Mariana Mazzucato

And they also didn't say, we're just going to do it with the aerospace sector, right?

They said, we're going to have to work with so many different private sector people to

They ended up working with something like 400,000 people in the private sector.

They said, we have a lot of problems, but we don't know the solutions.

But we're going to set very clearly a direction for working with the private sector in a problem-oriented way.

So the first thing they did was change procurement.

procurement, you know, government purchasing is often like 30% of a government's budget.

It's a very important part of their budget, whether it's Barbados, a small island state, or the U.S., a very large government.

Procurement is there.

How are we using it?

So they realized they had the wrong type of procurement.

It was just, again, minimizing costs.

It was

cost plus procurement, they changed it to outcomes oriented procurement, and they started to ask themselves, what are the outcomes that we need?

We need to figure out how are the astronauts gonna go to the bathroom, right?

Which by the way, was just a problem again with Artemis, the toilet, always a problem up in space.

What are they gonna eat?

What are they gonna wear?

How will we communicate with them?

And it was the solutions to those problems