Vivek Ramaswamy

Well, OK, if that's the mission, then, you know, OK, it's not tinkering around and messing around in some foreign conflict where we kind of feel like it sometimes and other ones where we don't. And who decides that? I don't really know. But whoever the people are that decide that we follow those orders. No, our mission is to protect the United States of America, to win wars and to avoid wars.

Boom. Those three things. What does protecting the United States of America mean? Number one, the homeland of the United States of America and the people who reside there. OK, that's a clear mission.

Boom. Those three things. What does protecting the United States of America mean? Number one, the homeland of the United States of America and the people who reside there. OK, that's a clear mission.

Boom. Those three things. What does protecting the United States of America mean? Number one, the homeland of the United States of America and the people who reside there. OK, that's a clear mission.

I mean, the Department of Health and Human Services maybe could be a reasonable mission to say that I want to make America the healthiest country on planet Earth, and we will develop the metrics and meet those metrics. And that's the goal of the Department of HHS, to set policies or at least to implement policies that best achieve that goal.

I mean, the Department of Health and Human Services maybe could be a reasonable mission to say that I want to make America the healthiest country on planet Earth, and we will develop the metrics and meet those metrics. And that's the goal of the Department of HHS, to set policies or at least to implement policies that best achieve that goal.

I mean, the Department of Health and Human Services maybe could be a reasonable mission to say that I want to make America the healthiest country on planet Earth, and we will develop the metrics and meet those metrics. And that's the goal of the Department of HHS, to set policies or at least to implement policies that best achieve that goal.

But you can't – and maybe that's the right statement of the mission. Maybe it's not. But one of the things that happens is when you're governed by the committee class, it dilutes the sense of mission out of any organization, whether it's a company or a government agency or a bureaucracy.

But you can't – and maybe that's the right statement of the mission. Maybe it's not. But one of the things that happens is when you're governed by the committee class, it dilutes the sense of mission out of any organization, whether it's a company or a government agency or a bureaucracy.

But you can't – and maybe that's the right statement of the mission. Maybe it's not. But one of the things that happens is when you're governed by the committee class, it dilutes the sense of mission out of any organization, whether it's a company or a government agency or a bureaucracy.

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And once you've done that, then you lose the ability to track the best and the brightest because in order for somebody to achieve the maximum of their potential, they have to know what it's towards. There has to be a mission in the first place. Then you're not getting the best and brightest. You get more from the committee class, and that becomes – a self-perpetuating downward spiral.

And that is what the blob of the federal bureaucracy really looks like today.

And that is what the blob of the federal bureaucracy really looks like today.

And that is what the blob of the federal bureaucracy really looks like today.

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

It's what it does. I mean, that's just by the nature of a bureaucracy. It creates sand in the gears to slow down whatever the other process was. Is there some room for that somewhere in certain contexts? Sure. It's like a defensive mechanism that's designed to reduce dynamism. But I think when you...

when that becomes cancerous in its scope, it then actually kills the host itself, whether that's a school, whether that's a company, whether that's a government. And so the way I think about it, Lex, is there's sort of a balance of distributed power.