Jared Isaacman

35 years and $100 billion have been spent trying to get us back to the moon.

And we haven't flown humans around the moon, which we did in Apollo 8, you know, in 1968.

We haven't even done that yet, let alone landing.

So like, we gotta admit that what we're doing right now is imperfect.

Um, and it's hard in a politically divided time and like, you know, you know, Elon's bad and all these things people say, it's like, it kind of in somehow balances out to like what we're doing must be right.

No, like there can be lots of things wrong.

And, and certainly there's a lot of things wrong at NASA, um, and not unique to NASA.

It's like government wide, but, um, we got to reorganize.

You know, there's 50 different safety departments inside NASA.

It doesn't mean safety isn't important, but if you have 50 different offices that all have the ability to say no, that's not a good thing necessarily.

Like safety should build up logically.

So one department has all the necessary information to make the right call.

And honestly, we got to recalibrate that risk framework because like you're not going to explore the worlds beyond ours without taking some risks.

This kind of trying to drive risk to zero is why telescopes that are supposed to cost a billion become $15 billion.

Why, you know, missions that are supposed to take people back to the moon are taking 35 years and a hundred billion.

So, and we need cultures around ownership.

We need accountability.

We need, you know, freaking more doers and less management.

Everybody inside the agency has a deputy or a vice who has a chief of staff, who has a deputy chief of staff.

I mean, departments with six people in it have a chief and a deputy chief.