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Nvidia is facing its biggest challenge yet: The law of large numbers

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Nvidia’s Q2 release on Aug. 27 marked by far the biggest event of this earnings season, and the AI chip giant scored another phenomenal performance. For the three months ended July 28, Nvidia beat analysts’ already Brobdingnagian forecasts for sales, revenue, and guidance, though a shortfall in data-center sales proved a slight disappointment that sent shares around 1% lower in midmorning trading on Aug. 28. Some Wall Street analysts also expressed concerns over a disclosure in Nvidia’s 10-Q that for its trademark franchise—chip sales to data centers—it’s collecting 44% of its revenues from just two hyperscalers, assumed to be Microsoft and Meta Platforms.

If you’re a Nvidia investor, or pondering buying its shares now, it’s important to recognize that the threat to getting anything resembling big returns isn’t that heavy dependence on a few big customers, or Chinese rivals playing catch-up, but the law of large numbers. Put simply, Nvidia’s profits and market cap are already so gigantic that to reward shareholders, it would need to swell to a size dwarfing where any tech giant stands today, and add earnings at a rate, measured in billions of dollars, that no other major, established enterprise has ever achieved.

The numbers Nvidia must hit to make you money are daunting

Let’s assume the minimum return you’d want from Nvidia’s stock is 10% annually. Keep in mind that you’d be betting on a player that will only pay off if it waxes extremely fast from an already elevated P/E and market cap, and so you’re taking a big risk that will happen—hence, even 10% looks like a pretty unspectacular win. Right now, Nvidia famously boasts the largest valuation by far of any U.S. company, at $4.44 trillion, beating second-ranking Microsoft by 19%. Over the past four quarters, it’s earned $86.6 billion, putting its P/E at 51. That doesn’t sound horribly expensive—at first. But once again, the big challenge is that law of large numbers, the virtual impossibility that when you’re already that big you’ll get hugely bigger, and especially when you need to add all those new gobs of profits at an extremely rapid rate.

Hence, to deliver that 10% annual return, Nvidia would need to double its market cap by September 2032 to $8.88 trillion. (Nvidia just announced a $60 billion share buyback and will keep repurchasing shares, but the numbers shouldn’t be big relative to its valuation; so to simplify, I’m using a model where the share count is constant.) Let’s assume that over that span, its P/E falls from the current 51 to a still formidable 30, a number positing that Nvidia would still have years of strong growth ahead even after 2032. In that scenario, the required bogey for net earnings tallies to $293 billion (the $8.88 trillion market cap divided by the P/E of 30).

If inflation averages 2.5% for the next seven years, that $293 billion equates to $246 billion in today’s dollars. That’s 112% more than the $116 billion that Alphabet, the S&P 500’s top earner, posted over the past four quarters, and almost 150% above what Microsoft registered for its 2025 fiscal year ended in June. Ringing the bell mandates an average yearly addition to profits of $26 billion. In the past three fiscal years, Microsoft and Alphabet have shown blowout profit expansion, but not on that scale; both lifted the bottom line by between $13 billion and $14 billion annually, half of what Nvidia would need to notch for delivering that 10% minimum gain.

The problem: Nvidia’s stock can only pay off if a number of heroic projections that CEO Jensen Huang is making actually happen. Huang is forecasting that spending on AI infrastructure by the hyperscalers balloons from around $600 billion a year today to “$3 to $4 trillion … by the end of the decade.” At the top end, that’s a growth rate of around 40% a year. That prediction assumes that the capital-expenditure budgets for the likes of Microsoft and Meta will absolutely explode, implying that they, too, will hit a new escape velocity in revenue expansion. Nvidia’s margins would also need to remain extremely high for the big-win-for-investors playbook to become reality.

A warning sign is that Nvidia’s year-over-year quarterly growth, though still huge, is already falling. Certain laws of gravity always apply when it comes to business strategy, including that if a business is profitable enough, competition will increase. AI infrastructure is so hugely profitable that rivals will flood the market, taking share from Nvidia and eroding its margins. It will need to diversify its customer base substantially from the high concentration on a couple of giant customers to keep racing ahead, and competitors will be vying for the same big clients.

Companies, even great ones, don’t keep near-monopoly positions for long. That’s just not the way markets work. The best bet is that Nvidia remains a great, fast-growing, and highly profitable enterprise. That’s a hugely impressive feat. But it’s not nearly enough to beat the law of large numbers.

Introducing the 2025 Fortune Global 500, the definitive ranking of the biggest companies in the world. Explore this year’s list.



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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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‘This species is recovering’: Jaguar spotted in Arizona, far from Central and South American core

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The spots gave it away. Just like a human fingerprint, the rosette pattern on each jaguar is unique so researchers knew they had a new animal on their hands after reviewing images captured by a remote camera in southern Arizona.

The University of Arizona Wild Cat Research and Conservation Center says it’s the fifth big cat over the last 15 years to be spotted in the area after crossing the U.S.-Mexico border. The animal was captured by the camera as it visited a watering hole in November, its distinctive spots setting it apart from previous sightings.

“We’re very excited. It signifies this edge population of jaguars continues to come here because they’re finding what they need,” Susan Malusa, director of the center’s jaguar and ocelot project, said during an interview Thursday.

The team is now working to collect scat samples to conduct genetic analysis and determine the sex and other details about the new jaguar, including what it likes to eat. The menu can include everything from skunks and javelina to small deer.

As an indicator species, Malusa said the continued presence of big cats in the region suggests a healthy landscape but that climate change and border barriers can threaten migratory corridors. She explained that warming temperatures and significant drought increase the urgency to ensure connectivity for jaguars with their historic range in Arizona.

More than 99% of the jaguar’s range is found in Central and South America, and the few male jaguars that have been spotted in the U.S. are believed to have dispersed from core populations in Mexico, according to the U.S. Fish and Wildlife Service. Officials have said that jaguar breeding in the U.S. has not been documented in more than 100 years.

Federal biologists have listed primary threats to the endangered species as habitat loss and fragmentation along with the animals being targeted for trophies and illegal trade.

The Fish and Wildlife Service issued a final rule in 2024, revising the habitat set aside for jaguars in response to a legal challenge. The area was reduced to about 1,000 square miles (2,590 square kilometers) in Arizona’s Pima, Santa Cruz and Cochise counties.

Recent detection data supports findings that a jaguar appears every few years, Malusa said, with movement often tied to the availability of water. When food and water are plentiful, there’s less movement.

In the case of Jaguar #5, she said it was remarkable that the cat kept returning to the area over a 10-day period. Otherwise, she described the animals as quite elusive.

“That’s the message — that this species is recovering,” Malusa said. “We want people to know that and that we still do have a chance to get it right and keep these corridors open.”



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