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03-24

Too much cash

UOB Buys Back 37,000 Shares For SGD 1,374,000

2025-12-08

Employees buying their own stationery? Not impressed.

Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership

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much cash","listText":"Too much cash","text":"Too much cash","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/546094670292040","repostId":"2620827607","repostType":4,"repost":{"id":"2620827607","kind":"highlight","weMediaInfo":{"introduction":"Reuters.com brings you the latest news from around the world, covering breaking news in markets, business, politics, entertainment and technology","home_visible":1,"media_name":"Reuters","id":"1032215980","head_image":"https://community-static.tradeup.com/news/4567337cbdf294b657b1fa87c5488b48"},"pubTimestamp":1774002035,"share":"https://ttm.financial/m/news/2620827607?lang=en_US&edition=fundamental","pubTime":"2026-03-20 18:20","market":"nz","language":"en","title":"UOB Buys Back 37,000 Shares For SGD 1,374,000","url":"https://stock-news.laohu8.com/highlight/detail?id=2620827607","media":"Reuters","summary":"UOB bought back 37,000 shares via market acquisition on 20/03/2026.The shares were bought at prices between SGD 36.99 and SGD 37.2 per share.Cumulative shares purchased to date under the mandate were 20,068,200 .Disclaimer: This news brief was created by Public Technologies  using generative artificial intelligence. 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UOB - United Overseas Bank Ltd. published the original content used to generate this news brief via Singapore Exchange Limited   on March 20, 2026, and is solely responsible for the information contained therein.","content":"<html xmlns=\"http://www.w3.org/1999/xhtml\" xmlns:newsg2=\"http://iptc.org/std/nar/2006-10-01/\" xmlns:xhtml=\"http://www.w3.org/1999/xhtml\"><head><title>\n      UOB buys back 37,000 shares for SGD 1,374,000\n    </title></head><body><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<ul>\n<li>\n          UOB bought back 37,000 shares via market acquisition on 20/03/2026.\n        </li>\n<li>\n          The shares were bought at prices between SGD 36.99 and SGD 37.2 per share.\n        </li>\n<li>\n          Total consideration paid was SGD 1,374,118.12.\n        </li>\n<li>\n          Cumulative shares purchased to date under the mandate were 20,068,200 (1.2%).\n        </li>\n</ul>\n<br/>\n<br/>\n</div><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<p>\n<i>Disclaimer: <span>This news brief was created by Public Technologies (PUBT) using generative artificial intelligence. While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - <a href=\"https://laohu8.com/S/UOVEF\">United Overseas Bank Ltd.</a> published the original content used to generate this news brief via <a href=\"https://laohu8.com/S/SPXCF\">Singapore Exchange</a> Limited (SGX) (Ref. 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While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - <a href=\"https://laohu8.com/S/UOVEF\">United Overseas Bank Ltd.</a> published the original content used to generate this news brief via <a href=\"https://laohu8.com/S/SPXCF\">Singapore Exchange</a> Limited (SGX) (Ref. ID: 97C8GL2MCNXTEYUZ) on March 20, 2026, and is solely responsible for the information contained therein.</span></i>\n</p>\n</div></body></html>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0823417653.USD":"BNP PARIBAS SUSTAINABLE GLOBAL LOW VOL EQUITY \"C\" (USD) ACC","SG9999014492.USD":"NIKKO AM ASEAN EQUITY \"A\" (USD) ACC","SG9999001127.SGD":"United Singapore Growth Fund SGD","SG9999002414.USD":"LIONGLOBAL SINGAPORE TRUST (USD) ACC","LU2152927971.USD":"NORDEA 1 ASIAN STARS EQUITY \"BP\" (USD) ACC","LU0315178854.USD":"EASTSPRING INVESTMENTS ASIAN EQUITY INCOME \"A\" ACC","LU0516423174.USD":"FULLERTON LUX FUNDS - ASIA FOCUS EQUITIES \"I\" (USD) ACC","LU0979878070.USD":"FULLERTON LUX FUNDS - ASIA ABSOLUTE ALPHA \"A\" (USD) ACC","LU0577902298.EUR":"FULLERTON LUX FUNDS - ASIA GROWTH & INCOME EQUITIE \"I\" (EUR) ACC","LU0516422952.EUR":"FULLERTON LUX FUNDS - ASIA FOCUS EQUITIES \"I\" (EUR) ACC","LU1119993845.HKD":"FIDELITY ASIA PACIFIC DIVIDEND \"A\" (HKDHDG) INC","LU1064131342.USD":"Fullerton Lux Funds - 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While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - United Overseas Bank Ltd. published the original content used to generate this news brief via Singapore Exchange Limited (SGX) (Ref. ID: 97C8GL2MCNXTEYUZ) on March 20, 2026, and is solely responsible for the information contained therein.","news_type":1,"symbols_score_info":{"U11.SI":1.97}},"isVote":1,"tweetType":1,"viewCount":251,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":508534437425224,"gmtCreate":1765175719559,"gmtModify":1765175814013,"author":{"id":"4130047330533622","authorId":"4130047330533622","name":"sebgoh","avatar":"https://community-static.tradeup.com/news/default-avatar.jpg","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"4130047330533622","authorIdStr":"4130047330533622"},"themes":[],"title":"","htmlText":"Employees buying their own stationery? Not impressed.","listText":"Employees buying their own stationery? Not impressed.","text":"Employees buying their own stationery? Not impressed.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/508534437425224","repostId":"1153181811","repostType":2,"repost":{"id":"1153181811","kind":"news","weMediaInfo":{"introduction":"Global Stock Market Deep Analysis","home_visible":1,"media_name":"Deep News","id":"1039043262","head_image":"https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922"},"pubTimestamp":1765024139,"share":"https://ttm.financial/m/news/1153181811?lang=en_US&edition=fundamental","pubTime":"2025-12-06 20:28","market":"sg","language":"en","title":"Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership","url":"https://stock-news.laohu8.com/highlight/detail?id=1153181811","media":"Deep News","summary":"Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly...","content":"<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBroadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1039043262\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Deep News </p>\n<p class=\"h-time\">2025-12-06 20:28</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0795875086.SGD":"JPMorgan Investment Funds - Global Income A (div) SGD","LU0320765646.SGD":"FTIF - Franklin Income A MDIS SGD-H1","LU0511384066.AUD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"A\" (AUDHDG) ACC","LU2720916845.USD":"BGF GLOBAL UNCONSTRAINED EQUITY \"A2\" (USD) ACC","LU0943347566.SGD":"安联收益及增长平衡基金AM H2-SGD","LU0861579265.USD":"联博低波幅策略股票基金A","LU0820562030.AUD":"ALLIANZ INCOME AND GROWTH \"AMH2\" (AUDHDG) H2 INC","LU0187121727.USD":"FIDELITY SUSTAINABLE US EQUITY \"A\" (USD) INC","LU0823434583.USD":"BNP PARIBAS US GROWTH \"C\" (USD) ACC","LU0210536198.USD":"JPM US GROWTH \"A\" ACC","BK4554":"元宇宙及AR概念","LU0823434740.USD":"BNP PARIBAS US GROWTH \"C\" (USD) INC","LU2896262040.SGD":"JPM US GROWTH FUND \"A\" (SGD) ACC","LU0965509010.AUD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (AUDHDG) INC","LU0354030511.USD":"ALLSPRING  U.S. LARGE CAP GROWTH \"I\" (USD) ACC","LU0274383776.USD":"MANULIFE GF US SMALL CAP EQUITY \"AA\" (USD) INC","LU0354030438.USD":"富国美国大盘成长基金Cl A Acc","IE00BYV24P56.USD":"GUINNESS EMERGING MARKETS EQUITY INCOME \"C\" (USD) ACC","LU1988902786.USD":"FULLERTON LUX FUNDS GLOBAL ABSOLUTE ALPHA \"I\" (USD) ACC","LU2487616109.SGD":"JPM AMERICA EQUITY \"A\" (SGD) ACC","IE00BMCWC346.EUR":"GUINNESS EMERGING MARKETS EQUITY INCOME \"C\" (EUR) ACC","LU1720051108.HKD":"ALLIANZ GLOBAL ARTIFICIAL INTELLIGENCE \"AT\" (HKD) ACC","LU0210528500.USD":"JPM AMERICA EQUITY \"A\" ACC","LU0787776722.HKD":"AB SELECT US EQUITY PORTFOLIO \"A\" (HKD) ACC","IE00BVYPNV92.GBP":"GUINNESS GLOBAL EQUITY INCOME \"C\" (GBP) ACC","LU0912757837.SGD":"JPMorgan Investment Funds - 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Global Dynamic Dividend A Acc USD","LU2237443978.SGD":"Aberdeen Standard SICAV I - Global Dynamic Dividend A Acc SGD-H","LU2357305700.SGD":"Allianz Global Artificial Intelligence ET H2-SGD","LU1267930730.SGD":"富兰克林美国机遇基金AS Acc SGD (CPF)","LU0109391861.USD":"富兰克林美国机遇基金A Acc","LU0289961442.SGD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"AX\" (SGD) ACC","LU1670711123.USD":"M&G (LUX) GLOBAL DIVIDEND \"A\" (USD) INC","LU0661504455.SGD":"Blackrock Global Equity Income A5 SGD-H","LU0545039389.USD":"BGF GLOBAL EQUITY INCOME \"A2\" ACC","LU0011850046.USD":"贝莱德全球长线股票 A2 USD","LU0097036916.USD":"贝莱德美国增长A2 USD","LU0466842654.USD":"HSBC ISLAMIC GLOBAL EQUITY INDEX \"A\" (USD) ACC","LU1323610961.USD":"UBS (LUX) EQUITY SICAV - LONG TERM THEMES (USD) \"P\" (USD) ACC","LU1162221912.USD":"FRANKLIN INCOME \"A\" (USD) ACC","LU1280957306.USD":"THREADNEEDLE (LUX) US CONTRARIAN CORE EQUITIES \"AUP\" (USD) INC","LU2860962120.EUR":"CPR INVEST - ARTIFICIAL INTELLIGENCE \"A2\" (EUR) ACC A","BK4543":"AI","LU2602419157.SGD":"HSBC ISLAMIC GLOBAL EQUITY INDEX \"AC\" (SGD) ACC","LU0719512351.SGD":"JPMorgan Funds - US Technology A (acc) SGD","IE00BJJMRY28.SGD":"Janus Henderson Balanced A Inc SGD","SGXZ81514606.USD":"大华环球创新基金A Acc USD","LU2463028550.USD":"AB SICAV I AMERICAN MULTI-ASSET PORTFOLIO \"A\" (USD) ACC","LU1914381329.SGD":"Allianz Best Styles Global Equity Cl ET Acc H2-SGD","LU2247934214.USD":"FIDELITY FUNDS SUSTAINABLE FUTURE CONNECTIVITY \"A\" (USD) ACC","IE00BJTD4N35.SGD":"Neuberger Berman US Long Short Equity A1  Acc SGD-H"},"source_url":"","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1153181811","content_text":"Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.\nOn December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.\nAfter completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.\nThis merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.\nHowever, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.\nThe M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"\nTan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.\nInternally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.\nThe company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.\nCustom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.\nGoogle became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.\nRecent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.\nTan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.\nFrom Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.\nHis turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.\nIn 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.\nThe Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"\nStill, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"\nThe tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.","news_type":1,"symbols_score_info":{"AVGO":1}},"isVote":1,"tweetType":1,"viewCount":273,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":546094670292040,"gmtCreate":1774335067478,"gmtModify":1774338438143,"author":{"id":"4130047330533622","authorId":"4130047330533622","name":"sebgoh","avatar":"https://community-static.tradeup.com/news/default-avatar.jpg","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"4130047330533622","idStr":"4130047330533622"},"themes":[],"title":"","htmlText":"Too much cash","listText":"Too much cash","text":"Too much cash","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/546094670292040","repostId":"2620827607","repostType":4,"repost":{"id":"2620827607","kind":"highlight","weMediaInfo":{"introduction":"Reuters.com brings you the latest news from around the world, covering breaking news in markets, business, politics, entertainment and technology","home_visible":1,"media_name":"Reuters","id":"1032215980","head_image":"https://community-static.tradeup.com/news/4567337cbdf294b657b1fa87c5488b48"},"pubTimestamp":1774002035,"share":"https://ttm.financial/m/news/2620827607?lang=en_US&edition=fundamental","pubTime":"2026-03-20 18:20","market":"nz","language":"en","title":"UOB Buys Back 37,000 Shares For SGD 1,374,000","url":"https://stock-news.laohu8.com/highlight/detail?id=2620827607","media":"Reuters","summary":"UOB bought back 37,000 shares via market acquisition on 20/03/2026.The shares were bought at prices between SGD 36.99 and SGD 37.2 per share.Cumulative shares purchased to date under the mandate were 20,068,200 .Disclaimer: This news brief was created by Public Technologies  using generative artificial intelligence. While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - United Overseas Bank Ltd. published the original content used to generate this news brief via Singapore Exchange Limited   on March 20, 2026, and is solely responsible for the information contained therein.","content":"<html xmlns=\"http://www.w3.org/1999/xhtml\" xmlns:newsg2=\"http://iptc.org/std/nar/2006-10-01/\" xmlns:xhtml=\"http://www.w3.org/1999/xhtml\"><head><title>\n      UOB buys back 37,000 shares for SGD 1,374,000\n    </title></head><body><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<ul>\n<li>\n          UOB bought back 37,000 shares via market acquisition on 20/03/2026.\n        </li>\n<li>\n          The shares were bought at prices between SGD 36.99 and SGD 37.2 per share.\n        </li>\n<li>\n          Total consideration paid was SGD 1,374,118.12.\n        </li>\n<li>\n          Cumulative shares purchased to date under the mandate were 20,068,200 (1.2%).\n        </li>\n</ul>\n<br/>\n<br/>\n</div><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<p>\n<i>Disclaimer: <span>This news brief was created by Public Technologies (PUBT) using generative artificial intelligence. While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - <a href=\"https://laohu8.com/S/UOVEF\">United Overseas Bank Ltd.</a> published the original content used to generate this news brief via <a href=\"https://laohu8.com/S/SPXCF\">Singapore Exchange</a> Limited (SGX) (Ref. ID: 97C8GL2MCNXTEYUZ) on March 20, 2026, and is solely responsible for the information contained therein.</span></i>\n</p>\n</div></body></html>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>UOB Buys Back 37,000 Shares For SGD 1,374,000</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nUOB Buys Back 37,000 Shares For SGD 1,374,000\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1032215980\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/4567337cbdf294b657b1fa87c5488b48);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Reuters </p>\n<p class=\"h-time\">2026-03-20 18:20</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<html xmlns=\"http://www.w3.org/1999/xhtml\" xmlns:newsg2=\"http://iptc.org/std/nar/2006-10-01/\" xmlns:xhtml=\"http://www.w3.org/1999/xhtml\"><head><title>\n      UOB buys back 37,000 shares for SGD 1,374,000\n    </title></head><body><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<ul>\n<li>\n          UOB bought back 37,000 shares via market acquisition on 20/03/2026.\n        </li>\n<li>\n          The shares were bought at prices between SGD 36.99 and SGD 37.2 per share.\n        </li>\n<li>\n          Total consideration paid was SGD 1,374,118.12.\n        </li>\n<li>\n          Cumulative shares purchased to date under the mandate were 20,068,200 (1.2%).\n        </li>\n</ul>\n<br/>\n<br/>\n</div><div xmlns:xsd=\"http://www.w3.org/2001/XMLSchema\" xmlns:xsi=\"http://www.w3.org/2001/XMLSchema-instance\">\n<p>\n<i>Disclaimer: <span>This news brief was created by Public Technologies (PUBT) using generative artificial intelligence. While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - <a href=\"https://laohu8.com/S/UOVEF\">United Overseas Bank Ltd.</a> published the original content used to generate this news brief via <a href=\"https://laohu8.com/S/SPXCF\">Singapore Exchange</a> Limited (SGX) (Ref. ID: 97C8GL2MCNXTEYUZ) on March 20, 2026, and is solely responsible for the information contained therein.</span></i>\n</p>\n</div></body></html>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0823417653.USD":"BNP PARIBAS SUSTAINABLE GLOBAL LOW VOL EQUITY \"C\" (USD) ACC","SG9999014492.USD":"NIKKO AM ASEAN EQUITY \"A\" (USD) ACC","SG9999001127.SGD":"United Singapore Growth Fund SGD","SG9999002414.USD":"LIONGLOBAL SINGAPORE TRUST (USD) ACC","LU2152927971.USD":"NORDEA 1 ASIAN STARS EQUITY \"BP\" (USD) ACC","LU0315178854.USD":"EASTSPRING INVESTMENTS ASIAN EQUITY INCOME \"A\" ACC","LU0516423174.USD":"FULLERTON LUX FUNDS - ASIA FOCUS EQUITIES \"I\" (USD) ACC","LU0979878070.USD":"FULLERTON LUX FUNDS - ASIA ABSOLUTE ALPHA \"A\" (USD) ACC","LU0577902298.EUR":"FULLERTON LUX FUNDS - ASIA GROWTH & INCOME EQUITIE \"I\" (EUR) ACC","LU0516422952.EUR":"FULLERTON LUX FUNDS - ASIA FOCUS EQUITIES \"I\" (EUR) ACC","LU1119993845.HKD":"FIDELITY ASIA PACIFIC DIVIDEND \"A\" (HKDHDG) INC","LU1064131342.USD":"Fullerton Lux Funds - 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While PUBT strives to provide accurate and timely information, this AI-generated content is for informational purposes only and should not be interpreted as financial, investment, or legal advice. UOB - United Overseas Bank Ltd. published the original content used to generate this news brief via Singapore Exchange Limited (SGX) (Ref. ID: 97C8GL2MCNXTEYUZ) on March 20, 2026, and is solely responsible for the information contained therein.","news_type":1,"symbols_score_info":{"U11.SI":1.97}},"isVote":1,"tweetType":1,"viewCount":251,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":508534437425224,"gmtCreate":1765175719559,"gmtModify":1765175814013,"author":{"id":"4130047330533622","authorId":"4130047330533622","name":"sebgoh","avatar":"https://community-static.tradeup.com/news/default-avatar.jpg","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"4130047330533622","idStr":"4130047330533622"},"themes":[],"title":"","htmlText":"Employees buying their own stationery? Not impressed.","listText":"Employees buying their own stationery? Not impressed.","text":"Employees buying their own stationery? Not impressed.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/508534437425224","repostId":"1153181811","repostType":2,"repost":{"id":"1153181811","kind":"news","weMediaInfo":{"introduction":"Global Stock Market Deep Analysis","home_visible":1,"media_name":"Deep News","id":"1039043262","head_image":"https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922"},"pubTimestamp":1765024139,"share":"https://ttm.financial/m/news/1153181811?lang=en_US&edition=fundamental","pubTime":"2025-12-06 20:28","market":"sg","language":"en","title":"Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership","url":"https://stock-news.laohu8.com/highlight/detail?id=1153181811","media":"Deep News","summary":"Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly...","content":"<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBroadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1039043262\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Deep News </p>\n<p class=\"h-time\">2025-12-06 20:28</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0795875086.SGD":"JPMorgan Investment Funds - Global Income A (div) SGD","LU0320765646.SGD":"FTIF - Franklin Income A MDIS SGD-H1","LU0511384066.AUD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"A\" (AUDHDG) ACC","LU2720916845.USD":"BGF GLOBAL UNCONSTRAINED EQUITY \"A2\" (USD) ACC","LU0943347566.SGD":"安联收益及增长平衡基金AM H2-SGD","LU0861579265.USD":"联博低波幅策略股票基金A","LU0820562030.AUD":"ALLIANZ INCOME AND GROWTH \"AMH2\" (AUDHDG) H2 INC","LU0187121727.USD":"FIDELITY SUSTAINABLE US EQUITY \"A\" (USD) INC","LU0823434583.USD":"BNP PARIBAS US GROWTH \"C\" (USD) ACC","LU0210536198.USD":"JPM US GROWTH \"A\" ACC","BK4554":"元宇宙及AR概念","LU0823434740.USD":"BNP PARIBAS US GROWTH \"C\" (USD) INC","LU2896262040.SGD":"JPM US GROWTH FUND \"A\" (SGD) ACC","LU0965509010.AUD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (AUDHDG) INC","LU0354030511.USD":"ALLSPRING  U.S. LARGE CAP GROWTH \"I\" (USD) ACC","LU0274383776.USD":"MANULIFE GF US SMALL CAP EQUITY \"AA\" (USD) INC","LU0354030438.USD":"富国美国大盘成长基金Cl A Acc","IE00BYV24P56.USD":"GUINNESS EMERGING MARKETS EQUITY INCOME \"C\" (USD) ACC","LU1988902786.USD":"FULLERTON LUX FUNDS GLOBAL ABSOLUTE ALPHA \"I\" (USD) ACC","LU2487616109.SGD":"JPM AMERICA EQUITY \"A\" (SGD) ACC","IE00BMCWC346.EUR":"GUINNESS EMERGING MARKETS EQUITY INCOME \"C\" (EUR) ACC","LU1720051108.HKD":"ALLIANZ GLOBAL ARTIFICIAL INTELLIGENCE \"AT\" (HKD) ACC","LU0210528500.USD":"JPM AMERICA EQUITY \"A\" ACC","LU0787776722.HKD":"AB SELECT US EQUITY PORTFOLIO \"A\" (HKD) ACC","IE00BVYPNV92.GBP":"GUINNESS GLOBAL EQUITY INCOME \"C\" (GBP) ACC","LU0912757837.SGD":"JPMorgan Investment Funds - 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The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.\nAfter completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.\nThis merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.\nHowever, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.\nThe M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"\nTan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.\nInternally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.\nThe company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.\nCustom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.\nGoogle became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.\nRecent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.\nTan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.\nFrom Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.\nHis turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.\nIn 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.\nThe Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"\nStill, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"\nThe tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.","news_type":1,"symbols_score_info":{"AVGO":1}},"isVote":1,"tweetType":1,"viewCount":273,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}