket. He didn’t seem like an executive. He seemed like a gamer. A video gamer. 

I mostly liked that he wasn’t the same as everyone else I interviewed. He didn’t seem to care much about anything other than fast chips. I was instantly smitten. I redoubled my efforts to talk up the company’s stock after an interview I did a bit later with the CEO of Audi North America. I had come to his showroom to ask some questions, because the cars are universally considered to be well made. When the interview ended, I asked him why his cars ran so well. He said, “It’s the technology.” 

I knew not to be satisfied with that answer. After what might have qualified as badgering, I finally got him to tell me who made the components. 

“Nvidia.” 

“Impossible,” I said. “But they make gaming chips,” I replied. 

He wanted to know if I thought he was making it up. And I knew then that there was something special here. Nvidia had in fact pretty much cornered the market on speedy chips, not just in game consoles but in cars, too. I just hadn’t realized it. The Audi CEO told me that Nvidia’s chips were lightning fast, much faster than Intel’s. 

I couldn’t wait to get back to the office and dig in deeper. I couldn’t wait to connect with Jensen Huang and learn more. 

But he wasn’t an easy man to get to know. I emailed. I told him quarter after quarter what a terrific company he had. But I didn’t hear back. Not until I mentioned to him that my daughter was doing service work helping troubled teens not far from where he grew up in Oregon did he respond—and he did so in an incredibly gracious way. 

What I saw when I went to Nvidia’s headquarters was nothing short of phenomenal. Those gaming chips, the ones that ended up in the Audi? They were going to revolutionize the world. They were going to be used for something called artificial intelligence, real science-fiction devices that could generate near-lifelike images through mathematical computation and then make them perfect. 

There were periods between 2020 and 2022 when I recommended Nvidia multiple times a week or, between my three shows, multiple times a day. I couldn’t help myself. How could everyone not see what was about to occur? A machine aided by a Nvidia chip could see, it could hear, it could think! 

And then, one day, in November 2022, a man named Sam Altman, an old friend of Jensen’s, came out with ChatGPT, some six years after Jensen had hand-delivered Nvidia’s first AI supercomputer to OpenAI back in 2016. The world changed. One day it seemed that only a handful of people knew about AI. Then millions did, an astoundingly quick adoption. 

The rest—including in May 2023, when Nvidia had the biggest positive earnings surprise a company has ever delivered, beating expectations handily and then offering a quarterly revenue forecast that was $4 billion above expectations—is history. 

“But how can I find the next Nvidia?” you ask me. Okay, okay. You can’t afford an Audi, not that the head of Audi North America would help you anyway. You didn’t know that Nvidia’s chips could be used for more than gaming. You didn’t believe in a guy in a black leather jacket. How could you have spotted this one? 

The answer is that even if you can’t spot Nvidia, you can spot something that will make you rich, I promise you. Every once in a while—not never, decidedly not never—an Nvidia comes along. 

When I was a kid at Goldman Sachs, back in the mid-1980s, there was a fellow who ran the research department named Lee Cooperman. I was so young back then that I still had hair. I idolized Lee, and still do, because he never stopped having and talking about new ideas. One day, Lee said to me, “You ought to tell your clients to buy shares in Berkshire Hathaway.” My head was spinning. What did he mean? That was a clothing company, right? Did he wear their shirts? He was testing me. No way that Lee, one of our nation’s greatest investors, would ever be telling me to buy shares of a shirt company, would he? The one with the advertisement of the man with an eye patch? (I was thinking of Hathaway shirts, a fine company until it went broke in 2002. Not a great investment.) 

Rather than show off my ignorance, I asked him, “Why that company?” 

He looked at me like I was an idiot. “Warren Buffett. Go read his annual report, let me know.” 

I read it. Then I read it again. And again. Then I went back down to the research floor and told Lee I saw what he meant. “Then tell your clients to buy it.” That’s just what I did. After the fifth time, I gave up. The stock was selling for $1,400 a share, and who the heck wanted to buy a $1,400 stock? Certainly not anyone I was talking to. So I just dropped it. Never made another call on it because of the resistance to the price tag. Now that it is north of $700,000, that original price tag per share seems like a ridiculous reason not to buy the stock, doesn’t it? 

Again, you could say not fair: You had a genius tell you about Berkshire Hathaway. You spotted Nvidia from your day-to-day Mad Money work. Guilty on all counts. But how many times have you heard of Warren Buffett in the past 10, 20, 30, or 40 years? And you could always recall the name of my dog; everybody could.

Excerpted from HOW TO MAKE MONEY IN ANY MARKET. Published by TKTKTK. Copyright © 2025 by Jim Cramer. All Rights Reserved.



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Robert F. Kennedy Jr. turns to AI to make America healthy again

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HHS billed the plan as a “first step” focused largely on making its work more efficient and coordinating AI adoption across divisions. But the 20-page document also teased some grander plans to promote AI innovation, including in the analysis of patient health data and in drug development.

“For too long, our Department has been bogged down by bureaucracy and busy-work,” Deputy HHS Secretary Jim O’Neill wrote in an introduction to the strategy. “It is time to tear down these barriers to progress and unite in our use of technology to Make America Healthy Again.”

The new strategy signals how leaders across the Trump administration have embraced AI innovation, encouraging employees across the federal workforce to use chatbots and AI assistants for their daily tasks. As generative AI technology made significant leaps under President Joe Biden’s administration, he issued an executive order to establish guardrails for their use. But when President Donald Trump came into office, he repealed that order and his administration has sought to remove barriers to the use of AI across the federal government.

Experts said the administration’s willingness to modernize government operations presents both opportunities and risks. Some said that AI innovation within HHS demanded rigorous standards because it was dealing with sensitive data and questioned whether those would be met under the leadership of Health Secretary Robert F. Kennedy Jr. Some in Kennedy’s own “Make America Health Again” movement have also voiced concerns about tech companies having access to people’s personal information.

Strategy encourages AI use across the department

HHS’s new plan calls for embracing a “try-first” culture to help staff become more productive and capable through the use of AI. Earlier this year, HHS made the popular AI model ChatGPT available to every employee in the department.

The document identifies five key pillars for its AI strategy moving forward, including creating a governance structure that manages risk, designing a suite of AI resources for use across the department, empowering employees to use AI tools, funding programs to set standards for the use of AI in research and development and incorporating AI in public health and patient care.

It says HHS divisions are already working on promoting the use of AI “to deliver personalized, context-aware health guidance to patients by securely accessing and interpreting their medical records in real time.” Some in Kennedy’s Make America Healthy Again movement have expressed concerns about the use of AI tools to analyze health data and say they aren’t comfortable with the U.S. health department working with big tech companies to access people’s personal information.

HHS previously faced criticism for pushing legal boundaries in its sharing of sensitive data when it handed over Medicaid recipients’ personal health data to Immigration and Customs Enforcement officials.

Experts question how the department will ensure sensitive medical data is protected

Oren Etzioni, an artificial intelligence expert who founded a nonprofit to fight political deepfakes, said HHS’s enthusiasm for using AI in health care was worth celebrating but warned that speed shouldn’t come at the expense of safety.

“The HHS strategy lays out ambitious goals — centralized data infrastructure, rapid deployment of AI tools, and an AI-enabled workforce — but ambition brings risk when dealing with the most sensitive data Americans have: their health information,” he said.

Etzioni said the strategy’s call for “gold standard science,” risk assessments and transparency in AI development appear to be positive signs. But he said he doubted whether HHS could meet those standards under the leadership of Kennedy, who he said has often flouted rigor and scientific principles.

Darrell West, senior fellow in the Brooking Institution’s Center for Technology Innovation, noted the document promises to strengthen risk management but doesn’t include detailed information about how that will be done.

“There are a lot of unanswered questions about how sensitive medical information will be handled and the way data will be shared,” he said. “There are clear safeguards in place for individual records, but not as many protections for aggregated information being analyzed by AI tools. I would like to understand how officials plan to balance the use of medical information to improve operations with privacy protections that safeguard people’s personal information.”

Still, West, said, if done carefully, “this could become a transformative example of a modernized agency that performs at a much higher level than before.”

The strategy says HHS had 271 active or planned AI implementations in the 2024 financial year, a number it projects will increase by 70% in 2025.



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Construction workers are earning up to 30% more in the data center boom

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Big Tech’s AI arms race is fueling a massive investment surge in data centers with construction worker labor valued at a premium. 

Despite some concerns of an AI bubble, data center hyperscalers like Google, Amazon, and Meta continue to invest heavily into AI infrastructure. In effect, construction workers’ salaries are being inflated to satisfy a seemingly insatiable AI demand, experts tell Fortune.

In 2026 alone, upwards of $100 billion could be invested by tech companies into the data center buildout in the U.S., Raul Martynek, the CEO of DataBank, a company that contracts with tech giants to construct data centers, told Fortune.

In November, Bank of Americaestimated global hyperscale spending is rising 67% in 2025 and another 31% in 2026, totaling a massive $611 billion investment for the AI buildout in just two years.

Given the high demand, construction workers are experiencing a pay bump for data center projects.

Construction projects generally operate on tight margins, with clients being very cost-conscious, Fraser Patterson, CEO of Skillit, an AI-powered hiring platform for construction workers, told Fortune.

But some of the top 50 contractors by size in the country have seen their revenue double in a 12-month period based on data center construction, which is allowing them to pay their workers more, according to Patterson.

“Because of the huge demand and the nature of this construction work, which is fueling the arms race of AI… the budgets are not as tight,” he said. “I would say they’re a little more frothy.”

On Skillit, the average salary for construction projects that aren’t building data centers is $62,000, or $29.80 an hour, Patterson said. The workers that use the platform comprise 40 different trades and have a wide range of experience from heavy equipment operators to electricians, with eight years as the average years of experience.

But when it comes to data centers, the same workers make an average salary of $81,800 or $39.33 per hour, Patterson said, increasing salaries by just under 32% on average.

Some construction workers are even hitting the six-figure mark after their salaries rose for data center projects, according to The Wall Street Journal. And the data center boom doesn’t show any signs it’s slowing down anytime soon.

Tech companies like Google, Amazon, and Microsoft operate 522 data centers and are developing 411 more, according to The Wall Street Journal, citing data from Synergy Research Group. 

Patterson said construction workers are being paid more to work on building data centers in part due to condensed project timelines, which require complex coordination or machinery and skilled labor.

Projects that would usually take a couple of years to finish are being completed—in some instances—as quickly as six months, he said.

It is unclear how long the data center boom might last, but Patterson said it has in part convinced a growing number of Gen Z workers and recent college grads to choose construction trades as their career path.

“AI is creating a lot of job anxiety around knowledge workers,” Patterson said. “Construction work is, by definition, very hard to automate.”

“I think you’re starting to see a change in the labor market,” he added.



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Netflix cofounder started his career selling vacuums door-to-door before college—now, his $440 billion streaming giant is buying Warner Bros. and HBO

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Reed Hastings may soon pull off one of the biggest deals in entertainment history. On Thursday, Netflix announced plans to acquire Warner Bros.—home to franchises like Dune, Harry Potter, and DC Universe, along with streamer HBO Max—in a total enterprise value deal of $83 billion. The move is set to cement Netflix as a media juggernaut that now rivals the legacy Hollywood giants it once disrupted.

It’s a remarkable trajectory for Netflix’s cofounder, Hastings—a self-made billionaire who found a love for business starting as a teenage door-to-door salesperson.

“I took a year off between high school and college and sold Rainbow vacuum cleaners door to door,” Hastings recalled to The New York Timesin 2006. “I started it as a summer job and found I liked it. As a sales pitch, I cleaned the carpet with the vacuum the customer had and then cleaned it with the Rainbow.”

That scrappy sales job was the first exposure to how to properly read customers—an instinct that would later shape Netflix’s user-obsessed culture. After graduating from Bowdoin College in 1983, Hastings considered joining the Marine Corps but ultimately joined the Peace Corps, teaching math in Eswatini for two years. When he returned to the U.S., he obtained a master’s in computer science from Stanford and began his career in tech.

The idea for Netflix reportedly came a few years later in the late 1990s. After misplacing a VHS copy of Apollo 13 and getting hit with a $40 late fee at Blockbuster, Hastings began exploring a mail-order rental service. While it’s an origin story that has since been debated, it marked the start of a company that would reshape global entertainment.

Hastings stepped back as CEO in 2023 and now serves as Netflix’s chairman of the board. He has amassed a net worth of about $5.6 billion. He’d be even richer if he didn’t keep offloading his shares in the company and making record-breaking charitable donations.

Netflix’s secret for success: finding the right people

Hastings has long said that one of the biggest drivers of Netflix’s success is its focus on hiring and keeping exceptional talent.

“If you’re going to win the championship, you got to have incredible talent in every position. And that’s how we think about it,” he told CNBC in 2020. “We encourage people to focus on who of your employees would you fight hard to keep if they were going to another company? And those are the ones we want to hold onto.”

To secure top performers, Hastings said he was more than willing to pay for above-market rates. 

“With a fixed amount of money for salaries and a project I needed to complete, I had a choice: Hire 10 to 25 average engineers, or hire one ‘rock-star’ and pay significantly more than what I’d pay the others, if necessary,” Hastings wrote. “Over the years, I’ve come to see that the best programmer doesn’t add 10 times the value. He or she adds more like a 100 times.”

That mindset also guided Netflix’s leadership transition. When Hastings stepped back from the C-suite, the company didn’t pick a single successor—it picked two. Greg Peters joined Ted Sarandos as co-CEO in 2023.

“It’s a high-performance technique,” Hastings said, speaking about the co-CEO model. “It’s not for most situations and most companies. But if you’ve got two people that work really well together and complement and extend and trust each other, then it’s worth doing.”

Netflix’s stock has soared more than 80,000% since its IPO in 2002, adjusting for stock splits.

Netflix brought unlimited PTO into the mainstream

Netflix’s flexible workplace culture has also played a key role in its success, with Hastings often known for prioritizing time off to recharge. 

“I take a lot of vacation, and I’m hoping that certainly sets an example,” the former CEO said in 2015. “It is helpful. You often do your best thinking when you’re off hiking in some mountain or something. You get a different perspective on things.”

The company was one of the first to introduce unlimited PTO, a policy that many firms have since adopted. About 57% of retail investors have said it could improve overall company performance, according to a survey by Bloomberg. Critics have argued that such policies can backfire when employees feel guilty taking time off, but Hastings has maintained that freedom is core to Netflix’s identity. 

“We are fundamentally dedicated to employee freedom because that makes us more flexible, and we’ve had to adapt so much back from DVD by mail to leading streaming today,” Hastings said. “If you give employees freedom you’ve got a better chance at that success.”

Netflix’s other cofounder, Marc Randolph, embraced a similar philosophy of valuing work-life balance.

“For over thirty years, I had a hard cut-off on Tuesdays. Rain or shine, I left at exactly 5 p.m. and spent the evening with my best friend. We would go to a movie, have dinner, or just go window-shopping downtown together,” Randolph wrote in a LinkedIn post.

“Those Tuesday nights kept me sane. And they put the rest of my work in perspective.”



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