Jeff Thornburg

But we look at all those risks before we fly.

At every organization, there needs to be a person that signs off on the final risk posture for whatever mission you're flying.

And that person, it's okay for them to take risk, but they need to document why they're taking that risk and why it's acceptable.

So when I build flight hardware, we do a final risk review before it flies.

We look at all of the key risks.

And if people feel really strongly that they're worried about something, then I say, I'm taking that risk away from you.

You don't have to stress about that anymore.

I'm going to say it's okay, and I'm going to justify it because of this.

And I had already addressed that in the documentation that said, I thought this was an acceptable risk because of X, Y, and Z. And I know I have to stand by that whether it fails or not.

I think there's incompetence and there's acceptable risk documentation.

I guess that's what I was getting at.

That's a good point.

I make it a point to have acceptable risk documentation.

So if the worst happens, I can at least explain myself on why I thought that was okay.

And then I'm also fine saying I was wrong.

That's the thing.

There's no such thing.

I think companies get into trouble when management takes that authority away from engineering and says, we don't care what you guys think, we're doing this anyway.

That's when you've got a problem.

So when you're talking about...