On this special episode of The Six Five – Insiders Edition, hosts Patrick Moorhead and Daniel Newman are joined by Lattice CEO Jim Anderson to discuss Lattice, the impactful changes that have been made at the company in the last few years and how they are leading to a smarter future. Lattice Semiconductor is a world’s leading supplier by volume of low power, programmable FPGAs. These devices target edge applications where keeping size down and power consumption low is critical. Lattice also develops solutions stacks, comprehensive bundles of development boards, software, and complete reference designs that make it easy for customers to build popular edge applications. They are truly leaders in this space.
In our conversation, Jim, Patrick and I explored the industry trends Lattice is taking advantage of to serve the needs of its customers. Recently, this has included adding AI algorithms to the FPGAs to help customers use more intelligence to make decisions. Jim also shared about Lattice’s development of hardware security solutions that protect the device from development all the way through the life of the system — a critical need for customers everywhere.
Impactful changes for the long haul. Jim shared a little about the changes he’s made in the company since becoming CEO two years ago. The first major change was bringing in a new leadership team. Jim brought in new department heads for every department from development to marketing who were all industry veterans with decades of experience. This drove a culture change in the company — Lattice moves faster, innovates fasters, and executes better now which helps the bottom line. The second change refocused the company on its core expertise increasing the investment in hardware and developing applications-specific software.
Changing customer perceptions. Jim explained how Lattice has worked in the last few years to change customer perceptions from just a component supplier to a partner who can help with innovations for years to come. This started with developing a comprehensive product roadmap for the next five to seven years and sharing it with top, strategic customers. This roadmap expands the product portfolio, and while it’s not shared publicly, the customers who have seen it are excited for what’s to come.
How Lattice weathered the storm of 2020. Several of these changes have happened during the pandemic and while it was a bit uncertain at the beginning, Jim shared that the company has done an excellent job staying on target with the product roadmap. He also shared that the sales team has been able to keep a high level of customer engagement in the last few months even without travelling — which can be tough to do when you’re only relying on video conferencing and emails.
What the future holds for Lattice. Lasty, we explored where Lattice is positioned in the market and what we can expect to see in the next few years. Jim shared that the company is driving a whole new level of innovation, not just at the hardware level, but software level as well. Lattice is addressing AI, automation, cloud computing, and automotive electronics among other things that will fundamentally change the way we live and work moving forward.
The future looks bright for Lattice. If you’re interested in learning more about the company and its products and services, be sure to check out their website. You can also watch the episode below.
Disclaimer: The Six Five Insiders Podcast is for information and entertainment purposes only. Over the course of this podcast, we may talk about companies that are publicly traded and we may even reference that fact and their equity share price, but please do not take anything that we say as a recommendation about what you should do with your investment dollars. We are not investment advisors and we do not ask that you treat us as such.
Image Credit: Lattice Semiconductor
Patrick Moorhead: Welcome to Six Five Insiders Edition. I’m Patrick Moorhead with Moor Insights & Strategy. I’m joined by my cohost, Daniel Newman, with Futurum Research.
On the Six Five Insiders Editions, we talk with the most influential senior executives in the technology industry. But before I introduce today’s guest, I just want to say hello to my partner in crime, the famous Daniel Newman. How are you, buddy?
Daniel Newman: Patrick, good afternoon. I am so excited to be here. I love the Insider Edition. You know our weekly show, where we cover the six topics, five minutes deep analysis. Hopefully you’re tuning in and listening to those. But these episodes, these Insider Editions, we really do pride ourselves on putting some of the most thoughtful executives across tech, and this show should not disappoint anyone.
Patrick Moorhead: That’s right. With that, what I’d like to do is introduce our guest who is actually more famous than Daniel and I, and that’s Jim Anderson, CEO of Lattice Semiconductor. Jim, how are you doing?
Jim Anderson: I’m doing good. Thanks, guys. Thanks for having me here today. I don’t know about the famous part. I think you guys are pretty famous, too, so I’m not sure I agree. But thanks, I appreciate it.
Patrick Moorhead: You know, there’s Twitter famous, and then there’s industry famous. We’ll just leave it at that. But Lattice Semiconductor has been on quite the run, and you know I have this little bit of a joke which says, hey, I don’t always agree with Wall Street, but boy, what a turn around, Jim. Very, very impressive.
Jim Anderson: Thanks. Thanks.
Patrick Moorhead: For those listeners who may not be familiar with Lattice Semiconductor, can you talk a little bit about the company?
Jim Anderson: Sure, yeah. Even if you’re not familiar with Lattice, you’re probably using our products every day in some way or another, and I’ll maybe talk a little bit about that. But Lattice, our specialty, what we’re really the world leader in, is making very small, very power efficient, programmable devices called FPGAs. Those devices are very important across just a whole bunch of different applications in the industry.
We’ve been doing this for a lot of years. Actually, over 35 years, we’ve been innovating in this space. So this is really our DNA, this is our specialty, and we go into applications that are really important to all of us. So things like critical infrastructure, like 5G wireless infrastructure. Things like servers that go into cloud and data centers, client devices that we would use on an everyday basis, consumer devices, automotive electronics. So a lot of really important applications that we go into.
We actually have 9,000 customers. So we’re pretty broad, we’re pretty pervasive. We’ve shipped a billion devices over the last four years. Like I said, you may not recognize Lattice as a household name, but chances are you’re using our products on a daily basis.
Just maybe a couple other facts. We’re a worldwide company, traded on the NASDAQ. Market cap of about 4 billion. But a very innovative company. I joined a couple of years ago. Yeah, we’re really excited about the potential and the future of the company.
Daniel Newman: Yeah. Congratulations, Jim, on all the success. It’s been good to work with you throughout the planning stage of this podcast, watching what Lattice is doing, and seeing the opportunities it has to contribute right now with all of the connectivity that is going on in the world. Data, devices that require some sort of connectivity back to the cloud, back to the edge. You really have carved out a really interesting niche.
By the way, it’s been quite a run on the NASDAQ.
Jim Anderson: I appreciate that. Thanks, Daniel.
Daniel Newman: Yeah. As an industry analyst, Pat and I will say we don’t do equities tracking. We do talk about companies a lot in relation to their performance. It’s been interesting being at home and being able to actually follow CNBC and Bloomberg and this all day. Because we were always on airplanes. We just weren’t able to constantly be watching what was going on. Boy, what a run this has been.
Of course it’s been a crazy year with all kinds of uncertainty, so I’d love to pivot here and talk to you a little bit about trends. Because you’ve heard me, I sort of alluded to you, Jim, you guys really carving out a niche and finding this opportunity, but talk a little bit more about that. What trends is the company really leaning into and taking advantage of right now as it’s servicing its customers?
Jim Anderson: Yeah, sure. No problem, man. You know, I appreciate you mentioning some of the progress that we’ve made, too. Look, we do still feel like we’re kind of in the early innings of unlocking the full potential of the company. It’s only been a couple of years since I joined, but we feel like we’ve got a lot of room to run.
But in terms of some of the trends that we’re seeing in the industry, actually, one of the cool things about the type of products that we develop, because I’ve worked in the industry my whole career and I’ve sold a lot of different types of semiconductor products. What’s really cool about FPGAs, or Lattice products, is they’re incredibly flexible. They’re programmable, so they can go into lots of different applications.
So in a lot of cases, we see the trends right at the very beginning. We’re getting designed into the early edge of some of the leading trends.
So a couple of things that we’re seeing in the industry. Number one would certainly be kind of the adoption of artificial intelligence across all sorts of different devices. When we engage with our 9,000 customers, what we’re seeing is a lot of customers trying to figure out, hey, how do I add more intelligence or decision making to my devices, whether they’re at the edge of the network, whether they’re IOT or industrial IOT? So adding more artificial intelligence algorithms into their devices to bring intelligence to the device.
What’s great about that for us is actually our devices are really good at AI processing, specifically in inference processing because inference algorithms are parallel and FPGAs can be programmed to be parallel. So we’re a really good match for that, so we’re working with our customers on all sorts of different applications to bring more intelligence to their devices. We bring both not just the hardware, but we actually have software solution stacks that help our customers as well. That’s probably one trend.
The second trend that we’re seeing is around security and around hardware and platform level security. So all of our customers are always very concerned about making sure that their systems and their platforms are totally secure and are always protecting their user’s data. If you go back a few years, people were much more focused on security at maybe the software layer, right? So viruses and malware at the software layer, that’s what people were worried about. Still, there’s a big focus on that, security on software, but there’s also a lot more focus now on security on the hardware and the firmware of the system to make sure that even the hardware and firmware are totally protected from malware and malicious attacks.
So we’ve developed some specific devices and software that protect the customer’s system from potential attacks of the hardware and firmware and made sure that that system is protected actually over the life of the system. In fact, we’ve got solutions that protect from when the system is first assembled through the deployment all the way through the end of life of the system.
So I would say security, and especially hardware security, is a second trend that we see.
Then maybe if I picked a third one, we’re seeing a big trend towards automation. Actually, it’s interesting. I think the COVID-19 experience that we’ve all had over the last six plus months has actually accelerated this trend towards automation, and automation across a lot of different industries.
So I think that we’re seeing this acceleration of automation. We’re designed into all sorts of industrial automation equipment, like robotics, for example. So we’re used in robotic arms for the precision motor control, that’s for all the different little motors that are used in the robotic arm. Industrial safety applications, as well. So we’re seeing, I think, an acceleration of trying to automate all sorts of industrial applications. So that’s something we’re helping with our customers with as well.
But yeah, it’s pretty exciting. Like I said, one of the great things about our devices is they’re unbelievably flexible. I’m always amazed at what customers are using our devices for. Every time I talk to a customer, I’m amazed at what new application they found for our products.
Patrick Moorhead: Yeah, that’s a great overview, Jim. I am amazed. It’s always great when your company can intersect all the major buzzwords. I know my company and Daniel’s certainly do, otherwise we wouldn’t be in business. You’re actually delivering real products based on that.
One thing for our listeners if you’re not deep into chips, think of an FPGA as just incredibly programmable. That’s not just on the software side, you’re actually programming the hardware in how it works. So this might contrast versus what we call an ASIC, and application-specific integrated circuit, that might add an extra year to your development cycle. That’s the great part and why having FPGAs all along that path are really smart, particularly when they are low power like Lattices.
But let’s jump into something different. So I had the pleasure of cataloging it. I covered AMD when you were running the client division at AMD. Certainly a lot of heads turned when you moved to Lattice, because AMD looked like it was on its way, and your business was the business that was feeding the company and quite frankly, the driving of stock.
But you came in and made a lot of changes. The stock run up didn’t just happen by accident. I happened to catalog this. I would say the beginning of my coverage was your financial analyst day in New York City, gosh, last year, maybe 18 months ago.
Jim Anderson: It seems like a long time ago, but yeah.
Patrick Moorhead: No, I know. I think the way I characterized it is pretty much everything changed. Jim and his team changed everything. But without them having to read that Forbes article, can you talk a little bit about that?
Jim Anderson: Yeah, sure. Maybe a little bit about kind of why I got attracted to Lattice. So kind of why I joined Lattice is when I saw the company was a company that had sort of some really good foundation fundamentals, but needed a better strategy, some more focus, right?
So a couple of things that the company had was, number one, it had a great stable of technology, right? So a great portfolio of technologies, long history of innovation. So a good culture of innovation. That’s really important to a high tech product company, number one.
Then, number two, the other thing that I saw and I knew from being in the industry is that the company had great customer relationships, right? It had, like as I mentioned before, 9,000 customers. So a really wide base of customers, and it was really well respected by the customers.
So a couple of really good foundational pieces, but I felt like the company had a lot more potential and we could do a lot more with the company. So we did make some pretty big changes early on just within the first, let’s say, especially 6 to 12 months.
One of the changes that I think was probably the most important, and one of the first changes that we made, and this really came within really the first three, four, or five months, was we brought in an entirely new leadership team. We brought in new leaders for engineering, for sales, for marketing, for operations, for finance, an entirely new leadership team. This team didn’t just have a little bit of experience in the industry, like five or ten years of experience, literally each one of those people has like multiple decades of experience in the FPGA industry.
So they know the products, they know the customers, they know the industry in and out, right? So that was really important.
More important than that is they helped drive a cultural change at the company. A cultural change around moving much faster, getting much more products out the door, innovating even faster than we had in the past, executing better, being more disciplined and much more accountable. So I think there was a big cultural change that happened as part of that leadership change. I think that was one big change that I feel really good about that we did very early on.
The second big change that we made was to the fundamental strategy of the company. If you look back over the years, say a few years ago, Lattice was just trying to do too many different things. What we did is we really focused the company on its core expertise, what it’s been great at for over 35 years. Which is what I said at the beginning, right? These small power efficient FPGAs, that’s what it’s always been great at. We really refocused the company on that, doubled down on that, increased the investment not just in the hardware devices, but especially in the software as well, sort of building applications-specific software.
You’re already starting to see the results of that now with new products coming out the door. We’ve actually tripled the cadence of products that we’re bringing out versus just a few years ago. So three times as many products we’re getting out the door. So I think that strategic shift on our product roadmap and focus was a big deal.
Then maybe the third one that I would, which is more mundane, but as important, too, is we put a lot of new operational discipline into the company. I know that sounds more mundane, but it really is important. It’s important to our customers because it helps us really execute our roadmap in a very reliable way. So that was probably the third big change.
We feel like we’ve just kind of scratched the surface and we’re kind of in the early innings. Although we made some reasonable progress to date over the last couple of years, we feel like we’ve got a lot more work to do and we’re really excited about the future.
Daniel Newman: Yeah, it’s been a very impressive run. Our audience is a real mix, Jim. We have some business and investor folks, and I think we’ve been satisfying them a little bit throughout the beginning of this show. But we also have the geeks and the nerds, so Pat did the one-on-one explaining the FPGA. But then we have the people that are going to be [inaudible] that you, the CEO of Lattice, joined our show, and they’re going to want to hear a little bit more. So I’m going to riff off that last question that Pat asked you.
Jim Anderson: Sure.
Daniel Newman: You mentioned all the successes, but dig a little bit deeper, and what are some of the accomplishments that you are most satisfied with? Because it looks like down to the product level, you guys have made some really impressive moves into this FPGA space.
Jim Anderson: Yeah, I appreciate that. You know, I’m more of a guy that’s focused on the future and what are the new challenges or opportunities in front of us? But if I kind of reflect over the last couple years since I joined, and if I tried to pick out one thing that I feel like kind of in reflection I feel really good about or that we’re proud about as a team, I think it has to do with the customers and a pretty significant change in the perception of Lattice at our customers.
When I first joined the company, as you can imagine, I spent a lot of time with customers, right? I met as many customers as I could. I just basically just listened, right? Tell me about what you love about Lattice, what you hate about Lattice, what we can do better. Just spent a lot of time in those first few months with customers.
What I would hear is kind of mixed, right? I would hear, hey, we’ve worked with the guys for years. We like your products. But we sure would like to have more products from you, and we’d like those products to be delivered on a regular basis, and we’d like a long-term roadmap. So there were good and there were areas that we definitely had to improve.
So we spent a lot of time rebuilding our product roadmap, not just for the next year or two, but really for the next five to seven years, and then sharing that with all of our top, most strategic customers. That roadmap, we feel, is really innovative. It’s expanding our product portfolio. A little bit of that is public today. But as you can imagine, a lot more of that we haven’t shared publicly, but we shared it with our customers and they’re really excited about that.
I think over the last couple of years, we’ve really shifted the perception and the customers from Lattice as just a component supplier to Lattice as, wow, this is a company that we can partner with in driving all sorts of future innovations around some of those areas I mentioned earlier. Whether it’s automation, or artificial intelligence, or security, these guys can be a real partner to us moving forward. So I feel really good about how we’ve shifted that perception with the customer to now perceiving Lattice as much more of a partner and a strategic solution supplier.
We still have more work to do. There’s still a lot more opportunity to continue to drive that with our customers. But you know, I’m probably most proud of that over the last couple of years.
Patrick Moorhead: Yeah, Jim, the increased rate of change in terms of the product schedule has been impressive. I saw Nexus in 20 nanometer FD-SOI, CrossLink-NX, Certus-NX, and I’m sure you have a robust roadmap.
Jim Anderson: We do.
Patrick Moorhead: That the engineers are working on too. By the way, a lot of this was done during the pandemic. I mean, it’s been full of surprises out there. I’m curious, how has Lattice weathered the storm?
Jim Anderson: You know, that’s a good question. Yeah, certainly 2020 has been a little bit different year than we all thought at the beginning of 2020. So I think all things considered we’ve weathered it pretty well.
One of the things Pat, because you mentioned it just now, that I was really worried about when we first went into that where a lot of employees working from home, and we still have over 50% of our employees working from home. When we first moved into that mode in kind of March timeframe, late March timeframe, I was pretty concerned that, hey, that might have some impact to our productivity or execution ability. Because we had built out this really cool roadmap. We were really excited about all these innovative products we were bringing out. We had committed a bunch of these programs to our customers and externally as well. So I was a little worried about, hey, what kind of impact would that have to execution?
But hats off to our engineering team. They really did make that transition pretty successfully, and they’ve really continued to execute on the product road map even despite the work from home and all of the dynamics around COVID-19. So look, we’ve continued to get products out on schedule. Our roadmap looks really strong.
The other thing I would say, since we were just talking about customers, too, is with our sales team, I also was worried about starting to lose touch with our customers if you can’t visit them. I’m a guy that loves to visit the customers face to face, be talking with them all the time. I thought, jeez, if you can’t visit them face to face, how do you keep that customer intimacy?
I was surprised. Our sales team still has been able to really keep that high level of customer engagement. The kind of the funny thing is that what I didn’t realize is, look, our customers weren’t traveling, right? Like they weren’t traveling on airplanes. They weren’t commuting to their jobs either. So in some sense, they actually had more time available. So we’ve actually found it a little easier to get ahold of some of our customers now in the current environment. It’s over video or Zoom or whatever, right? But still, the level of engagement is really high.
Look, all things considered, definitely a dynamic environment, lots of challenges this year. But I think all things considered, we’ve weathered it pretty well. Obviously we all hope that things start to return to whatever the new normal is as soon as possible.
Daniel Newman: Yeah, it’s been a heck of a year, Jim. You couldn’t have said it better. Patrick and I both talk all the time about how much we love to travel and go to events and see customers and get face to face. Then sometimes on our better home days, we say, I think I could do without this. I actually have come to realize that if we can do it on video and we can attend these events and participate in a big way, if we’re able to continue the involvement from afar, let’s do it.
So 2020 is going to be a year I think every one of us is going to look back at at some point in our life and be like, gosh, I’m glad that year’s over. At the same time, for tech it’s actually been quite a boon, like you guys.
Speaking of tech, every company has to deal with competition, and Lattice has had a lot of success. It’s grown. It’s revenues are up. Its stock price is up. It’s ambitions are up. You’ve brought in this new team and it’s feeling strong. But your competition is legit. How does that kind of need shoring up? Companies like Intel and Xilinx are out there all doing what you’re doing, but I’m sure you guys feel like you’ve differentiated. Talk just a little bit about that competitive scene.
Jim Anderson: Yeah. Look, we always take competition super seriously, right? No doubt about that. So we’re always focused on that. But we feel like we’re really well-positioned when it comes to the competitive environment. You know, we believe we’re really the only company out there that’s really innovating and aggressively investing in this area that we talked about, this small power-efficient programmable devices. We think we’ve got the most innovation and the most competitive roadmap out there.
When you look at the two competitors you just mentioned, Xilinx and the former Altera, now part of Intel, what we see is they are very focused on making very, very large FPGAs, very large, very high power FPGAs, that are focused on some specific applications like data center acceleration. We’re really focused in at the other end of the spectrum, on driving innovation on the small power-efficient at FPGAs.
That’s needed by a whole bunch of applications that we talked about earlier, right? You can’t put a 200 watt FPGA in a IOT device or an industrial IOT device, right? So our FPGAs are kind of on the bleeding edge of driving this level of innovation for all those applications that need programmability, flexibility, and power efficiency.
Actually, Pat knows from my former life that I love doing competitive demos, like side-by-side competitive demos. So at our product launch, our most recent big product launch that we did in December of last year which was for our new Nexus platform, and Nexus, we’re going to build a whole bunch of FPGAs based on this Nexus platform, we introduced the first device and we did a side-by-side competitive live. These were live competitive demonstrations versus Xilinx and Intel devices that we would compete with that product.
You know in a live demonstration, there’s always a little risk in that, right? But I love doing those side by side comparisons. We showed why. We demonstrated up to 75% better power efficiency in the devices we’re bringing to market versus our two competitors.
Look, 75% better power efficiency, that’s a big deal to our customers, right? In most applications actually power is kind of the primary system design constraint, or at least it’s one of the most important design constraints. Whether you’re battery operated or even if you’re plugged into a wall outlet, the power usage is important. So to bring 75% better power efficiency and better performance is a pretty big deal.
So, look, we feel like we’re pretty well positioned competitively now. But of course we always take our competitors very seriously. That’s something we’re always watching. But we feel really good about the roadmap that we have in front of us.
Patrick Moorhead: Jim, you always love to be working in a market or operating in a market where your competition isn’t actually building new designs in the market that you participate in, and Intel and Xilinx are focused on different markets at this point. So I’d like to say it’s a three horse race in low power, but right now, it really looks to me like a one horse race.
Listen, I cover multiple companies, but your other big competitors are controllers as well, right?
Jim Anderson: Oh, microcontrollers.
Patrick Moorhead: And ASICs. Although, those aren’t necessarily direct competitors.
Jim Anderson: Yeah. You know, just to talk a little bit about you mentioned microcontrollers. We are seeing from a lot of customers that maybe used to use microcontrollers in the past, we’re seeing a definite new level of interest in our products. One of the key things that’s driving that is one of the trends that I talked about earlier.
Remember when I talked about artificial intelligence and people adding more intelligence to their systems? What we’re seeing is where the past they may have used microcontrollers for their systems, they’re trying to add a lot more artificial intelligence processing, and AI algorithms are just inherently parallel algorithms. So an FPGA can be programmed to operate in parallel. A microcontroller is generally just a sequential processor. So we’re able to bring just a tremendously much higher level of performance for these applications at a really good power level.
So we’re seeing, yeah, a lot of new areas where we can displace microcontrollers as an example now moving forward as well. So yeah, another place of maybe competition beyond just traditional FPGA suppliers, but microcontrollers as well.
So yeah, thanks for bringing that up.
Patrick Moorhead: I appreciate rounding that out for our listeners. What I’d love to do is we’ve got time for one more question. Jim, you talked about, hey, I’m really a futures guy about building the future. Let’s look to the future. Our success is great over the last two years, but I really don’t want to spend too much time on this. So can you talk a little bit about what the future holds for the company and your customers? You hinted a little bit at it, but can you dial it in and focus in on that?
Jim Anderson: Yeah, absolutely. So look, we are really excited about the future of the company. I mean, it’s been a couple of years. We’ve made some reasonable progress over the last couple of years. But again, we still feel like we’re in the early innings. There’s a lot more potential to be unlocked with the company and a lot more ahead of us.
So number one is we’re really excited about the product roadmap. Our product roadmap is expanding the portfolio. It’s driving a whole new level of innovation. Not just at the hardware level, but software innovations as well. We brought out a steady stream of new software capabilities. We’re going to continue to do that as well. So you can certainly expect a very robust roadmap of innovation and new capabilities that we’ll be bringing out over the coming years.
I mentioned customers, right? We’re also really excited about the level of engagement that we have with customers. We don’t think we’ve ever had this level of engagement in the history of the company with our customers. So we’re excited about that.
If you look at the type of applications that we’re addressing, look, these are the type of applications that are going to change the way we all work and live over the coming years, right? Artificial intelligence, automation, cloud computing, automotive electronics, all these applications, we’re front and center in these type of applications. These are going to change, fundamentally change, the way we work and live moving forward. So we’re really excited about that.
So we feel like we’ve got a great roadmap, great Customer interaction, and we’re just really well positioned to help drive some of these big fundamental trends that will change all our lives over the coming years.
Daniel Newman: Yeah. Jim Anderson, thank you so much for spending his time with us and for giving us a little bit of a glimpse into the future, taking us a little bit down memory lane over the last few years. I think the past always sets precedent in many ways for what will be the future, and so it sounds like the foundational work has been done. The opportunity is starting to really become clear and evident.
If there’s a silver lining to everything that’s gone on in 2020, it’s that we’ve seen technology and digital transformation accelerate, which is obviously a beautiful thing if you’re in the semiconductor space. Pat and I have said this on and on.
I wrote a piece early in the year in MarketWatch before the COVID pandemic, and I said in 2020 semiconductors will eat the world. I had no idea how right on I was until we saw the actual ability for us to physically do anything on a normal basis all get moved into a digital environment.
So thank you, Jim. The work of Lattice Semiconductor is certainly helping to lead the way.
Jim Anderson: Thanks for the time, guys. Really appreciate it. Thank you so much.
Daniel Newman: All right. There you have our show. I want to thank everybody for tuning in and spending some time with us, with Jim Anderson, the CEO at Lattice Semiconductor.
What a great Six Five Insiders, Pat.
Patrick Moorhead: I know. It was great. I’ve been trying to get Jim on here forever, and there he was.
Daniel Newman: He did a great job, and it was just really enjoyable. It’s always really interesting when someone that has both that technology chops and the business chops to lead a public company to kind of get the perspective of what’s being built, where it’s going, and what it means.
For everyone out there that enjoyed the show, we’d love for you to hit that subscribe button, hit those social media buttons, share this show, get the word out, let everybody see and hear from Jim, and of course, from ourselves. We always really appreciate all of our listeners here at the Six Five Podcast, so hit that button, subscribe to our show.
We’ve got more weekly episodes coming, but for this episode of the Six Five and the Six Five Insiders Podcast, Patrick and I have to say goodbye for now, but we’ll see you really soon.
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