00:11:10 · Ty Morse, Peter Beck
[00:11:10] S1: Is there almost like a culture of just fuck it, let's do it? [00:11:13] S0: Yeah, 100%. Yeah. And like scary things, they're scary, but we'll still go after them anyway. Like, there's a good reason there was only two manufacturers of these things, is because they're super scary and super difficult to make. And like I say, I think most people would go, well, we're not going to get into the thin wall titanium pressure vessel manufacturing game. But for us, it's like, yep. Like you said, fuck it, let's go, and let's make it happen. [00:11:40] S1: And when you're kind of running into one of those problems where, hypothetically, if there was a bunch of suppliers that could just fulfill, you know, basically reduce all your cognitive load and difficulty of making the thing, that would be great, but obviously there really isn't? [00:11:52] S0: No, that would be great. Oh, man, I'd wake up in the morning, just that would be a dream. It's like suppliers that deliver on time, to budget, at a reasonable price, that would be amazing. But unfortunately, that is very rare. It's very rare. [00:12:07] S1: What's the worst supplier experience you've ever had?
00:12:07 · Ty Morse, Peter Beck
[00:12:07] S1: What's the worst supplier experience you've ever had? [00:12:10] S0: I mean, it's just we have people just, like, there's a whole team that just sits in suppliers', you know, buildings, just trying to juggle things along. I think it would be unfair for me to call out the worst supplier in the world. And to be fair, a lot of it is the industry. So, you know, the industry is if you look at most sort of suppliers, they're all extremely low volume, extremely bespoke, difficult things. It's not like, you know, they're banging out clothes pecks. Like, these are really difficult kind of things. So, in that environment, it sort of leads itself to having, you know, suppliers that take longer and, you know, don't deliver as good as you would expect. It's easier for Rocket Lab where we have a certain amount of scale to just go and do something, and, you know, if it requires some cryogenic experts, we've got those over here if it requires some electromagnetic experts, we've got that over here, so we're able to pull all those in, whereas if you're a little shop and you don't have all those expertise, then it does, you know, it becomes a lot more difficult. [00:13:18] S1: You can just do the same thing as possible. [00:13:20] S0: Yeah. But that's kind of the... Also, you know, the the magic of the company is is we have now such a diversified group of folks that, you know, there's there's an expert for everything in the company.
00:13:20 · Peter Beck, Ty Morse
[00:13:20] S0: Yeah. But that's kind of the... Also, you know, the the magic of the company is is we have now such a diversified group of folks that, you know, there's there's an expert for everything in the company. [00:13:31] S1: I know that you're very focused on trying to make as many parts of the Rocket yourself as you can. How do you think about, like, at what stage it makes sense to just vertically integrate versus trying to use something off the shelf if there is some supplier even a [00:13:43] S0: few? We would we would buy stuff off the shelf straight away versus doing it ourselves. Like, it's not a religion to be vertically integrated. It's just a necessity to achieve and deliver. [00:13:54] S1: You've been at this for now, like, twenty six years. What's the best example of Rocket Lab hustle?
00:13:54 · Ty Morse, Peter Beck
[00:13:54] S1: You've been at this for now, like, twenty six years. What's the best example of Rocket Lab hustle? [00:14:00] S0: Well, gave you that tank one there a moment ago, but, I mean, it's defined by a set of behaviours. I would say that, you know, the team is just totally relentless, and they're just relentless against execution. So, you know, there's nobody here, nobody survives here, if they just want to come here and work eight to five and cruise and then go home. That's just not the culture. We take on really difficult, meaty, important things that people care about. So, you know, I would just say it's engineering excellence and just, like, sheer dogged determination to execute. And, you know, when a lot of companies where it comes 05:00 and the problem's not solved, a lot of people go home. Not here. Like, you know, you can come to here at this facility, and you can drive past it any time of the night or the morning, and there's lights on. [00:14:55] S1: Is there any really good story that you have of having to basically, like, sleep here and fucking some bottleneck that you had over the past couple of years?
00:14:55 · Ty Morse, Peter Beck
[00:14:55] S1: Is there any really good story that you have of having to basically, like, sleep here and fucking some bottleneck that you had over the past couple of years? [00:15:03] S0: Oh my god, there's so many. I mean, like, in the customer room, there's beds and pillows, so, I mean, like, you know, for anybody to use. So, I mean, that happens all the time. The one thing I can think of, and as many years ago, is that we had developed this rocket engine, and it was a very unique rocket engine. And we had a bunch of really important people coming over from the propulsion industry to look at this engine, and we were doing the last test on a Friday afternoon, and we thought, oh, we'll just do this one last test before we put the engine to bed because these guys would turn up on Monday. So, we did this test and a hydraulic line was fatiguing. We didn't realize and it failed and the hydraulic line failed caused basically the valving sequence to be wrong and the whole engine exploded. And not only did it it was so good, it was such a good it's only a sort of a, you know, 500 pound engine, it's not a big engine, but it exploded so good that it just tore everything out of the test cell as well. Like, there was we just stood, walked back in there after it all's been sorted out, and there was just shit hanging off the walls and it was just total mess. And meanwhile these guys had just taken off from The States and they were on their way, you know, land. [00:16:17] S1: They're gonna land whether or not the engine is [00:16:19] S0: there? There's nothing left, no.
00:16:19 · Peter Beck, Ty Morse
[00:16:19] S0: there? There's nothing left, no. [00:16:20] S1: Right. [00:16:20] S0: There's not even a test cell. So, you know, we're all standing around and, like, there wasn't one person that said, Oh, no. Or not one person said, Well, that's us, screwed it. People just said, Okay, well there's some titanium back in the shop I'll get back there now and we'll start machining and then you know the electrician is like yep okay I've got some Cat five cable we'll start rewiring this and we'll do this and everybody just got to work and the next day I got a call from the guys that were coming to visit us and they said well actually we landed here on Saturday, Saturday morning, so we're all feeling good so why don't we just come down to the test cell and we'll start work right now?' We're like oh no, you'll be jet lagged, you don't want do that, you know, wait until Monday, just wait until Monday because you'll feel much better trust me this jet lag to New Zealand really hits you so... [00:17:12] S1: Don't want you to be sleep deprived when you come