Jared Isaacman

We had to build factories across the country for, you know, enriching uranium, plutonium production reactors.

I'm just saying, like, people at times think that, like, a billion is not a billion anymore.

$25 billion with some of our one big, beautiful build plus ups, like, we can do an awful lot.

So I do think that it's impossible to undertake our mission, explore the worlds beyond ours without taking some risk.

Now, I do think we have a responsibility to drive risk down to the greatest extent possible.

In order to do that, you need to fully understand it.

What am I dealing with right now?

And that's why we have tests and qualification programs.

Okay, we found something.

We don't like it.

We can't make it go to zero.

How do we mitigate it to the greatest extent?

How do we get comfortable doing

That should be inherent in how we operate as a space agency.

But I will say at some point or another, you do have to go.

My comments reflect a culture that I've grown up in between flying high performance aircraft, going to space twice, which is fantastic.

You debrief your successes and your failures, your shortcomings, your mistakes, you understand it, and then you communicate by it.

By doing that, it instills confidence with every other person in the room and everyone else who depends on those missions to be successful because you understood what you got wrong.

If you don't do that, if you pretend mistakes never happened at all, then you invite them to happen again.

I don't know how we can ever get comfortable with that.