Any modern company in the AI realm strives to be a marvel of tech prowess and management savvy. Running such a company requires confidence and modesty in equal measure.
This year’s Best of Sensors Executive of the Year was described by the judges as a “visionary in both business and technology” who also is a co-inventor on numerous patents. Kurt Busch, the CEO at Syntiant Corp. for more than eight years, has expanded the startup’s work force to 1,700 employees with the acquisition of the Knowles Consumer MEMS Microphone business and has grown revenue fiftyfold, while positioning it for a future IPO. He took the top honor over four other finalists.
Syntiant is described as a leader in edge-AI deployments, which require knowledge of both sensors and AI in a wide variety of applications that work in edge environments where access to a data center might not always be desirable or even possible. The company boldly claims it can bring deep learning algorithms to any device with its Neural Decision Processors, custom silicon designed for top performance even under size, power and cost constraints. The company makes NDPs and offers hardware-agnostic deep learning models while also offering MEMS microphones and vibration sensors for auto and industrial uses as well as for consumers. Syntiant is based in Irvine, Calif.
Fierce caught up with CEO Kurt Busch in a wide-ranging interview:
What does being named Executive of the Year mean to you? How do you see the honor-- an endorsement of work at your company or perhaps a challenge to other executives?
To me, the award is really a reflection of the people I work with every day. Being named Executive of the Year is humbling, but it's also a tribute to the team at Syntiant and everything we've accomplished together. I don’t see it as a personal victory—it’s an acknowledgment that what we’re doing at the company is resonating with the industry. It also raises the bar.
Broadly speaking for the electronics and sensors industry, what do you see as the biggest coming challenges? Talent? Materials? Tariffs?
It’s all of the above. Talent is certainly a critical piece. We need more engineers and AI specialists. Our acquisition of Knowles’ Consumer MEMS Microphone business certainly helped close any labor gaps. Also, supply chain constraints haven’t gone away, especially in semiconductors where certain key materials and manufacturing steps are still limited to specific geographies. Current tariffs and shifting trade policies have not helped either. Through it all, however, we can continue to remain agile as we scale and invest in the right people.
Are there broad issues around globalization under threat? Does your company face particular worries about the supply chain or talent in the coming years?
Globalization isn’t dead, but it’s definitely evolving. What we’re seeing is a shift toward regionalization, companies wanting more control, more visibility and less risk across their supply chains.. The war for talent is very real, especially in growth areas like edge AI. But we're fortunate to be based in Southern California, where we have access to top-tier talent and a strong academic ecosystem.
What do you think makes a great CEO of a tech company? Is it a balance of management and engineering?
Absolutely, it’s about balance. You need the vision and the technical credibility to inspire your team, but also the operational discipline to execute. A great CEO listens more than they talk. They know when to roll up their sleeves and when to step back. Gratitude and respect are two of our core values and guide everything we do. Our employees are just as talented as they are exceptional human beings. And most importantly, they create a culture where people feel empowered to do their best work.
Why aren’t there more women in CEO roles at tech companies? Does this present a concern—or an opportunity?
It’s both. The lack of representation is a concern because we’re missing out on talent, leadership, and perspectives that could be driving innovation. But it’s also an opportunity, because we can do something about it. That’s why I pledged to make a substantial impact on the recruitment, retention and advancement of women in the semiconductor industry as part of the Global Semiconductor Alliance’s Women's Leadership Initiative. This includes efforts to significantly increase the number of women in leadership roles and the number of STEM-focused female candidates.
Can you share a personal anecdote about what drives you as CEO?
Two of the most memorable moments for me was the milestone of our first million neural decision processors shipped. Then it was the time our technology was first deployed in a customer’s device. One of them was the Amazon Ring Alarm Sensor, which is currently using both our hardware and software. It sounds simple, but for a deep tech company, getting from idea to silicon to a real-world application is an incredible journey. And not always easy or even possible. When a breakthrough idea becomes something tangible that improves people’s lives is what continues to drive our company. Making edge AI a reality.
How do you strike a work/life balance? Is time to recharge a focus for you?
I don’t think there’s a perfect formula, but I’ve learned that protecting time for family and personal interests isn’t optional, it’s necessary. Work-life balance is only possible if you have a great support structure at home to accomplish anything. In addition, I try to be intentional with my time, even if it’s just stepping outside for a walk or working with the Boy Scouts of America. It helps me think more clearly and lead more effectively. Burnout doesn’t just affect individuals, it affects the entire organization. So yes, making space to recharge is part of the job.