Palmer Luckey

Maybe I'm missing something.

If you want to take a really cynical view of my career, it's that I have primarily accomplished marketing better than anything else.

With Oculus, I know we did a lot of great technical stuff, but I think that the biggest thing we did differently was just figured out how to make VR seem appealing to people.

That was the real win.

And that was enabled by technology, being able to make a thing that was good enough, that was small and lightweight and low cost enough that it seemed reasonable.

But we did so much work making it cool and making it desirable and making it something that people wanted to be involved with, both on the customer side and also the game developer side.

Marketing is not just about your end user.

It's about all the people you need to work with.

When we marketed Anduril, we're doing something very different.

At Oculus, we were marketing primarily to game developers we needed to partner with and then to end users.

And the thing about end users, you have to convince them one by one, individually, by the millions that they need this thing in their lives.

In the defense space, you really are marketing to a very small group of people.

You're marketing to people that you need to recruit.

That's the number one audience.

People that you need to convince that Andral's the place to be.

Your other audience is politicians who pay for your stuff.

And the third is your actual customers.

They're going to be buying your things.

But with the DoD, I don't have to convince the end user.

I'm not convincing the guy who's setting up the system in the field that this should be bought necessarily.