Katherine Boyle

Post the Last Supper, when the DoD came to all these companies and said that there's going to be massive budget cuts post-Soviet Union, you're going to have to merge.

That led to a merging of these companies where there was just no competition.

I think the DoD thought by merging them that you'd save the companies, that they'd become more efficient, the opposite happened.

It just meant that they didn't have to innovate and they didn't have to work hard because there was no competition.

I think the best thing that can happen is we'll probably see those primes lose a stranglehold on programs.

They're good at building some things.

They're good at building very exquisite systems.

We were talking about the B2 and how we only have 19.

The companies, like the startups that we are investing in now, they want to build thousands of something.

That's how they're building their product design is to build attributable systems versus these legacy exquisite systems.

So I think you'll see primes that are focused on the things that they know how to build that take a little bit longer.

I think they'll lose their stranglehold on sort of getting these new programs of records.

I think that would be the best thing that could possibly happen.

And then startups can focus on the things that have to be made fast, and particularly the software-defined, you know, attributable systems that operate in the battlefield that have to be upgraded, that have to be changed based on the technology that's changing the battlefield.

I don't think the primes are capable of doing that.

It used to be when I would go to, so I was a very early investor in Anduril.

And in Silicon Valley, a billion-dollar company is like a big deal, you know?

It's not a big deal.

A billion dollars in Washington is not a big deal, which tells you how screwed up our incentive systems are.

But when I would go to talk to people inside the DoD or talk to, you know, across administrations, you know, from 2017, 2018, 2019,