Francis Suarez

Wow, what an idea.

Wow, what an idea.

We're not stuck. I think it's cultural at some level. You have to inculcate a culture where you empower your employees to innovate and to de-conflict. I think when people come to me with a problem, I say, look, first issue is if there's something that's blocking it that doesn't make any sense, why don't we just change it? We're legislators. That's what we do. We legislate so we can fix it.

We're not stuck. I think it's cultural at some level. You have to inculcate a culture where you empower your employees to innovate and to de-conflict. I think when people come to me with a problem, I say, look, first issue is if there's something that's blocking it that doesn't make any sense, why don't we just change it? We're legislators. That's what we do. We legislate so we can fix it.

Maybe it happened. Maybe it made sense 20 years ago. Maybe it made sense 50 years ago. It doesn't make sense today. Let's just change it. I think regulation is the other side of the coin from innovation. So regulation is telling you oftentimes what you can't do or how to do something. Innovation is- To protect loss. It's sort of a first principle thinking. We want to do this, right?

Maybe it happened. Maybe it made sense 20 years ago. Maybe it made sense 50 years ago. It doesn't make sense today. Let's just change it. I think regulation is the other side of the coin from innovation. So regulation is telling you oftentimes what you can't do or how to do something. Innovation is- To protect loss. It's sort of a first principle thinking. We want to do this, right?

We want to make this work. And I think I always, not always, but I regularly fall on the side of innovation. And I think you as a public official, frankly, who's elected by the people, really are the one that has to push the bureaucrats, the bureaucrat class. The bureaucrat class, they get very accustomed to saying no. They're risk averse. They're not incentivized oftentimes.

We want to make this work. And I think I always, not always, but I regularly fall on the side of innovation. And I think you as a public official, frankly, who's elected by the people, really are the one that has to push the bureaucrats, the bureaucrat class. The bureaucrat class, they get very accustomed to saying no. They're risk averse. They're not incentivized oftentimes.

There's no incentive structure that says, hey, if you innovate, you're going to get X or Y or Z. And then I think the third piece of it is artificial intelligence. I really feel that there's a breakthrough that's going to come. And it's not just in transportation. We're talking about EV tolls and underground boring and all that. But I think in...

There's no incentive structure that says, hey, if you innovate, you're going to get X or Y or Z. And then I think the third piece of it is artificial intelligence. I really feel that there's a breakthrough that's going to come. And it's not just in transportation. We're talking about EV tolls and underground boring and all that. But I think in...

zoning codes and all that, it's gonna be computer to computer, right? So the codes are all straightforward, right? We have the same code for 15 years, right? Probably 97 or 8% of all known decisions have already been made under this code, right? So all you have to do is be replicated going forward, right?

zoning codes and all that, it's gonna be computer to computer, right? So the codes are all straightforward, right? We have the same code for 15 years, right? Probably 97 or 8% of all known decisions have already been made under this code, right? So all you have to do is be replicated going forward, right?

Unless the code changes and then you just change the coding and you make the decisions all over again. So it's not that complicated. You should be able to submit something. The computer should be able to spit it out immediately. If it needs changes, it should tell you what the changes are. a computer could look at that, make the changes and spit it back in, right?

Unless the code changes and then you just change the coding and you make the decisions all over again. So it's not that complicated. You should be able to submit something. The computer should be able to spit it out immediately. If it needs changes, it should tell you what the changes are. a computer could look at that, make the changes and spit it back in, right?

And if you were to do that, you know, it takes to get a permit on a home in most places in America or on a building in most places in America, you know, six months, nine months, a year, a year and a half. I mean, it's insane. It should be done instantly. And it could literally be done instantly with a technology that we already have available to us today.

And if you were to do that, you know, it takes to get a permit on a home in most places in America or on a building in most places in America, you know, six months, nine months, a year, a year and a half. I mean, it's insane. It should be done instantly. And it could literally be done instantly with a technology that we already have available to us today.

$100 billion business, by the way, in case anybody wants it. It's a great idea.

$100 billion business, by the way, in case anybody wants it. It's a great idea.

I kind of like the first one better than the second one because the second one, I mean, this sort of one for one, I mean, There's got to be a reason to do one or the other, right? I like the first one better. Actually, what we normally do in government is the opposite. What we do is we do what we call pilots, right? So you'll do something that goes away very quickly, right?

I kind of like the first one better than the second one because the second one, I mean, this sort of one for one, I mean, There's got to be a reason to do one or the other, right? I like the first one better. Actually, what we normally do in government is the opposite. What we do is we do what we call pilots, right? So you'll do something that goes away very quickly, right?