Matt Grimm

Good joke. Yeah. So I think there's like a slight misunderstanding that like, oh, the entirety of the Pentagon turns over every four years. It's just fundamentally not true. And same here in MOD Maine on Whitehall. It doesn't turn over with every administration end to end.

So I think that these longer term vision documents written by military officers and civil servants within these organizations like largely do hold for where they want to see the capabilities of the Navy or the Air Force go in the next five years, the next 10 years, the next decade. But to your point,

So I think that these longer term vision documents written by military officers and civil servants within these organizations like largely do hold for where they want to see the capabilities of the Navy or the Air Force go in the next five years, the next 10 years, the next decade. But to your point,

So I think that these longer term vision documents written by military officers and civil servants within these organizations like largely do hold for where they want to see the capabilities of the Navy or the Air Force go in the next five years, the next 10 years, the next decade. But to your point,

Yeah, we consistently, even in the technology sector, we consistently underestimate the pace of innovation and we consistently underestimate the pace at which software especially is going to continue to rapidly kind of develop and accelerate.

Yeah, we consistently, even in the technology sector, we consistently underestimate the pace of innovation and we consistently underestimate the pace at which software especially is going to continue to rapidly kind of develop and accelerate.

Yeah, we consistently, even in the technology sector, we consistently underestimate the pace of innovation and we consistently underestimate the pace at which software especially is going to continue to rapidly kind of develop and accelerate.

So I think that there is a middle ground because if we invent and have an idea for some sort of crazy out of the box left field construct, and then we come to the Pentagon and say, hey, we think you should do X. And if X completely and totally doesn't align even at all with where they want to take the capability, it can be kind of a hard sell.

So I think that there is a middle ground because if we invent and have an idea for some sort of crazy out of the box left field construct, and then we come to the Pentagon and say, hey, we think you should do X. And if X completely and totally doesn't align even at all with where they want to take the capability, it can be kind of a hard sell.

So I think that there is a middle ground because if we invent and have an idea for some sort of crazy out of the box left field construct, and then we come to the Pentagon and say, hey, we think you should do X. And if X completely and totally doesn't align even at all with where they want to take the capability, it can be kind of a hard sell.

So that's one angle is that we can just kind of go pitch something, convince them and go that way. The other angle we can take is we can just do it. And I think that this is part of our strength where we've raised a pretty good amount of venture capital money. We have incredible broad freedom on what we can do with that money.

So that's one angle is that we can just kind of go pitch something, convince them and go that way. The other angle we can take is we can just do it. And I think that this is part of our strength where we've raised a pretty good amount of venture capital money. We have incredible broad freedom on what we can do with that money.

So that's one angle is that we can just kind of go pitch something, convince them and go that way. The other angle we can take is we can just do it. And I think that this is part of our strength where we've raised a pretty good amount of venture capital money. We have incredible broad freedom on what we can do with that money.

So if we have an idea of a new capability, a new type of missile, a new type of drone, a new type of submarine, we can just go do that. And then show them. Yeah.

So if we have an idea of a new capability, a new type of missile, a new type of drone, a new type of submarine, we can just go do that. And then show them. Yeah.

So if we have an idea of a new capability, a new type of missile, a new type of drone, a new type of submarine, we can just go do that. And then show them. Yeah.

and say beyond just like, oh, hey, here's a PowerPoint slide, which is what they've been pitched for the last 40 years of how this new potential thing, if you fund me, if you give me that money on a cost plus basis, surely I can hire enough engineers and I can design this for you. Here's my PowerPoint slide of what it would look like.

and say beyond just like, oh, hey, here's a PowerPoint slide, which is what they've been pitched for the last 40 years of how this new potential thing, if you fund me, if you give me that money on a cost plus basis, surely I can hire enough engineers and I can design this for you. Here's my PowerPoint slide of what it would look like.

and say beyond just like, oh, hey, here's a PowerPoint slide, which is what they've been pitched for the last 40 years of how this new potential thing, if you fund me, if you give me that money on a cost plus basis, surely I can hire enough engineers and I can design this for you. Here's my PowerPoint slide of what it would look like.

We can shortcut all of that and just say like, hey, so we've built a couple and I can come out to my test range. I'll be glad to show you how they work. Here's how they talk to the other systems you have. Here's how they talk to the planes you already have. Here's how they talk to the drones you already have. We think this is pretty compelling. It's what's called a con op in our business.