Torsten Reil

I think we wish we had known that the Ukraine war was going to happen that quickly.

We would have focused all of our efforts on specific systems to deal with the problems in hand, which are now the ones that I talked about earlier. It's electronic warfare resistance, GPS independence, being resilient to comms jamming. And we were working on those systems, but not just. We were working on other systems, too.

We would have focused all of our efforts on specific systems to deal with the problems in hand, which are now the ones that I talked about earlier. It's electronic warfare resistance, GPS independence, being resilient to comms jamming. And we were working on those systems, but not just. We were working on other systems, too.

We would have focused all of our efforts on specific systems to deal with the problems in hand, which are now the ones that I talked about earlier. It's electronic warfare resistance, GPS independence, being resilient to comms jamming. And we were working on those systems, but not just. We were working on other systems, too.

And we were building a technology foundation that we're now using, obviously, in the company. And it's good that we have it. But had we known that this conflict was imminent, I think we would have shifted priorities. And I think we could have done more right at the beginning. In the end, I think we were able to contribute, but we needed to spool up all of these systems and a lot of knowledge.

And we were building a technology foundation that we're now using, obviously, in the company. And it's good that we have it. But had we known that this conflict was imminent, I think we would have shifted priorities. And I think we could have done more right at the beginning. In the end, I think we were able to contribute, but we needed to spool up all of these systems and a lot of knowledge.

And we were building a technology foundation that we're now using, obviously, in the company. And it's good that we have it. But had we known that this conflict was imminent, I think we would have shifted priorities. And I think we could have done more right at the beginning. In the end, I think we were able to contribute, but we needed to spool up all of these systems and a lot of knowledge.

Well, one question I've asked myself the other day, which I don't get asked that often, is how does a founder group work together that's equal? How do you make it work? Because as a founder, almost By definition, you all have to be ambitious. Everyone is different. Everyone will always have a bit of an ego as well. How do you make it work that actually it works together?

Well, one question I've asked myself the other day, which I don't get asked that often, is how does a founder group work together that's equal? How do you make it work? Because as a founder, almost By definition, you all have to be ambitious. Everyone is different. Everyone will always have a bit of an ego as well. How do you make it work that actually it works together?

Well, one question I've asked myself the other day, which I don't get asked that often, is how does a founder group work together that's equal? How do you make it work? Because as a founder, almost By definition, you all have to be ambitious. Everyone is different. Everyone will always have a bit of an ego as well. How do you make it work that actually it works together?

And it worked well for us naturally, but it's quite interesting to think about what are the reasons that it works. What are they? The way I boil it down is respect. It's mutual respect. You know, chemistry and everything else is important as well.

And it worked well for us naturally, but it's quite interesting to think about what are the reasons that it works. What are they? The way I boil it down is respect. It's mutual respect. You know, chemistry and everything else is important as well.

And it worked well for us naturally, but it's quite interesting to think about what are the reasons that it works. What are they? The way I boil it down is respect. It's mutual respect. You know, chemistry and everything else is important as well.

But if you truly respect the quality of your co-founders and what they contribute and the job that they do and that they're, you know, 10 out of 10 people, then everyone finds their role. And the roles are shifting sometimes too, right? Like, it's not like, you know, to your point of specialization earlier, it's not like, you know, one person has this role, the other one person has that role.

But if you truly respect the quality of your co-founders and what they contribute and the job that they do and that they're, you know, 10 out of 10 people, then everyone finds their role. And the roles are shifting sometimes too, right? Like, it's not like, you know, to your point of specialization earlier, it's not like, you know, one person has this role, the other one person has that role.

But if you truly respect the quality of your co-founders and what they contribute and the job that they do and that they're, you know, 10 out of 10 people, then everyone finds their role. And the roles are shifting sometimes too, right? Like, it's not like, you know, to your point of specialization earlier, it's not like, you know, one person has this role, the other one person has that role.

We have our different emphases, but we tend to chip in and be involved in all kinds of things, including obviously in the management of the company and the scaling. We all do that together.

We have our different emphases, but we tend to chip in and be involved in all kinds of things, including obviously in the management of the company and the scaling. We all do that together.

We have our different emphases, but we tend to chip in and be involved in all kinds of things, including obviously in the management of the company and the scaling. We all do that together.