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?
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?