Drew Baglino

They see the impact of their actions on the outcomes around them.

And then those outcomes result in their own growth, right?

Yeah.

They moved from one part of the company like Turner did to another or myself.

I mean, my career history.

So I think those are in stark comparison to like a, you know, multi-product industrial conglomerate that's selling the same thing today that they were selling, you know, decades ago or a mining company that's got 150 years of heritage.

Yeah.

that's a hard thing to replicate not in a startup and it's a hard thing to maintain within a startup, but I think it's really important to getting things done.

I think you have to be creative here in the U.S.

We are reindustrializing, and I can't just go to, like, a phone tree of power electronics manufacturing engineers or production associates.

And, I mean, in my background, I was responsible for building, along with my team, the 4680 program manufacturing facility, a 50-gigawatt-hour battery facility in Texas.

And, you know, at that point, there were really not a lot of battery operations in the United States.

So you instead have to look for analogs.

So I was hiring people out of high speed bottling plants and out of, you know, syringe manufacturing facilities where they're making billions of syringes.

And, you know, if you can get that creative hat going, you find that there's immense depth of talent in the U.S.

And people are excited to work in new industries and you build that shared vision of the future.

And I'm very positive about what you can get accomplished here.

Yeah, I think durable industrial policy that you can plan around.

I mean, I'm very pro manufacturing in the United States, building these technologies in the United States.

But, you know, my suppliers and my financiers are not as certain.