Dino Mavrookas

I thought this was going to be a decade-long thing just to get here. Now, when you look at where we're going to be in a decade, it's awesome because of the trajectory that we're on. And one of my favorite quotes, I think it's Steve Jobs or Bill Gates, one of those two, said, we always overestimate what we can accomplish in a year, and we underestimate what we can accomplish in a decade.

I thought this was going to be a decade-long thing just to get here. Now, when you look at where we're going to be in a decade, it's awesome because of the trajectory that we're on. And one of my favorite quotes, I think it's Steve Jobs or Bill Gates, one of those two, said, we always overestimate what we can accomplish in a year, and we underestimate what we can accomplish in a decade.

A decade's a really long time. In 10 years, you can change the world. Now, I did not think we had, and we'll talk about kind of where we're going, but I didn't think we had this level of opportunity in this amount of time. How fast we move is completely remarkable. What do you attribute that to? A few things. One, we've attracted a world-class team, like truly world-class.

A decade's a really long time. In 10 years, you can change the world. Now, I did not think we had, and we'll talk about kind of where we're going, but I didn't think we had this level of opportunity in this amount of time. How fast we move is completely remarkable. What do you attribute that to? A few things. One, we've attracted a world-class team, like truly world-class.

A decade's a really long time. In 10 years, you can change the world. Now, I did not think we had, and we'll talk about kind of where we're going, but I didn't think we had this level of opportunity in this amount of time. How fast we move is completely remarkable. What do you attribute that to? A few things. One, we've attracted a world-class team, like truly world-class.

I'll get into the founding team, how that came together. But A-plus team from across industries, from top companies, SpaceX, Google, Tesla, Endroll, out of the military. I mean, people that are super passionate about the mission and want to dedicate their talents to building the products that our country needs. Second thing is capital. Investors. Joe Lonsdale was our first investor.

I'll get into the founding team, how that came together. But A-plus team from across industries, from top companies, SpaceX, Google, Tesla, Endroll, out of the military. I mean, people that are super passionate about the mission and want to dedicate their talents to building the products that our country needs. Second thing is capital. Investors. Joe Lonsdale was our first investor.

I'll get into the founding team, how that came together. But A-plus team from across industries, from top companies, SpaceX, Google, Tesla, Endroll, out of the military. I mean, people that are super passionate about the mission and want to dedicate their talents to building the products that our country needs. Second thing is capital. Investors. Joe Lonsdale was our first investor.

We have a list of phenomenal investors, Ray Tonsig from Caffeinated Capital, Catherine Boyle from Andreessen Horowitz, runs their American Dynamism practice. Elad Gil led our last round. These are top investors in Silicon Valley that have given us close to a billion dollars to date. But it's not just about the money.

We have a list of phenomenal investors, Ray Tonsig from Caffeinated Capital, Catherine Boyle from Andreessen Horowitz, runs their American Dynamism practice. Elad Gil led our last round. These are top investors in Silicon Valley that have given us close to a billion dollars to date. But it's not just about the money.

We have a list of phenomenal investors, Ray Tonsig from Caffeinated Capital, Catherine Boyle from Andreessen Horowitz, runs their American Dynamism practice. Elad Gil led our last round. These are top investors in Silicon Valley that have given us close to a billion dollars to date. But it's not just about the money.

My job is to go and make a return, but it's not just that they've given us the money. They want us to go after the really hard problems for the country. And they've trusted us with that money to move quickly, to build products faster than the pace of government contracting so that we can get solutions in the hands of our warfighters as fast as possible. We couldn't do that without private capital.

My job is to go and make a return, but it's not just that they've given us the money. They want us to go after the really hard problems for the country. And they've trusted us with that money to move quickly, to build products faster than the pace of government contracting so that we can get solutions in the hands of our warfighters as fast as possible. We couldn't do that without private capital.

My job is to go and make a return, but it's not just that they've given us the money. They want us to go after the really hard problems for the country. And they've trusted us with that money to move quickly, to build products faster than the pace of government contracting so that we can get solutions in the hands of our warfighters as fast as possible. We couldn't do that without private capital.

The third thing is the customer. In this case, and we'll talk just the defense, it's military, right? I haven't seen the Navy move with this pace in anything, right? You can have a great team and a ton of capital. And if the customer doesn't start changing and adopting things, one or both of those things are going to dry up.

The third thing is the customer. In this case, and we'll talk just the defense, it's military, right? I haven't seen the Navy move with this pace in anything, right? You can have a great team and a ton of capital. And if the customer doesn't start changing and adopting things, one or both of those things are going to dry up.

The third thing is the customer. In this case, and we'll talk just the defense, it's military, right? I haven't seen the Navy move with this pace in anything, right? You can have a great team and a ton of capital. And if the customer doesn't start changing and adopting things, one or both of those things are going to dry up.

So in order to create this like hyper growth environment that we're in, you need those three things to come together. And you need the Navy to lean in on certain places where they've been very, very risk adverse to start changing that culture right, and moving alongside companies like Ceronic and adopting solutions like this. Otherwise, the investors aren't going to keep pouring capital into it.

So in order to create this like hyper growth environment that we're in, you need those three things to come together. And you need the Navy to lean in on certain places where they've been very, very risk adverse to start changing that culture right, and moving alongside companies like Ceronic and adopting solutions like this. Otherwise, the investors aren't going to keep pouring capital into it.

So in order to create this like hyper growth environment that we're in, you need those three things to come together. And you need the Navy to lean in on certain places where they've been very, very risk adverse to start changing that culture right, and moving alongside companies like Ceronic and adopting solutions like this. Otherwise, the investors aren't going to keep pouring capital into it.