Jared Isaacman

That's the thing.

The best companies in the world, Google, Apple, Meta, they're constantly changing.

They don't make a plan 60 years ago and stick to it.

They're listening to the world around them and information and course correcting.

A couple of years ago, Meta was like $80 a share and everybody thought Zuckerberg had lost his mind with the VR goggles and all that.

He woke up one day and he said, you know what, I may have overdid it and pivoted.

He put more into AI, scaled back some of his funding here on that, and the stock's probably 10x that in the last couple of years as a result.

He got some of it wrong.

Google bought, was it Motorola at one point in time, building phones?

They were like, oh, we got this one wrong, and they sold it at a loss.

Microsoft bought Skype.

vastly overpaid for it, and eventually they shut it down.

The point being is you don't always get it all right, so if you don't reorganize and do a true bottoms-up build of looking at where is all the dollars going, where are all the experts putting their time and energy, and what are we getting in return?

What are the KPIs?

What should we care about at NASA?

How about time to science?

Why wait five years to learn something if we could learn it in a year and at lower cost?

And like you bring in, you know, experts who do that at large organizations that have lost their way.

And it's like, you know what, I want a team of 14 of them, two at every one of the centers and get them out there and do the analysis we would do if a Google lost their way or a Meta lost their way and give me the information so we can course correct a little bit.

So yeah, it wasn't just like, you know, SpaceX, there's people from various, you know, backgrounds that could help, you know, refocus the agency on the true needle movers.