Grown past the great company it was. - Mitarbeiter (anonym) bei NVIDIA: Mitarbeiterbewertung

3,0
4. Jän. 2010
Mitarbeiter (anonym)
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Pros

- Good senior managment; company is well directed IMHO - Decent potential upside in stock ESPP etc. - Jen-Hsun; I really believe he's doing an excellent job.

Kontras

Suffering sereve growing pains. NVIDIA hasn't found it's stride as a medium sized company. It's a bit unfocused and chaotic at ths stage; trying to do too much with too few engineers. Too many projects and too much support for legacy code and products to maintain focus and high quality. Recent moves to switch to RSUs, change PTO to professional time off are very corporate -- and are passed off to the employees as being a good thing. Not good for me.

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5,0
10. Juni 2026
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CEO-Befürwortung
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Pros

Agile business model Fast response to failures Successful career growth and support

Kontras

too much email People do not know how to pronounce NVIDIA (En-Videah by the way)

5,0
10. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Technical excellence and engineering rigor – Working alongside some of the smartest engineers in the industry. Code reviews, architecture discussions, and performance optimization were taken seriously. Cutting-edge technology – Unparalleled exposure to GPUs, CUDA, AI infrastructure, and low-level systems programming. Truly a place where you can work on problems that define the next decade of computing. Impact – Your work ships in products used by millions of gamers, researchers, and data centers worldwide. That visibility is rare and rewarding. Leadership in AI/ML – NVIDIA is not just riding the AI wave; it’s enabling it. Being at the center of that as an engineer was professionally transformative. Compensation – Competitive salary + RSUs that have appreciated significantly over time. The financial upside for long-term employees has been substantial.

Kontras

Internal mobility – Moving between teams (e.g., from automotive to gaming) was harder than promised. Managers sometimes blocked transfers.

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