Yeah.

100% conviction it will.

So, uh, what does it take to do that? Um, and again, you need to have vehicles coming and going with aircraft-like regularity.

So that's the thesis, and the question was early on, can we deliver on that thesis in a way that we think is, um, first of all cast as an engineering challenge, not a science problem? If you're betting on some science breakthrough, and I'll include material science in that, then to me you're praying for a miracle, right? And, and that's not, to me, that's not the company that I would start and go and try to raise outside capital for.

So right from the very beginning, it was very important to me that we recast this as an engineering challenge and put it in a pathway where we can realistically build a vehicle that can operate with aircraft-like regularity.

And the big glaring shortcoming that the industry has not figured out yet, which is a present ten- tense statement, is bringing a vehicle back from space and turning it around and flying again without having to inspect it, without having to refurbish it.

It, you just know that it's good and you turn around and fly again.

Mm-hmm.

But as you started Stoke, what were some of the things that you were thinking about of how can leadership enable speed? What does

that take? Well, I kind of invert that, you know, it's not great leadership that leads to speed.

It's great people who are actually doing the work and, you know, the ideal scenario is I, I sit around and do nothing all day.

Right.

So my, my goal is to kind of only unleash the potential of the people.

And that really means, you know, first of all, hire great people and, um, set up a system where you can get out of their way so they can just go and crank, um, That's it.

But I would say you have to be very deliberate.

How do you think about that from a hardware perspective?