Chris Williamson

But I think he's a...

I don't know, micromanager, but he's in the technical details because he has technical expertise and a strong intuition around the physics of things.

He has a deep fluency across not just the physics and the engineering, but also the finance and the economics.

He double majored in economics and physics in college.

And so from the very beginning, he's been like, he has a great line, like to truly control the product, you have to control the company.

And he does not share power well, but there's been many times where he's made decisions

like a risky or a technical decision based on his sort of economic and opportunity cost view of the future of the business.

And so even early in SpaceX, he was driving maniacal urgency because he's like, the future of this business is $10 million in revenue a day.

And every day we fuck around, like every time you burn a day, every time you burn 12 hours, you burn half of our future $10 million a day run rate.

So like, let's go, let's go, let's go.

Yeah.

So that mix of really big picture and deep in the details, understanding the limiting factor, attacking it, which is a mix of that's technical skill, that's economic fluency, that's a sense of project management, actually, and the ability to know how and when to push people.

If really, really smart rocket scientists are telling you that's impossible,

No.

And he's like, do it anyway.

Like it is possible.

I'm telling you it's possible.

Go do it anyway.

And you're seven out of 10 times, even like even five, even one out of 10 times, because every time that you're right about that, you've gained like a jewel that will pay off for the whole rest of your company.

And the nine times that you were wrong, like.