00:05:34 · Peter Beck
[00:05:34] S0: Yeah, yeah, yeah, that's right. So, you know, I can remember at the start of Rocket Lab, I would go to wrecking or junkyards to machine and crawl over old machines and unscrew all of the Swagelok fittings and you know because we couldn't afford to buy the Swagelok fittings we could buy the ferrules which were $3 I think $3.20 each but a fitting was like $50. So, you know, the first few, you know, vehicles and bits of infrastructure all use secondhand fittings because we just couldn't afford new fittings. And that kind of, I guess, hardship, you know, really cements, you know, part of the key cultures in this company. Like, and if you look across the space industry, especially amongst, you know, companies that went public, most of them are toast. And, you know, that core kind of, you know, responsibility for, you know, good steward of capital and value is, you know, exists here today. Every dollar, every second of the hour is valuable here. Whereas other companies, you know, if they've got heaps of resources, then, you know, it's less valuable. If you look at it, it's like, if money could solve the space problems, then there would be a lot of success. Like, money does not solve this problem. When I was trying to raise money for Rocket Lab, you know, to do the Electron project, there was, you know, Richard Branson out there with his Virgin Orbit, and, you know, Richard had 1,200,000,000 to do what we did with 80,000,000. And, you know, it doesn't matter at this, you know, how much how much money that was ultimately spent then. You know, that was a commercial and technical failure, whereas, you know, Electron with far less resources was the opposite.
00:07:24 · Ty Morse, Peter Beck
[00:07:24] S1: How do you think about deciding where to take and spend your energy and time and resources, like, on scaling Electron versus building Neutron and kind of trying to build a full reusable vehicle? [00:07:35] S0: Yeah. Well, I mean, so so firstly, the launch part of the house only represents one third of the company. Two thirds is actually the space systems side of the house. So, with regard to being spread everywhere, it's like, you know, launch by default only, you know, gets a, you know, a section of my time. But, you know, we've got an amazing team, and, you know, the Electron team are just, you know, they're just animals. So, they're just banging those vehicles out and launching them, and like, they're just... So, quite frankly, there's very little involvement I have with the Electron team. Really? Oh, yeah, they're just, like [00:08:12] S1: I say, they're animals, they're just banging them away. Were you, like, highly involved right at the start of the production of the Electron, or?
00:08:12 · Ty Morse, Peter Beck
[00:08:12] S1: I say, they're animals, they're just banging them away. Were you, like, highly involved right at the start of the production of the Electron, or? [00:08:17] S0: Yeah, yeah, yeah, yeah. I mean, and I came from a production background as well, so, you know, knew what good production looks like, but no, I'd say the team down there now is just, you know, they're just amazing. So, that's a very, very light touch product for me personally, because the team's just so good. Whereas Electron, you know, we're deep in development, so, you know, that's a very high touch area from an engineering perspective I'm involved with. And then, you know, across the whole rest of the space systems and organisations, I mean, you know, we've got a bunch of kind of business units that supply the vast majority of components that are in satellites. And, you know, those guys are killing it as well. I mean, we've developed, I would say, know, Rocket Lab operating system where, you know, the production team is really good at, you know, getting into these, like, hideously complex components and figuring ways figuring out ways to make them highly producible and highly reliable. [00:09:17] S1: What about your culture enables you to be able to tackle these massively difficult problems and do it in an efficient way?
00:09:17 · Ty Morse, Peter Beck
[00:09:17] S1: What about your culture enables you to be able to tackle these massively difficult problems and do it in an efficient way? [00:09:23] S0: That's a great question. We often kind of ruminate on that, and it comes down to the Rocket Lab hustle, and it's kind of hard to describe the Rocket Lab hustle in, like, one word, but you can more easily describe it in, like, behaviours. So, a couple of years ago, we had this satellite, and it had this super thin walled titanium pressure vessel, and there's, like, two companies in The United States that produce these, you know, electron beam welded thin walled titanium pressure vessels, and, you know, the supplier just absolutely... [00:09:58] S1: Shake the bed? [00:09:58] S0: 100%. Like, yeah, it would be, you know, if you've got kids, you've got a number one, and then your number twos, and then there's like the number threes. And then [00:10:08] S1: that was a supplier?
00:10:08 · Ty Morse, Peter Beck
[00:10:08] S1: that was a supplier? [00:10:10] S0: Like, the supplier's like number threes everywhere. That was just total disaster. And I think most companies would have stopped, whereas we just developed a technique to three d print this titanium, you know, pressure vessel and, you know, developed a whole bunch of welding processes ourselves. And, you know, we produced the tanks, you know, in time to meet the date for the launch vehicle and, you know, qualified them and acceptance tested them and everything. So now there's three suppliers in The United States who can build, you know, thin walled titanium tanks. And what's more is because we three d printed them rather than, you know, traditional forming them, we can make whatever shape or anything anybody wants any time. So, I mean, it's those kind of things where I think, you know, historically you hit a barrier and people are going, 'I don't know what we're going do, we're to stop', because we're, you know, we'll just overwhelm the barrier or we'll dig under it or we'll fly over it. Like, it's just not acceptable to stop. [00:11:10] S1: Is there almost like a culture of just fuck it, let's do it?
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?