Dennis Whyte

Because everybody knew fusion was 40 years away.

And now it's four years away.

You have to build great teams is one of them.

It tends to be that the smaller – there's sort of an – I'm not an expert, but I've seen this enough integrated engineering teams.

Is there an equation?

Yeah.

Well, there's almost – I've seen this from enough teams.

Like I've seen also the futility of lone geniuses trying to solve everything by themselves.

Like, no.

Yeah.

But also organizations that have 10,000 people in them is just not, doesn't lend itself at all to innovation.

So like one of our original sponsors and a good friend, Vinod Khosla, I don't know if you've ever talked to Vinod Khosla, he's a venture, he's got fantastic ideas about like the right sizes of teams and things that really innovate, right?

And there is an optimum place in there is that you get enough cross-discipline and ideas, but it doesn't become so overly bureaucratic that you can't execute on it.

So...

So one of the ways, and this was one of the challenges of Fusion, is that everything was leading towards, like, I have to have, like, enormously large, like, teams just to execute because of the scale of the project.

The fact that now, through both technology and, I would argue, financing innovation, we're driving to the point where it's smaller, focused teams about doing those things.

So that's one way to make it faster.

The other way to make it faster is modularize the problem or parse the problem.

So this is the other difficulty in fusion is that you tend to look at this as like, oh, it's really just about making the plasma into this state here that you get this energy gain.

No.