Before Hollywood learned to animate pixels, Silicon Valley learned to animate light. The first dreamers weren’t directors — they were designers and engineers who turned math into motion, built the machines behind Jurassic Park and Toy Story, and taught computers to imagine. Now, those same roots are fueling a new frontier — AI video and generative storytelling.

By Skeeter Wesinger

October 8, 2025

Silicon Valley is best known for chips, code, and capital. Yet long before the first social network or smartphone, it was quietly building a very different kind of future: one made not of transistors and spreadsheets, but of light, motion, and dreams. Out of a few square miles of industrial parks and lab benches came the hardware and software that would transform Hollywood and the entire art of animation. What began as an engineering problem—how to make a computer draw—became one of the most profound creative revolutions of the modern age.

In the 1970s, the Valley was an ecosystem of chipmakers and electrical engineers. Intel and AMD were designing ever smaller, faster processors, competing to make silicon think. Fairchild, National Semiconductor, and Motorola advanced fabrication and logic design, while Stanford’s computer science labs experimented with computer graphics, attempting to render three-dimensional images on oscilloscopes and CRTs. There was no talk yet of Pixar or visual effects. The language was physics, not film. But the engineers were laying the groundwork for a world in which pictures could be computed rather than photographed.

The company that fused those worlds was Silicon Graphics Inc., founded in 1982 by Jim Clark in Mountain View. SGI built high-performance workstations optimized for three-dimensional graphics, using its own MIPS processors and hardware pipelines that could move millions of polygons per second—unheard of at the time. Its engineers created OpenGL, the standard that still underlies most 3D visualization and gaming. In a sense, SGI gave the world its first visual supercomputers. And almost overnight, filmmakers discovered that these machines could conjure scenes that could never be shot with a camera.

Industrial Light & Magic, George Lucas’s special-effects division, was among the first. Using SGI systems, ILM rendered the shimmering pseudopod of The Abyss in 1989, the liquid-metal T-1000 in Terminator 2 two years later, and the dinosaurs of Jurassic Park in 1993. Each of those breakthroughs marked a moment when audiences realized that digital images could be not just convincing but alive. Down the road in Emeryville, the small research group that would become Pixar was using SGI machines to render Luxo Jr. and eventually Toy Story, the first fully computer-animated feature film. In Redwood City, Pacific Data Images created the iconic HBO “space logo,” a gleaming emblem that introduced millions of viewers to the look of digital cinema. All of it—the logos, the morphing faces, the prehistoric beasts—was running on SGI’s hardware.

The partnership between Silicon Valley and Hollywood wasn’t simply commercial; it was cultural. SGI engineers treated graphics as a scientific frontier, not a special effect. Artists, in turn, learned to think like programmers. Out of that hybrid came a new creative species: the technical director, equal parts physicist and painter, writing code to simulate smoke or hair or sunlight. The language of animation became mathematical, and mathematics became expressive. The Valley had turned rendering into an art form.

When SGI faltered in the late 1990s, its people carried that vision outward. Jensen Huang, Curtis Priem, and Chris Malachowsky—former SGI engineers—founded Nvidia in 1993 to shrink the power of those million-dollar workstations onto a single affordable board. Their invention of the graphics processing unit, or GPU, democratized what SGI had pioneered. Gary Tarolli left to co-found 3dfx, whose Voodoo chips brought 3D rendering to the mass market. Jim Clark, SGI’s founder, went on to co-create Netscape, igniting the web era. Others formed Keyhole, whose Earth-rendering engine became Google Earth. Alias | Wavefront, once owned by SGI, evolved into Autodesk Maya, still the industry standard for 3D animation. What began as a handful of graphics labs had by the millennium become a global ecosystem spanning entertainment, design, and data visualization.

Meanwhile, Nvidia’s GPUs kept growing more powerful, and something extraordinary happened: the math that drew polygons turned out to be the same math that drives artificial intelligence. The parallel architecture built for rendering light and shadow was ideally suited to training neural networks. What once simulated dinosaurs now trains large language models. The evolution from SGI’s Reality Engine to Nvidia’s Tensor Core is part of the same lineage—only the subject has shifted from geometry to cognition.

Adobe and Autodesk played parallel roles, transforming these once-elite tools into instruments for everyday creators. Photoshop and After Effects made compositing and motion graphics accessible to independent artists. Maya brought professional 3D modeling to personal computers. The revolution that began in a few Valley clean rooms became a global vocabulary. The look of modern media—from film and television to advertising and gaming—emerged from that convergence of software and silicon.

Today, the next revolution is already underway, and again it’s powered by Silicon Valley hardware. Platforms like Runway, Pika Labs, Luma AI, and Kaiber are building text-to-video systems that generate entire animated sequences from written prompts. Their models run on Nvidia GPUs, descendants of SGI’s original vision of parallel graphics computing. Diffusion networks and generative adversarial systems use statistical inference instead of keyframes, but conceptually they’re doing the same thing: constructing light and form from numbers. The pipeline that once connected a storyboard to a render farm now loops through a neural net.

This new era blurs the line between animator and algorithm. A single creator can describe a scene and watch it materialize in seconds. The tools that once required teams of engineers are being distilled into conversational interfaces. Just as the SGI workstation liberated filmmakers from physical sets, AI generation is liberating them from even the constraints of modeling and rigging. The medium of animation—once defined by patience and precision—is becoming instantaneous, fluid, and infinitely adaptive.

Silicon Valley didn’t just make Hollywood more efficient; it rewrote its language. It taught cinema to think computationally, to treat imagery as data. From the first frame buffers to today’s diffusion models, the through-line is clear: each leap in hardware has unlocked a new kind of artistic expression. The transistor enabled the pixel. The pixel enabled the frame. The GPU enabled intelligence. And now intelligence itself is becoming the new camera.

What began as a handful of chip engineers trying to visualize equations ended up transforming the world’s most powerful storytelling medium. The Valley’s real export wasn’t microchips or startups—it was imagination, made executable. The glow of every rendered frame, from Toy Story to the latest AI-generated short film, is a reflection of that heritage. In the end, Silicon Valley didn’t just build the machines of computation. It taught them how to dream big!

The Power Law of Mediocrity: Confessions from the Belly of the VC Beast

By Skeeter Wesinger

October 6, 2025

We all read the headlines. They hit our inboxes every week: some fresh-faced kid drops out of Stanford, starts a company in his apartment, lands millions from a “top-tier” VC, and—poof—it’s a billion-dollar exit three years later. We’re force-fed the kombucha, SXSW platitudes, and “Disruptor of the Year” awards.

The public narrative of venture capital is that of a heroic journey: visionary geniuses striking gold, a thrilling testament to the idea that with enough grit, hustle, and a conveniently privileged network, anyone can build a unicorn. It’s the Disney version of capitalism—“anyone can be a chef,” as in Ratatouille—except this kitchen serves valuations, not ratatouille.

And it’s all a delightful, meticulously crafted fabrication by PR mavens, institutional LPs, and valuation alchemists who discovered long ago that perception is liquidity.

The truth is far less cinematic. Venture capital isn’t a visionary’s playground—it’s a casino, and the house always wins. Lawyers, bankers, and VCs take their rake whether the founders strike it rich or flame out in a spectacular implosion. The real magic isn’t in finding winners; it’s in convincing everyone, especially limited partners and the next crop of naive founders, that every single bet is a winner in the making. And in the current AI gold rush, this narrative isn’t just intoxicating—it’s practically a MDMA-induced hallucination set to a soundtrack of buzzwords and TED-ready hyperbole.

Full disclosure: I’ve been on both sides of that table—VC and angel investor, and founder. So consider this less a critique and more a confession, or perhaps karmic cleansing, from someone who has seen the sausage made and lived to regret the recipe.

The Power Law of Mediocrity

The first and most inconvenient truth? Venture capital isn’t about hitting singles and doubles—it’s about swinging for the fences while knowing, with absolute certainty, that you’ll strike out 90 percent of the time.

Academic data puts it plainly: roughly 75 percent of venture-backed startups never return significant cash to their investors. A typical fund might back ten companies—four will fail outright, four will limp to mediocrity, and one or two might generate a real return. Of those, maybe one breaks double-digit multiples.

And yet, the myth persists. Why? Because returns follow a power law, not a bell curve. A single breakout win papers over nine corpses. The median VC fund barely outperforms the S&P 500, but the top decile—those with one or two unicorns—create the illusion of genius. In truth, it’s statistical noise dressed up as foresight.

The Devil in the Cap Table

Not all angels have halos. Some of them carry pitchforks.

I call them “Devil Investors.” They arrive smiling, armed with mentorship talk and a check just large enough to seem life-changing. Then, once the ink dries, they sit you down and explain “how the real world works.” That’s when the charm evaporates. Clauses appear like tripwires—liquidation preferences, ratchets, veto rights. What looked like partnership becomes ownership.

These are the quiet tragedies of the startup world: founders who lose not only their companies but their sense of agency, their belief that vision could trump capital. Venture capital thrives on asymmetry—of information, of power, of options.

So no, I don’t feel bad when VCs get hoodwinked. They’ve built an empire on the backs of the optimistic, the overworked, and the under-represented. When a fund loses money because it failed to do due diligence, that’s not misfortune—that’s karma.

For every VC who shrugs off a loss as “portfolio churn,” there’s a founder who’s lost years, health, and ownership of the very thing they built. The VC walks away with a management fee and another fund to raise. The founder walks away with debt and burnout.

The Great AI Hallucination

If the 2010s were about social apps and scooters, the 2020s are about AI euphoria. Every week, another “AI-powered” startup raises $50 million for a product that doesn’t exist, can’t scale, and often relies entirely on someone else’s model.

It’s déjà vu for anyone who remembers the dot-com bubble—companies worth billions on paper, zero on the balance sheet. But in this era, the illusion has new fuel: the hype multiplier of media and the self-referential feedback loops of venture circles. Valuation becomes validation. Paper gains become gospel.

In private, partners admit the math doesn’t add up. In public, they double down on buzzwords: foundational models, RAG pipelines, synthetic data moats. They don’t have to be right—they just have to be first, loud, and liquid enough to raise Fund IV before Fund III collapses.

The House Always Wins

The cruel beauty of venture capital is that even when the bets go bad, the system pays its insiders. Management fees—usually 2 percent of committed capital—keep the lights on. Carried interest, when a unicorn hits, covers a decade of misses. It’s a model designed to appear risky while transferring the risk onto everyone else.

Founders risk their sanity, employees their weekends, and LPs their patience. The VC? He risks his reputation—which, in this industry, can always be rebranded.

A Confession, Not a Complaint

I say all this not as an outsider looking in but as someone who once believed the myth—that innovation needed gatekeepers, that disruption was noble, that capital was somehow creative. I’ve seen brilliant ideas die not for lack of ingenuity but for lack of political capital in a partner meeting.

Venture capital has produced miracles—no question. But for every transformative success, there are hundreds of broken dreams swept quietly into the footnotes of fund reports.

Pulling Back the Curtain

The next time you read about a wunderkind founder and their dazzling valuation, remember: you’re seeing the show, not the spreadsheet. Behind the curtain lies an industry that’s part casino, part cult, and wholly addicted to the illusion of inevitability.

Because in venture capital, the product isn’t innovation.
It’s a belief—and belief, conveniently, can be marked up every quarter.