Huang Renxuns Kinder brauchen sich bei Jahresgehalt von 1,32 Millionen US

Huang Renxun's children are targeting new business tracks at NVIDIA rather than the core cash - cow business.

The proxy statement of Nvidia for the fiscal year 2026 has just been released. Madison, the daughter of Jensen Huang, earns an annual salary of $1.232 million, and his son Spencer earns $1.32 million. Spencer's salary has increased by 149% compared to last year when he earned $530,000.

As soon as the news spread, it quickly reached the 4th place in the Baidu Hot Searches. (Note: Here, "Baidu Hot Searches" is a specific term, and the German can keep the pinyin "Baidu Hot Searches", but the original expression "quickly reached the 4th place in the Baidu Hot Searches" is translated as "As soon as the news spread, it reached the 4th place in the Baidu Hot Searches.")

Most people view this news mainly because of the theme of "million - dollar salaries of descendants of wealthy families".

But I think the most important thing about this matter is not how much money they earn, but what they are concerned about.

With an annual salary of $1.32 million, they haven't even participated in the chip area

First, clarify the figures.

Spencer, the product management director, is responsible for the robotics direction. Madison, the senior director, is responsible for the Omniverse simulation software.

In Nvidia's fiscal year 2026, the revenue from the data center business was about $130.8 billion, representing an increase of over 140% compared to the previous year. This is the most profitable core engine of the company. Neither the GPU research and development, the CUDA ecosystem, nor the chip sales, the business areas that support Nvidia's market value, have been touched by Jensen Huang's two children.

The two siblings were in the "non - core areas" of Nvidia's business throughout the entire period.

This is not a coincidence but a deliberate plan.

The really interesting question is: Why are they kept away from the core businesses?

The most superficial answer is: Avoiding conflicts of interest and excluding outside doubts.

But that's only half the story.

The deeper logic lies in the specific areas of responsibility they pursue.

Robotics and Omniverse simulation - these two directions are Nvidia's strategic positions for the next decade, not the current cash - cow.

Jensen Huang has publicly placed his bet on Embodied Intelligence in several places. Nvidia's Isaac robotics platform and the GROOT basic model are based on the simulation training environment Omniverse. Without Omniverse, the robots would not have a sufficient virtual environment for large - scale training. Spencer's focus on the robotics sector and Madison's work on the simulation software fit perfectly into the "robot training infrastructure" chain.

In other words, Jensen Huang lets his children guard the door that he thinks is the most important for the future, not the one that is the most profitable today.

I call this type of planning the successor logic of "isolating the cash - cow and positioning for future markets": Family successors are placed in strategic new markets, not in established profit centers, which takes into account both the goals of ability verification and long - term planning.

This logic is not seen for the first time in top - technology families

Let's make some horizontal comparisons.

Howard, the son of Warren Buffett, was the candidate for the non - executive chairman of Berkshire Hathaway for many years, but Warren Buffett has never transferred the power to manage the capital operations to him. Howard is designed as a "guardian of the firewall", whose task is to maintain the corporate culture in turbulent times, not to participate in daily investment decisions.

Now let's consider the common practices in family business succession. The older generation usually has two options: Either they directly place their children in core positions and cover up ability problems with power; or they let their children start at the bottom, but the bottom area is often the most profitable main business area that is watched both internally and externally, and the error tolerance is extremely low.

Jensen Huang takes a third way: He lets his children work hard in a "important but not yet the most profitable" market. The cost of failure is relatively manageable, and in case of success, the family will collect the most important assets in the future.

This is similar to the three leaps of e - commerce entrances: The winners of each era are not those who hold on to the current largest traffic entrance, but those who position themselves early at the next entrance.

Spencer and Madison are the chess moves that Jensen Huang placed early for the next technology entrance.

What does Spencer's 149% salary increase mean?

Spencer's salary has increased from $530,000 to $1.32 million, which corresponds to an increase of 149%. This figure needs to be analyzed separately.

Nvidia has officially stated that the salary evaluation of the two is "completely independent of Jensen Huang" and the conditions are exactly the same as those of employees without family relations in the same position. (Source: Nvidia's proxy statement for the fiscal year 2026, filed with the US SEC in May 2026)

The 149% salary increase can be interpreted in two ways.

First: Performance driver. The strategic importance of the robotics sector has increased significantly in the fiscal year 2026, and the budget and salary system have been adjusted accordingly. As the product management director in this direction, Spencer naturally benefits from it.

Second: Market - salary orientation. The previous $530,000 was just a preliminary pricing at the beginning of his career. With the increase of the market salary median for the position of product management director, his salary has adjusted to the market standard.

Both interpretations are plausible, and it is also possible that both factors interact. But no matter which interpretation you choose, they all lead to the same conclusion: His position within Nvidia is changing from "son of the founder" to "real product responsible person in the robotics sector".

Greg Estes, the former vice - president of Nvidia, once said that one cannot completely ignore their identity when cooperating with them, "but the most important thing is that both work very hard and have solid professional abilities." (Source: Liangziwei, report on May 15, 2026)

What does this have to do with you?

Those who observe the issue of corporate succession in the workplace are directly affected. Jensen's approach provides a counter - intuitive reference point: Wise parents do not place their children in the most prominent positions but in the most important ones. These two positions often do not match.

If you are an entrepreneur or corporate manager, this logic of "isolating the cash - cow and positioning for future markets" should be taken seriously. The most common failure pattern in family businesses is to send the successors to the most profitable departments today. As a result, the children make mistakes under high pressure, which damages both the business and destroys the promotion path.

There is also a group of people who may not realize that this matter concerns them, namely the producers and investors who focus on Nvidia's robotics area. The resource allocation in Spencer's area in the next few years will probably be directly proportional to his internal power in the company. This is an indirect signal for the development of Nvidia's robotics business. It is uncertain, but it is worth considering.

A question without an answer

Jensen Huang is 62 years old. Under his leadership, the firewall and market value of Nvidia have reached an unprecedented level.

The question is, can this level be passed on?

Is the door that he lets his children guard really the future of Nvidia, or is it just a strategic bet? Can robotics and simulation software finally develop a new GPU ecosystem?

The answers to these questions are currently unknown.

But Jensen's planning itself already shows something: He doesn't plan to put the future of Nvidia solely in his own hands.

This article is only for information dissemination and industry analysis and does not constitute investment advice, investment analysis, or a trading offer. The market has risks, and investments should be made carefully. Any investment decision made based on this article brings risks and potential for profit and loss, and the author and the publishing platform do not assume legal responsibility.