Torsten Reil

That's why we raised quite a bit of money because we need to be able to spend on developments before we actually, because first of all, we have to prove that it works and we can't wait for governments to eventually get it and then fund it. And then in eight years, we have a system. We need a system in eight months, basically, or let's make it a year or two years.

So one, we have 20% in new defence. What else? I think, again, procurement needs to be reformed. Everyone knows that. The reason we don't talk about it that much is because it will take a long time to do it.

So one, we have 20% in new defence. What else? I think, again, procurement needs to be reformed. Everyone knows that. The reason we don't talk about it that much is because it will take a long time to do it.

So one, we have 20% in new defence. What else? I think, again, procurement needs to be reformed. Everyone knows that. The reason we don't talk about it that much is because it will take a long time to do it.

It needs to be obviously faster, probably less constrained, and the incentives need to be aligned more again towards speed, which are not right now, which makes it harder for the individuals there to do what's right for that particular society.

It needs to be obviously faster, probably less constrained, and the incentives need to be aligned more again towards speed, which are not right now, which makes it harder for the individuals there to do what's right for that particular society.

It needs to be obviously faster, probably less constrained, and the incentives need to be aligned more again towards speed, which are not right now, which makes it harder for the individuals there to do what's right for that particular society.

First of all, I think you simplify the processes, but you also make sure that you actually set deadlines that are quite tight in terms of when do you actually produce something. And then you try to work with companies that want to work very hard and fast, and you incentivize other companies that maybe have a different way of working to do the same.

First of all, I think you simplify the processes, but you also make sure that you actually set deadlines that are quite tight in terms of when do you actually produce something. And then you try to work with companies that want to work very hard and fast, and you incentivize other companies that maybe have a different way of working to do the same.

First of all, I think you simplify the processes, but you also make sure that you actually set deadlines that are quite tight in terms of when do you actually produce something. And then you try to work with companies that want to work very hard and fast, and you incentivize other companies that maybe have a different way of working to do the same.

Primes and hardware need to work together with software to be really effective for future conflicts.

Primes and hardware need to work together with software to be really effective for future conflicts.

Primes and hardware need to work together with software to be really effective for future conflicts.

I think it will be similar. There will be primes and then there'll be suppliers.

I think it will be similar. There will be primes and then there'll be suppliers.

I think it will be similar. There will be primes and then there'll be suppliers.

A very small number, extremely small number.

A very small number, extremely small number.

A very small number, extremely small number.

So I think what happened is that the VCs that really get defense, and there are a number, have already kind of made their bets on defense companies. There is now kind of a second or third wave of VCs that go into defense and fund technology teams, which is fine in a way. But my question to those VCs would be like, what is the exit route for those companies? Who's going to buy them? You or Andrew?