誰說黃仁勳不關心員工！輝達主管跳出反駁「那是錯誤的」憶罹癌被救命：欠他的恩情難以言喻

記者陳欣瑜／綜合報導

輝達（NVIDIA）創辦人黃仁勳辭去執行長職務後，外界對他的評價議論紛紛，不過，一段鮮為人知的暖心往事也隨之曝光。輝達工程團隊主管澤盧斯基（John Zedlewski）13日在社群平台X發表長文，透露自己去年因癌症惡化住院，黃仁勳得知後，立刻透過史丹佛大學的人脈，協助他取得關鍵的臨床試驗機會。回想這段經歷，他感性表示，「我個人欠他的恩情，遠遠超過言語所能表達的程度」，更強調「任何聲稱黃仁勳並不真正關心員工的說法，都是錯誤的」。

澤盧斯基回憶，自己罹患的癌症相當棘手，去年病情一度惡化，再次住進醫院，當時正處於人生最低潮的時刻。他透露，「去年我處於最低潮、再次住院時，我告訴了黃仁勳。他立刻聯繫史丹佛大學的人脈，幫助我突破繁瑣的行政程序，讓我得以參加一項臨床試驗，而事後證明，這項試驗非常適合我的病情。」面對黃仁勳近期引發的爭議，他坦言，每個人都可以對最近發生的事情抱持不同看法，但仍堅定表示，「任何聲稱黃仁勳並不真正關心員工的說法，都是錯誤的」，對於黃仁勳當年伸出援手的恩情，他始終銘記在心。

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除了分享黃仁勳私下暖心的一面，澤盧斯基也提起一場讓他至今難忘的工作會議。他表示，過去參與自駕車專案時，曾有一個團隊嫌另一個團隊開發的軟體執行速度太慢，因此不願採用。黃仁勳得知後，沒有要求雙方各退一步，也沒有直接責備任何人，而是請負責主管走到白板前，將整套程式的運作流程畫出來，並逐一標示每一次記憶體複製（memcpy）的操作，結果發現流程中竟藏著許多不必要的步驟，這才找出影響軟體效能的問題。

這場會議讓澤盧斯基印象深刻，因為黃仁勳沒有利用職位壓人，而是親自深入技術細節，帶領團隊一起找出答案。他形容，過程中沒有部門之間的地盤之爭，也沒有高層仗勢施壓，所有人都必須拿出實際證據，讓技術與數據說話。他認為，「真正的高階主管不應該害怕深入第一線的細節」，領導者必須具備足夠的專業能力與誠實態度，才能真正解決問題，而不是讓每場會議都變成一句「我下個禮拜再回覆你」。

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澤盧斯基坦言，自己在輝達參加過最棒的主管會議，往往都是事前準備充分、能夠清楚掌握團隊工作細節的時候；反過來說，最慘痛的經驗，就是發現自己對技術理解得不夠深入，無法真正解決眼前的問題。他指出，這種不怕追問、重視細節的文化，早已深植輝達管理團隊，即使身居高位，也必須隨時準備面對最深入的技術問題，而這正是黃仁勳多年來帶給公司的重要影響。

談到輝達未來，澤盧斯基表示，公司經過30多年的發展，已匯聚無數優秀人才，而向黃仁勳留下的精神傳承致敬，最好的方式就是「推動輝達持續成功，並帶領整個產業向前發展，證明我們確實學到了多年來在這裡工作的寶貴經驗。」他也強調，未來團隊仍將持續追求極致效率，「讓使命成為最高指導原則」，並且「不害怕承擔明智而大膽的風險，以毫不妥協的理性與誠實態度快速嘗試、快速失敗」，延續黃仁勳多年來建立的工作文化。他也期待向全世界展示輝達未來幾個月、甚至幾年內將推出的新成果。

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