Mad Money w/ Jim Cramer 6/26/26

Summary

Mad Money w/ Jim Cramer – "Invest in America" Special (June 26, 2026)

Episode Overview

This special “Invest in America” edition of Mad Money showcases Jim Cramer’s cross-country conversations with CEOs of America’s most innovative companies. As the country nears its 250th birthday, Cramer highlights the ingenuity, resilience, and creativity driving U.S. economic growth by getting "boots on the ground" with leaders from Nvidia, Amazon, Intel, Corning, and Apple. The episode blends Cramer's trademark enthusiastic style with insightful commentary on the state and future of American industry.

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Key Discussion Points & Insights

1. Nvidia: The Future of AI and American Industry

- Guest: Jensen Huang (CEO, Nvidia)

• Nvidia’s Role in Extending Lifespans
  • Cramer asks if kids born in the next five years might routinely live to 100, thanks to Nvidia.
    • Huang: “Absolutely. There’s no question that science is going to help us live longer.” (02:56)
• AI Partnerships and Drug Discovery
  • Nvidia is collaborating with Eli Lilly to advance digital biology and drug discovery using large language models that interpret biological data, not just language.
  • With Anthropic and OpenAI, Nvidia provides essential compute power, enabling these AI companies to run their models confidentially across multiple cloud providers.
    • "Nvidia’s architecture is the only architecture in the world that supports confidential computing." – Huang (04:49)
• Confidential Computing as a Game Changer
  • Enables OpenAI and Anthropic to run AI models anywhere without exposing sensitive IP—even to operators of these cloud machines.
• Imagination & Workforce Impacts
  • Layoffs? Huang frames the issue: “For companies with imagination, you will do more with less. For companies that are... out of ideas... when they have more capability, they don’t do more.” (06:13)
• Creativity vs. Automation
  • On the risk AI poses to creative professions, Huang defends artists:
    • “AI is a probabilistic technology... great artists bring out something that is the intangibles... We probably won’t create something that is unexpectedly incredible. That’s what the artists and actors bring out.” (07:16, 07:40)
  • AI can make artists more productive—e.g., improving takes or extrapolating creative ideas—but won't replace their originality.
• Environmental Concerns & Data Centers
  • Power demands of AI are immense, but Huang claims Nvidia is "the most energy efficient architecture in the world." (09:31–10:26)
• Huang’s Commitment & Legacy
  • “I’m hoping to die on the job and I’m not hoping to die any soon.” (10:31)
  • On becoming a $20 trillion company: “That’s my dream come true.” (10:46)
  • Humble beginnings: “I was just trying to make it through the shift” (at Denny’s). (10:53)

Notable Quote

"We can create something that's realistic, but we probably won’t create something that is unexpectedly incredible. And that’s what the artists and actors... bring out."
— Jensen Huang (07:40)

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2. Amazon: Logistics, AI, and Economic Inclusion

- Guest: Andy Jassy (CEO, Amazon)

• Cloud Transformation for All Businesses
  • Amazon now offers its logistics and supply chain services to external companies, large and small, including 3M, Procter & Gamble, Lands’ End, and American Eagle.
  • Jassy notes the major benefit is removing barriers for smaller businesses to directly access customers at lower cost. (14:32–15:53)
• On Change and Perseverance
  • Jassy references The Beths’ album—"Straight Line was a Lie"—to illustrate that company progress is full of messy, non-linear inflection points, requiring persistence and multiple attempts, especially with transformative technologies like AI. (16:13)
• AI’s Impact and Investment
  • Amazon’s $200 billion investment is justified by AI representing “the biggest technology transformation in our lifetimes,” with customer impact that dwarfs previous IT shifts like AWS’s launch. (17:50)
  • "Our run rate's over $15 billion, 260 times what it was in the first three years of AWS." (17:50)
• Serving Rural America
  • Amazon is uniquely committed to rural delivery, investing $4 billion in last-mile networks for rural customers, drastically reducing delivery times and narrowing the digital divide. (18:58–21:07)
  • Expansion of connectivity through Amazon LEO (low earth orbit satellite) to provide broadband to underserved communities.

Notable Quote

“While other companies have been backing away from rural customers, we’ve been running to them.”
— Jim Cramer referencing Jassy’s shareholder letter (18:58)

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3. Intel: Culture Shift & America's Semiconductor Renaissance

- Guest: Lip Bhutan (CEO, Intel)

• Radical Restructuring & Culture
  • Bhutan cut management layers from 12 to 5, empowering teams, boosting accountability, and focusing on customer delight and best-in-class products. (24:05–25:11)
• Listening to Employees
  • Uncharacteristically for CEOs, Bhutan canvassed the workforce for ideas, addressing mistakes of siloed communication and slow decision-making.
• Engineering-Driven Approach
  • All engineering now reports directly to Bhutan, streamlining product development and innovation.
• Foundry and Yield Excellence
  • Intel is rebuilding trust with customers by focusing on IP, yield, and reliability, crucial for becoming a leading foundry in mobile and data center markets.
• Partnerships and Revival
  • Partnership with Google seen as a win-win, championing a humble, service-minded business approach. (26:05)
• Sports as Leadership Model
  • Bhutan draws parallels between building a high-performing basketball team and assembling a world-class executive team. (28:53)

Notable Quote

“I recruit all the key talent... we can work on the next five years, ten years, how to become a different company. And I call it the new Intel. A new culture is almost like work[ing] at the speed of light.”
— Lip Bhutan (29:47)

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4. Corning & Apple: Making American Manufacturing Competitive

- Guests: Wendell Weeks (CEO, Corning) & Tim Cook (CEO, Apple)

• Reviving U.S. Manufacturing
  • Corning's Harrodsburg, KY plant exclusively supplies all iPhone cover glass globally, a move bolstered by Apple’s $2.5 billion investment. (31:56)
  • Both CEOs highlight the ingenuity and innovation that American manufacturing brings—"Ceramic Shield" is 50% stronger than its predecessor, enabling thinner, lighter, more durable phones. (34:03)
• Ripple Effects and Job Creation
  • Corning tripling production, increasing workforce by 50%, and implementing three new generations of manufacturing for future materials. (34:39)
• Supply Chain Resilience
  • Apple is increasingly building "system on a chip" components in the U.S., looking for end-to-end supply chain integration, including glass and semiconductors.
• Exclusivity and Partnership
  • Corning maintains strict innovation silos: “Everything we do for Apple is 100% only for Apple. This type of high integration makes it almost impossible to replicate.” – Weeks (37:14)
• Direct Impact on Communities
  • Apple’s investments revitalize small towns like Harrodsburg and may attract additional manufacturers, amplifying job and economic growth. (42:39–44:25)

Notable Quotes

“If we come, there will be more companies coming. It's a domino effect kind of thing.”
— Tim Cook (44:25)

“This becomes integrated right from the sand to the design. And this type of high integration makes it almost impossible to replicate.”
— Wendell Weeks (37:14)

• Public vs. Private Role in U.S. Industry

  • Cook: Government plays a crucial role but enterprise investment and innovation drive the biggest impact. (44:38)

• Education and Workforce Development

  • Apple is helping expand workforce training capacity, especially for small and medium companies, through curriculum and partnerships. (45:17)

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Memorable Moments & Quotes (Chronological with Timestamps)

• On Longevity via AI
  “People who are born in the next five years, could they live to 100 because of Nvidia?”
  — Jim Cramer (02:56)
• On Confidential AI Computing
  “Nvidia’s architecture is the only architecture in the world that supports confidential computing.”
  — Jensen Huang (04:49)
• On Imagination and Job Losses
  “Because you’re out of imagination. For companies with imagination, you will do more with less.”
  — Jensen Huang (06:13)
• On Creativity and Technology
  “AI can make things look more realistic. But a great actor, a great artist brings out something that is the intangibles…”
  — Jensen Huang (07:16)
• Nvidia’s Commitment “I’m hoping to die on the job and I’m not hoping to die any soon.”
  — Jensen Huang (10:31)
• On Betting Big with AI
  “AI is the biggest technology transformation in our lifetimes. It’s going to reinvent every single customer experience we know and altogether new ones.”
  — Andy Jassy (17:50)
• Serving Rural America
  “While other companies have been backing away from rural customers, we’ve been running to them.”
  — Jim Cramer, reflecting Andy Jassy (18:58)
• Intel’s New Culture
  “I bring [the management team] down to five layers… so that we can hold people accountable and drive result, focus on the best product development and also delight the customer.”
  — Lip Bhutan (24:45)
• Corning & Apple’s Partnership “We’re going to triple production, we’re going to increase our workforce by 50%,... [and] put in three new generations of manufacturing processes that… will enable this to create products that are 100 times, 200 times even more durable as we go.”
  — Wendell Weeks (34:39)
• Community Impact “This is it. It really makes my heart sing to see a town that is doing so well, that’s thriving off of Corning... it feels fantastic.”
  — Tim Cook, from downtown Harrodsburg (42:43)

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Timestamps for Important Segments

• Nvidia & Jensen Huang Interview: 00:55–12:00
• Amazon & Andy Jassy Interview: 13:58–21:18
• Intel & Lip Bhutan Interview: 23:04–30:43
• Corning & Apple Factory Interview: 31:56–41:47
• Apple’s Tim Cook – Impact on Harrodsburg & Community: 42:06–47:07

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Conclusion

This special edition of Mad Money underscores the breadth of American innovation and its positive ripple effects across industry and community. Cramer’s on-site interviews offer a vivid, optimistic picture of how technology, strategic investment, and bold leadership are modernizing the American economy and defending its global edge. Whether it's Nvidia’s AI breakthroughs, Amazon’s logistics empire, Intel’s cultural reset, or Corning and Apple’s manufacturing comeback, the future of U.S. industry is being reimagined—one visionary CEO at a time.

Transcript

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[Jim Cramer]

My mission is simple, to make you money. I'm here to level the playing field for all investors. There's always a bull market somewhere and I promise to help you find it. Mad Money starts now. Hey, I'm Kramer. Welcome to a special Invest in America edition of Mad Money. I'll be able to make friends. I'm just trying to be a little bit money. My job is not just entertain, but to educate, to teach. So call me at 173cbc. Tweet me at Jim Cramer tonight. Well, tonight we're doing something a little different. We get to visit so many amazing places on Mad Money. Venturing across the country paint a picture of how we're investing in America today. Meeting the people, companies, innovators who are building the country's Future. Around America's 250th birthday, we want to take a look back at some of those incredible stories. Highlight the best parts of this country's innovations, Innovation, ingenuity and timeless reinvention. That's why this evening we're getting out of the studio and we are hitting the road. I'm taking you with me as we look back at some of our favorite stops across America where we were boots on the ground. Meeting tech leaders, visionaries and CEOs in their own backyards. Seeing firsthand what makes their businesses tick and where better to start then Silicon Valley. Our first stop is with a man who needs no introduction, particularly if you're a regular viewer of this show. Jensen Huang, CEO of Nvidia. We always love getting up to you. Attending videos annual GTC event in San Jose where Jensen brings together the biggest, smartest minds in artificial intelligence, robotics, computing and technology for a Bay Area meeting of the minds. We sat down with Jensen after His keynote to discuss the latest in Nvidia's innovation. Take a look. Just Jim, people who are born the next five years, could they live to 100 because of Nvidia?

[Jensen Huang]

Absolutely. There's no question that science is going to help us live longer.

[Jim Cramer]

And it's.

[Jensen Huang]

I really, I really can't wait. I really can't wait.

[Jim Cramer]

Now who will determine what they do with you to make us get to 100? Will it be Anthropic? Will be Eli Lilly. Who's going to work on that?

[Narrator/Announcer]

Both.

[Jim Cramer]

Really?

[Jensen Huang]

Yeah, both. The work that we do with Ilili. Ilili is, well, I call him Lilly. What we've done is we've set up a co innovation lab, a research lab where their scientists and our scientists get together and they're working on digital biology, how to advance the discovery of new drugs and the large language models, the AI models used for digital biology understands biology, not just language. And so that work is very, very different. The work that we do with Anthropic, you know, we're just so happy that last year that they decided to adopt Nvidia's architecture as well. So this is a, it gives us an opportunity to really boost their output and boost their compute. Their demand is so high, they need compute capacity like crazy. As you know, in the, in the old world of computing the computer was used to store files and interact with, you know, drag down menus and things like that. But today the computers are a factory of tokens and these computers generate revenues, it generates, generates growth for companies like Anthropic and OpenAI. And so I'm really delighted that we're able to serve Anthropic as well and really increase their output.

[Jim Cramer]

We're kind of trapped here. We think what is Google going to do? Well, they're going to open, they got a TP web, we got Trainium and Amazon. But no one's talking about the possibility that that OpenAI and Anthropic could be your largest customers to your.

[Jensen Huang]

Yeah, no doubt. You know, first of all, we have a great partnership with Google. We bring lots of customers to Google and they're working on Vera Rubin right now as we speak and they're, they're going to be one of the first to get to market with Vera Rubin. We have great energy, engineering and technical and marketing relationships with them. We bring lots of customers to them. The thing that, that people don't realize, Nvidia's architecture is the only architecture in the world that supports confidential computing. Which means companies like OpenAI and Anthropic could take their, really their valuable models, completely protect it inside our computer so that even the people who operate the computer can't see their models. Even the people that operate the computer can't see that models that says they could run their models anywhere. They could run it across all the clouds. So OpenAI is in Azure today. They could be. They were in Core Weave, they're in oci, they're going to go to Amazon. On top of Nvidia's architecture, Anthropic could run across aws, but now Anthropic is going to run in Microsoft and other places. And so our architecture with Confidential computing is really a game changer for us.

[Jim Cramer]

Why are companies laying off people saying that? You know what? Nvidia is giving us the opportunity to do more with less. Why not do more with more?

[Jensen Huang]

Because you're out of imagination. For companies with imagination, you will do more with less. For companies that are, you know, when the leadership just out of ideas, they have nothing else to do. They have no reason to imagine greater than they are. Then when they have more capability, you know, they don't do more.

[Jim Cramer]

Now to go, let's follow up on imagination because that's really at the heart of the.

[Jensen Huang]

I have so many things to do.

[Jim Cramer]

Don't I have to learn how to talk to the agent to be able to get them? I think that people are going to have to be taught how to talk to the agent.

[Jensen Huang]

One of the things that's really great is that these agents speak English or any language you like them to. You know, if it goes off, if it only spoke English at the time, you could just ask it. I would like you to learn Japanese. And it has to go off and learn Japanese.

[Jim Cramer]

Amazon has the creative rights to James Bond. Why would they have to hire someone, pay them a fortune when James Bond could look much more realistic using your technology?

[Jensen Huang]

Well, I'm going to have to advocate for the actors. And the reason for that is because, you know, AI is a probabilistic technology. We can make things look more realistic. But, you know, a great actor, a great artist brings out something that is the intangibles and we never know what it is.

[Jim Cramer]

Okay, how about Olaf? Let's go there. Disney doesn't have to have real actors. They can have you.

[Jensen Huang]

Yeah, but, you know, Olaf is Olaf and, you know, so I'm going to take a side of the artist. I'm a deep love of artists and I love the work that they do. You know that in a lot of ways, Jim, you're an Artist. I'm an artist. We bring out something that is outside of the average distribution, some intangible that the world didn't predict. Great companies do that, great people do that. You do that, you know, you're out of the distribution. The thing about AI is that we could recreate the distribution. We can recreate something. We can create something that's realistic, but we probably won't create something that is unexpectedly incredible. And that's what, you know, the artists and actors, you know, they bring out

[Jim Cramer]

that we want you, man.

[Jensen Huang]

And I want them to keep doing that.

[Jim Cramer]

Michelangelo.

[Jensen Huang]

We can make their work more productive. Like for example, maybe they didn't have a perfect take and they didn't want to go back to the studio and do that perfect take. They could take, you know, all of the takes that they've already taken and then extrapolate, you know, that extra take and maybe that extra take, you know, it's going to be exactly perfect, exactly the way the directors want to do.

[Jim Cramer]

Let's get a little pedestrian. But it does matter. Your stuff burns hot. We worry about the environment. When the first time we had a serious talk about fire and you were able to find fire and ended it before a forest burned down, it must hurt you to see how hot your machines burn. I've got. I know someone who's buying 2,000 Caterpillar engines, attaching them to the Marcellus Shale pipeline. Nat Gas and Running in the middle of West Virginia, a giant data center. I didn't think you set out to have that happen.

[Jensen Huang]

We need energy to produce anything. Our country needs energy. We convert what Nvidia's AI factories do, they convert energy into valuable intelligence tokens. It's just this magical piece of instrument. It's giant like this and of course, right much, much bigger than these. And when all connected together and you apply energy to it and monetizable tokens, valuable tokens come out. Well, it takes energy to do so. It takes a lot of energy to produce enormous amounts of it. Nvidia is a very large company. We're going to be building lots and lots of these factories around the world and all of the United States. And it's going to produce incredible economic value, but it's going to take energy. We are the most energy efficient architecture in the world. It is the reason why they called me, you know, the Token King. Nvidia is the Inference King.

[Jim Cramer]

Well, I want to know how long the Inference King and the Token King is going to continue to work.

[Jensen Huang]

You know, people ask me how long I'm in. I'm hoping to die on a job and I'm not hoping to die any soon.

[Jim Cramer]

Can you make it so that you live to 100 and die on the job? Because then we'll be dealing with a company that could be $20 trillion.

[Jensen Huang]

That's my dream come true. That's my dream come true.

[Jim Cramer]

Did you ever think about it when you were waiting tables at Denny's that you might be able to create a 10 to 20 trillion dollar company?

[Jensen Huang]

I was just trying to make it through the shift. You know, when you're on the job, you got to stay stay focused on the job. That's why I don't wear a watch. I'm 100% there.

[Jim Cramer]

What was the biggest tip you ever got?

[Jensen Huang]

A couple bucks.

[Jim Cramer]

Couple bucks?

[Jensen Huang]

A couple two, three dollars.

[Jim Cramer]

I want again to emphasize how many lives you've changed. You got together with the millionaires for our investing club. I've only seen institutions make incremental amounts of money for people. I've never seen a person and a company make people not of means into incredible means. I've never seen it. It is joyous. It is ethereal, what you do. Ethereal.

[Jensen Huang]

Thank you.

[Jim Cramer]

Never seen it before. Thank you.

[Jensen Huang]

And I would just want to say it's a privilege to do so. And I'm just getting started.

[Jim Cramer]

Jensen Wong co founder and CEO, Nvidia and I have to tell you, the idea that we'll look back and say 183, that number will mean nothing, nothing at all. Because we're going so much higher. Thank you, Sam.

[Jensen Huang]

Hold us back forever.

[Jim Cramer]

Absolutely. Back in a moment.

[Narrator/Announcer]

Don't miss a second of Mad Money. Follow imkramer on X. Have a question? Tweet Kramer Madmentions. Send Jim an email to madmoneynbc.com or give us a call at 1-800-743-CNBC. Miss something? Head to madmoney.cnbc.com

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[Jim Cramer]

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[Jim Cramer]

Welcome back to a special Invest in America edition of Mad Money. For our next stop, we're staying out west, this time to Seattle and Amazon's headquarters. Amazon is the everything company from its online marketplace to fulfillment, the cloud, chip sports, you name it, Amazon is there. This company has been at the forefront of American innovation since its founding and is still creating new pathways for small American businesses to grow. Today I got to sit down with Amazon CEO Andy Jassy at the company Seattle headquarters to get the latest on the company's trajectory. Take a look.

[Andy Jassy]

Today, most companies don't think it's a good idea to run their own infrastructure technology themselves when they can put it in the cloud. And I think over time you might find that most companies don't feel like it's a good idea to have to run their own logistics when they can use our supply chain services. And so if you think about what we had to do as a retail business, we had to get really good at being able to move products from manufacturers to upstream storage warehouses to the actual fulfillment centers where you actually do the fulfillment to allowing people to sell in multiple marketplaces but have one inventory pool to the last mile delivery. We had to get good at all those to scale our retail business. We just said it makes so much sense to expose these services to companies of all sizes. And you know, today we announced that 3M and Procter and Gamble and Lands End and American Eagle were all using the services. But it may end up being the case that so many companies small mid sized get the most benefit because to not have to build out their own logistics network is a big deal.

[Jim Cramer]

Well, when I hear terrific about Procter and I know you want to send west east for American Eagle, but I always think about the small businessmen or the middle who normally go to a distributor. Maybe they can go direct and the distributor won't take the 30%. It is just a fantastic opportunity for someone who is just starting a business.

[Andy Jassy]

Yeah. You know, today to try and try and compile a supply chain for any size business, but particularly a small business that doesn't want to have to build out all those capabilities themselves. It's time consuming and expensive. And so if we can provide those components at a very cost competitive rate like we do and at a very high quality, it's very compelling.

[Jim Cramer]

All right, now I want to go to your letter which was, look, I've told you at times where I thought you were like too soul searching. This was the opposite. This was pure offense. And I know you're a sports fan and I'm a sports fan. I want to win with defense, but offense is exciting. Progression at Amazon is not exactly a straight lie. What does that mean?

[Andy Jassy]

Well, I think I love this Beths, the band the Beths. And they have a very clever lyrics and album titles. And this last album, Straight Line, was a lie, really spoke to me because most big inflections don't follow this one linear line. It would be so much easier if they followed this straight linear line, but they don't. And it means that you have to acknowledge that. It means that you're going to go through, there's going to be disruption, you're going to try ideas that don't work. If there's something important enough, you're going to have to think about, do I only want to take one shot at finding the answer or am I going to take multiple parallel shots? Because it's so important. I have to make sure I find a winning solution here. And I think that when you believe that there is a particular inflection that is disproportionately important, like AI is as an example, you want to bet big, even if it means that, you know, you may over rotate a little bit. These inflections are so big and so impactful on the future of what customer experiences are and your company that you want to make sure that you've. You've gone all in on.

[Jim Cramer]

Well, this is important because by the way, you use the term reinvent four times, reimagine three times. And I was thinking, well, isn't that what you're doing right now when you spend $200 billion and you actually believe it's going to pay off?

[Andy Jassy]

Yeah. Well, I mean, to me, the really big capital expenditure bet that we're making is because we believe that AI is the biggest technology transformation in our lifetimes. It's going to reinvent every Single customer experience we know, and altogether new ones we never imagined. And you know, if you look at the pace that things are growing, I mean, just I used in the letter the example of the first three. After the first three years of aws, we thought we were growing really fast and we were about $56 million in revenue. And after the first three years of this inflection of AI or this incarnation of AI, our run rate's over $15 billion, 260 times what it was the first three years of AWS. And we thought we were growing fast with AWS. So when you have shifts that are this momentous, you, you want to make sure that you invest in such a way that you can pursue the opportunity as broadly for your customers as possible as well as for. I think, I think not just our customers will benefit, but our shareholders and the company as a whole will be a very different company 5 to 10 years from now because we're betting big like this than it would otherwise be if we were conservative.

[Jim Cramer]

Andy, I want people to understand the ethos of Amazon. Maybe the best way to do it is to say something that you said in your letter. While other companies have been backing away from rural customers, we've been running to them. I think this is very much of what's going on in terms of lowering price, in terms of getting it so everybody can have stuff as fast as possible. And I just want you to speak to it because it's not what every. No one's doing what you're doing.

[Lip Bhutan]

How about that?

[Andy Jassy]

Well, it's more expensive to try to service rural customers because it's. Your investments aren't able to be amortized across as dense a population. And so it's harder sometimes to serve rural customers. But the reality is, you know, there is a digital divide in this country and in the world right now. And if you look at, to me like if you live in a rural area, the fact that you can't get items via E commerce in less than three days, you know, I think it's on unfair and I think it's a bad customer experience. And so, you know, we've decided we invested $4 billion to build out a last mile delivery network for rural customers. If you look at the amount of items that we're getting to them now, same day, it's more than double already this year, year to date versus last year. And we're still in the process of building out all the delivery stations and so we're going to be able to get items to customers in rural areas. So much faster inside a day or two, which is a very different customer experience than what you could do before. I think the same is true around just the connectivity they have where there is a real digital divide. The things that you and I are used to doing every day that we take for granted, doing business online or education online or shopping or entertainment, those things you can't do in a lot of rural communities, they're without broadband connectivity. There's billions of people around the world who don't have broadband connectivity. And so if we're able to make that, if we're able to give them that connectivity with satellites with, you know, we're building this low earth orbit satellite called Amazon Leo that completely changes what's possible for people in rural areas.

[Narrator/Announcer]

Coming up, how has CEO Lipp Bhutan turned things around at Intel? Kramer's going straight to the source to find out next.

[Andy Jassy]

Booyah.

[Wendell Weeks]

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[Jim Cramer]

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[Jim Cramer]

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[Narrator/Announcer]

brought to you by Schwab Market Update, an original podcast from Charles Schwab. Join host Keith Lansford for this information packed daily market Preview delivered in 10 minutes or less, including projected stock updates, monetary policy decisions and key results and statistics that may impact your trading. Download the latest episode and [e-mail] Market Update podcast or find Schwab Market Update wherever you get your podcasts.

[Jim Cramer]

Welcome back to this special edition of Mad Money celebrating American innovation. Our next interview takes place here at the New York Stock Exchange, the heart of American financial innovation. We're staying local but that's because when the CEO leading one of the biggest turnarounds in history is in town, you don't miss the opportunity. Right here on the balcony exchange. I got to sit down with the new CEO of Intel, Lip Bhutan. In his first ever interview with cnbc. Lip, whose vision for the future of intel is original and ambitious and the stakes are high. He's been tasked with turning around the story company that lost its way a few years ago. I wanted to learn more, more about how he's going to do it, what's inspiring, his outlook, what he sees as the trajectory for this iconic American chip company. Take a look. Lift food first. It is an honor to have you here and you have done something that most people thought was impossible. You have turned around, saved a national treasure that is Intel. How'd you do it?

[Lip Bhutan]

First of all, thank you so much for inviting me to be here and in a very humble way. And I take steps in terms of improving and the main reason I joined this company to be the CEO is an iconic company. It's so important. Like you describe, a national. National treasure is so important for United States. And I decided, even though I don't need this job, I decided to come in to save the company and also good for United States.

[Jim Cramer]

One of the first things you did is very atypical of a CEO. You decided to canvass the workforce. Very few people want to know what rank and file do, but it's worked for you.

[Lip Bhutan]

Yeah. So I think the main reason I changed that is basically focus on the culture of holding people accountable and also drive result. The best product, the best delight customer is very important. And so with that I think I used to have 12 layer of the management team. I bring it down to five layer. And then the other part is not just is the middle management, you know, it kind of slow decision making. I want to have that removed so that we can be hold people accountable and drive result, focus on the best product development and also delight the customer. And that's a cultural change right now. In the past we make a lot of mistake and now we correct that mistake and we simplify the roadmap. By the way, from day one I came on board as a CEO, I have all the engineering report to me. So in a way I understanding here the customer, where are the mistakes of the previous CEO? No, and so in a way, you know, they have too many silo, too many people leader with reporting and even though come to the CEO, but they are not paying attention to it. So I decided the best thing is to really understanding where the problem is so that I can focus on the engineering, how to redesign, simplify the product and then get the real killer product come up.

[Jim Cramer]

Is that why Google has chosen you as a critical partner?

[Lip Bhutan]

Yes. And then Google is a very important is a winner. I always have the belief work with the winner and then so it's really supporting the winner to be even more successful and be partnered with them. That's my trademark. I always want to delight the customer. I pick customer partners so that we can work and helping us and helping them to be successful is a win win situation on that. So some humility and listening is very important skill to have as a leader. And then the other part on back to the data center is something that we used to have a leadership in that right. And over the years we lost it and we make some big mistake like multi threading and we lost it. And so I try now to bring that back, bring the talent back and refocus. A product like CORA Rapid will be the multi trading and will come out very strong. So I think we are working on that. And the other part is very beneficial for me is I had the advanced packaging and also the foundry that we can bring that together.

[Jim Cramer]

The old intel, the yield was they almost threw away nothing maybe the first couple of months. But people realize yield is your specialty too. That that's how you get the gross margins up.

[Lip Bhutan]

It's a lot of hard work, it's a lot of teamwork, a lot of talents I brought on board to help. And then the other part is also very important. In order to serve outside customers customer you need to have the right IP to support them. And so like for example if you are in the mobile related products you need to have the low power ip. Without that you cannot serve them. So it's a service business. You need to build the trust with the customer. You have all the right ip, you have all the right yield and defects intensity and cycle time. So that this is a lot of responsibility. If they can do cow on the revenue depend on your wafer, you've got to have that yield. Performance is a big commitment from us to serve them right. So something that I take it very serious. I want to build the trust with the customer. And good news, some of the customer they know me from catering so they know they can trust me. And I work really hard to meet that. This is a journey and I back to my point where to build the yield up the defect up and over time the IP will be ready so that we can serve Some of this customer. So we are delighted. I think the best indication when you see I increase my capex, I put in money to buy equipment. They mean that I have real customer. That's a discipline I have.

[Jim Cramer]

I do want to touch on one thing because I know people hear your success but I know you're humble and one of the reasons I think you're humble is because you a sport you played that might surprise people because you were very good at it.

[Lip Bhutan]

So at high school and college I played basketball team and in fact a period of time I am a captain and I play power forward, power forward, power forward. And so in Asia I consider tall. So I play power forward sometimes I play center and as you know when I took over in the high school school, you know some of the team that I want we are kind of last in the, last in the rank and then when I finish high school and go to college we are number one and then so it's a culture of team, you build the team. You know I'm good at the end, under the net and then but I need the three pointer students so I had to find the partners that I can work together and we work together as a team. You can partner pass the ball without even look at it. So you know your player going to be there to receive the ball.

[Jim Cramer]

So you're Steph Curry.

[Lip Bhutan]

Yeah, he's my big fan and I'm a big fan of him and so how he changed the game and I'm a warrior, big fan and so in some way I play sport. So I recruit all the key talent I think you noticed last few months I recruit some of the real good leader and and now by end of June I will have my team, I can consider my team so that we can work on the next five years, 10 years how to become a different company. And I call it the new Intel. A new culture is almost like work on the speed of light and then work on the team that we can really kind of progress forward. So it's a journey, so it's a beginning and that will take time to.

[Jim Cramer]

I think people now understand how this Stock went from 20 to 100 and more and it's just going to keep going. And I want to thank you Lip Bhutan Intel CEO for your time and best of luck to you sir.

[Lip Bhutan]

Thank you so much.

[Narrator/Announcer]

Coming up, we'll revisit when Cramer took off for Kentucky to see how two great American companies are reviving American industry together.

[Jim Cramer]

Next. Welcome back to this Invest in America edition of Mad Money. One of my Favorite adventures of late was when we got invited to Corning's glass manufacturing plant in Harrodsburg, Kentucky to spend the day with Corning CEO Wendell Weeks and Apple's Tim Cook. Corning is a hundred plus year old American company dating back to the time of Edison that's been partnering with another iconic American company, Apple, to produce the glass for all the iPhones in America. And these companies aren't just innovators, they're job creators. I got a chance to sit down with them both to find out how these companies are bringing manufacturing jobs back to small town America. Check it out, Tim and Wendell. This is just an incredible place and I want to say start with Wendell, our host, to say, what the heck are we doing in Harrodsburg, Kentucky?

[Wendell Weeks]

Well, hey, you gotta love a great manufacturing plant. But the news today really is about Apple. What we're doing here is we're dedicating 100% of this facility to Apple to produce 100% of the CoverGirl glass for all the iPhones made in the world will now be made in Harrodsburg, Kentucky.

[Jim Cramer]

Well, it's kind of amazing because I think people might have thought at one time or another, you can't make this stuff in America. This is the kind of thing that I think we got away from, Tim. Didn't people just say, you know what, let's just outsource this to someplace that costs a lot less and it'll all be the same quality anyway.

[Tim Cook]

You know what, what we do is we look at a lot of things when we decide who to work with. And one of the most important one is innovation. Corning brings so much innovation to the table. The phone that you're holding obviously is so thin and so light, but we want it to be the most durable phone ever. And so the ceramic shield that Wendell really brings to the table here with our help allows that, that it's one of the enablers of that. And so we look at a lot of things when we decide who to

[Jim Cramer]

partner with right now. Partnering with. I mean, you're talking about putting a $2.5 billion commitment. Yeah. What are these the kind of things, Tim, where we have no idea right now in our brains, we can't comprehend what could come from here. But because the ingenuity of this place and your innovation center, we're going to see things that we just can't even dream of right now.

[Tim Cook]

That's absolutely true. I mean, we have our engineering teams work together and they're already working on future generations. But today we're talking about the ceramic shield too. And we couldn't be prouder of the accomplishment from the team.

[Jim Cramer]

Well, we thought gorilla glass was the most powerful, strongest thing in the world. Tell us Wendell, why we want this? Because it's first of all, I mean I can take it slight, that doesn't take a genius. But, but there's something about this that is, I guess you could say almost indestructible.

[Wendell Weeks]

Yes. Well, it's about 50% stronger than the first ceramic shield. And then Apple wanted that so that they could do this creative and stunning design. Because when you're trying to make something that basically is a glass shell and at the same time super light, but people's use case is the same they want, they came to us to ask us for something more durable.

[Jim Cramer]

So how will allow you to expand more people, more space. Are we going to think of this as the capital of glass in the world? Maybe we should have been already.

[Wendell Weeks]

No, this is going to become the world leading manufacturing site for production of highly specialized glass. We're going to triple production, we're going to increase our workforce by 50%. But back to the innovation point Tim makes is we're going to put in three new generations of manufacturing processes that are now on the drawing board between us that will enable this to create products that are 100 times, 200 times even more durable as we go into the future and be cost competitive. That is the joint innovation between us. We'll be able to have a series of products coming from here for decades because of Apple's investment.

[Jim Cramer]

Well, let's talk about the supply chain issue. We often hear, well the president is saying, listen, one day I want the iPhone to be made here, not anywhere else. I think don't you have to start piece by piece? You need to, let's say you need glass end to end and you're doing that here.

[Tim Cook]

Yeah, that's right. The glass is a very key component of the iPhone. You know, it's what you hold, it's what the front has become. It's a sheet of glass. It was our vision from the onset to get it to that. And so it's a key component and of course there are other key components as well. The system on a chip that's in there. We are beginning the process us this year of building system on a chips in Arizona with tsmc. And so there's a lot of things that we're doing in the United States and a lot that we can do, frankly.

[Jim Cramer]

Now my Chapel trust has a position in Apple's long standing. I know I always expect Apple to be doing the best for customers, best for shareholders. Is it right to put 2.5 billion billion here? Is this the best place or is there also another component that you have to do which is you have to say, we also want to help the workforce.

[Tim Cook]

This is the place to put it. And so I feel very confident in that because when you look at innovation, when you look at the cost, when you look at the quality, these are all things that are factor into our decisions. This is a great place.

[Jim Cramer]

Is it not true that there will be people who try to replicate this? But because of the standards of Corning, which we all know for going back decades and decades, they can't do it. They may even have the specs and they can't, they can't imitate.

[Tim Cook]

Why?

[Wendell Weeks]

Well, you have two. And when it comes to Apple products, there's two things that are super hard to replicate. First is our expertise that we bring from 175 years of this being our slice of the periodic table. But then on top of that, we work with Apple. We've been doing almost two decades in joint teams where Apple people are here all the time, they're in our labs all the time. And everything we do for Apple is 100% only for Apple. And so this becomes integrated right from the sand to the design. And this type of high integration makes it almost impossible to replicate.

[Jim Cramer]

You also work with Samsung, they're a valued client. How about if they say, you know what, we want some of that technology, that the Apple 2.5 billion technology, what happens? I mean, I know you couldn't be happy if that occurs.

[Wendell Weeks]

So we say no. And what we say to Sam, Sam Sung is if you want to work with us to innovate and you're going to develop a new to the world material, we'll be happy to work with you on that. But Apple's materials are Apple's materials.

[Jim Cramer]

Now when you say that everything's going to be made here, was it, I think people would say, oh come on, it was always made there anyway. That's not true. You are moving and bringing jobs here that used to be elsewhere because you, you want to make it in America and make it strong.

[Tim Cook]

That's absolutely right. We were building some volume here, but not nearly the volume needed to serve the worldwide community for iPhone and Apple Watch. And so there's an extraordinary amount of increased volume moving here.

[Jim Cramer]

Now, I haven't talked enough about the watch. Look, the watch. Always my biggest worry is it is so out there that I am going to scratch it. I've had every generation that hasn't occurred. Is that him?

[Tim Cook]

Yes, that's him.

[Jim Cramer]

Well, I don't know. I don't know how you do it, but also I have to believe with $2.5 billion, you'll be doing things that we haven't dreamed of. But they're in your head. They're in your engineers heads. Give us a little picture of. Give us some 20, 30.

[Wendell Weeks]

So first rule of dealing with Apple, it's a little, I think, Fight Club. First rule of Fight Club is you don't talk about Fight Club.

[Andy Jassy]

Surprise.

[Wendell Weeks]

You don't talk about Fight Club. So we're not going to talk about the next generation of products we're doing for my friend here.

[Jim Cramer]

Thank you. Well, that, that is absolutely fair. I sometimes feel that when you made your commitment to $600 billion, that it seems like that you could replicate what you're doing with glass in a lot of different verticals. You're doing it with semiconductors. I don't think people even know that you're doing it.

[Tim Cook]

Yeah, I think it will be understood over time. But what we're doing in semiconductors is we've taken a look at the entire supply chain and so starting with the wafer, or actually pre wafer, because Wendell is involved in this as well.

[Jim Cramer]

These are made of sand.

[Wendell Weeks]

This is actually made of polysilic.

[Jim Cramer]

Okay.

[Wendell Weeks]

One of the purest materials in the world of which we actually source the Apple supply chain.

[Tim Cook]

And then, you know, it goes to Global Wafers, a company that's in Texas, and they will serve companies like tsmc which will do the, provide the fab for the, for the product, for the chips. And then Amcor, another company that's located in Arizona will do packaging. And of course, Applied Materials is very key to the semiconductor equipment. And so we're, we're, we're looking at the end to end bringing that to America.

[Jim Cramer]

Now, we know that there is a component of glass that you use for your beautiful mops. When can that be made here? Or is that just something that, that. I mean, they're the best glass makers in the world. I, why, I know they make a lot of plants overseas. Or is it just not convenient or simple to have the glass made here?

[Tim Cook]

Well, today we're focusing on iPhone and Apple Watch, which has substantial volume.

[Jim Cramer]

Okay, I do got to get rid of my picture.

[Wendell Weeks]

And part of it's us. We're moving so much production here that we're starting with, with the highest priority and the most innovative product sets.

[Narrator/Announcer]

Coming up, Kramer's taking a stroll down Main street itself to learn how Apple's partnership with Corning will help there next.

[Jim Cramer]

Before the break, I showed you part of my interview in Harrodsburg, Kentucky, with Apple's Tim Cook and our host for the day, Corning CEO Wendell Weeks. But when you get the chance to spend time with the CEO of one of the greatest American tech companies ever created, you take every minute you can get. After that conversation, I had the chance to get off the factory floor and onto the streets of downtown Harrodsburg, Kentucky, to talk with Tim Cook. Looking back, the interview is even more meaningful. It's one of the last times Tim Cook came on air before announcing he'd be stepping down as Apple CEO.

[Andy Jassy]

Take a look.

[Jim Cramer]

Well, Tim, we're in downtown Harrodsburg. You talked about the ripple effect. Is this it?

[Tim Cook]

This is it. It really makes my heart sing to see a town that is doing so well, that's thriving off of Corning. And our relationship with Corning is at the root of that. And so it feels fantastic.

[Jim Cramer]

Now, there are other towns, of course, that didn't get blessed by two companies that care as much as you and Corning. The atmosphere is very different, isn't it?

[Tim Cook]

Well, we can't, you know, we can't be everywhere. I wish we could, but we are putting 600 billion to work in the next four years. And so it is an extraordinary commitment. And there's 79 factories across the US that will benefit from.

[Jim Cramer]

But don't you think you'd have to put up 10 times that if you're just to be able to say, look, you got to put the money to work. You promised the president you're going to put it to work.

[Tim Cook]

Yes, we are putting it to work,

[Jim Cramer]

but two and a half billion is a drop in the bucket of what you have to do.

[Tim Cook]

Two and a half is just one of those 79. And so one of the 79. And so it's a great start and a very important, important one because the glass is something you interface with all the time right on your phone. And we couldn't be prouder of the relationship that we built up over what is now since the first iPhone in 2007.

[Jim Cramer]

Now, when we speak about the ripple effect, it's not just what it does with towns. I imagine that there will be companies, foreign companies, that will say, okay, I now have to put a factory there because Apple's there and they're building a supply chain, and I can be part of it.

[Tim Cook]

That's right. That's the ripple effect. If we come, there will be more companies coming. It's a domino effect kind of thing.

[Jim Cramer]

It's better than anything the government can do, isn't it?

[Tim Cook]

I think what the enterprise versus government. I think the government has a role in terms of the regulation kind of role and setting the leadership, which the President has clearly done. He's really stated his objective to get more and more manufacturing into the United States. And so I think there's a role for each party.

[Jim Cramer]

I wanted to say that the one thing that seems to be left out, the President wants to be able to have everything built here, but you have to have great education. A town like this is going to have to up its game. But that's not being. You're not responsible for that.

[Tim Cook]

Well, what we can do is bring the manufacturing academy in Detroit to small and medium sized businesses. Corning obviously has enough statue to train their own employees, but we can help that significantly with small and medium business business and we can help with community colleges and these sort of things in getting some of our curriculum out into those schools. And so we do have a role. We don't. We do run a university as well, but we do that for internal to Apple only.

[Jim Cramer]

Tim, you talk to shareholders all your time, part of your job. Do any of them say, you know what, look, 500 billion of them. I wish you would just buy back stock with the 500 billion. Why are you wasting shareholder money?

[Tim Cook]

You know, I think most of our shareholders believe that we're in the best position to make these type of decisions. And so I have to honestly say I haven't gotten a single complaint about the 600 billion.

[Jim Cramer]

But it went from 500 to 600.

[Tim Cook]

Not one. I have not seen one.

[Jim Cramer]

Not one.

[Tim Cook]

Not one.

[Jim Cramer]

That's kind of remarkable.

[Tim Cook]

Yes, it is.

[Jim Cramer]

I would think there are people are who, who could be enraged and say, you know what? I think that's he's just doing it so he can sell in China to appease the President.

[Tim Cook]

I'm sure there's somebody out there like that, but they haven't contacted me.

[Jim Cramer]

I'm astonished. Yes, I really am. I mean, maybe I'm too cynical on Wall Street. I figured that there would be some people who would say, listen, you could give us a better dividend. Instead you're helping Harrisburg.

[Tim Cook]

Yeah. I think most people look at it and say, say it's great that you're investing in America. And so I think they look at it through that lens and depend on us making decisions in their best interest for the shareholders.

[Narrator/Announcer]

Coming up, we wrap up this special edition of Mad Money celebrating investing in America.

[Jim Cramer]

Next. I like to say there's always a bull market somewhere, and I promise to try to find it just for you. Right here on Mad Money. I'm Jim Cramer. See you next.

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All opinions expressed by Jim Cramer on this podcast are solely Kramer's opinions and do not reflect the opinions of CNBC or its parent company or affiliates and may have been previously disseminated by Kramer on television, radio, Internet or another medium. You should not treat any opinion expressed by Kramer as a specific inducement to make a particular investment or follow a particular strategy, but only as an expression of his opinion. Cramer's opinions are based upon information he considers reliable, but neither CNBC nor its affiliates and or subsidiaries warrant its completeness or accuracy, and it should not be relied upon as such. To view the full Mad Money disclaimer, please visit cnbc.com madmoneydisclaimer Ever think a

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