Blake Scholl

I try to get the team to self-start actually without a lot of external competitive pressure.

Your passion for mission ends up being super important.

There's still no guarantee of success.

Statistically, we're probably something like 90% likely to fail.

That's what happens with most businesses.

But there's no reason we can't succeed.

And if we get the right people and we give it our all, either we succeed or it's because we fumbled the ball ourselves.

Yeah, I mean, from where we are today, our goal is to be in airline service in under five years, regular in airline service.

But if you mean how long does it physically take to make an airplane, that's one area where we're putting a lot of energy into making it better.

The aerospace supply chain we have in the US,

It's actually one of the few manufacturing bases that still exists in this country.

A lot of consumer goods have left for Asia, textiles, electronics, et cetera.

But aerospace has stayed here in part because there's a defense element to it.

And we have not let the defense pieces go to China.

But what we have done is let them get really

for lack of a better word, stupid.

So, um...

For example, we go source some part out of the traditional aerospace supply chain and they say, okay, great, you can get your part in six months.

What?

Six months?