Matt Gialich

And that doesn't jive with the culture of a Boeing.

Not saying those people don't work hard, but they work hard for a dollar amount that is calculated as an hourly rate that is charged to a charge number on a contract.

The incentives, again, are just misaligned.

And that's where we get different here.

So for us,

If we can go work with NASA in a way where we can have aligned incentives with them, amazing.

If we go with private institutions or even the government in a way where incentives are aligned, I'm all for it.

If I need to become Boeing 2.0, which let's say all of a sudden we get a billion dollar contract tomorrow to become Boeing 2.0, great.

Get a new CEO.

Not interested.

I have zero passion for it.

That's it, right?

That's the whole point of starting companies, I think.

I mean, again, you could look at every single, you can go to get your MBA from any university and sit there and do a whole bunch of mouth and be like, I found this economic opportunity.

There's plenty of people that do that and they're very good at it and they can make a lot of money and they're super respected and I know a lot of them and I have nothing bad to say about them.

I'm just not that person.

Work on Europa Clipper.

On what?

Work on Europa Clipper.

What is that?