Dennis Whyte

It's because, well, you've got seven chefs in the kitchen.

So what is this meant in terms of the speed of the project and the ability to govern it and so forth?

It's just been a challenge, honestly, around this.

And this is – I mean, it's very hard technically what's occurring.

But when you also introduce such levels of – I mean, this isn't just me saying it.

There's like GAO reports from the U.S.

government and so forth.

It's hard to like steer all of this around.

Yeah.

And what that's tended to do is make it – it's not the fastest decision-making process.

You know, my own personal view of it was – it was interesting because you asked – you said about the magnet and commonwealth fusion systems.

It was, I worked most of my career on ITER because when I came into the field in the early 1990s, when I completed my PhD and started to work, this was one of the most, like, you can't imagine being more excited about something.

Like, we're going to change the world with this project.

We're going to do these things.

And we just, like, poured, like, an entire generation, and afterwards as well, too, just poured their imagination and their creativity about making this thing work.

Very good.

But also at some point, though, when it got to being another five years of delay or a decade of delay, you start asking yourself, well, is this what I want to do?

Am I going to wait for this?

So it was a part of me starting to ask questions with my students.

I was like…