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In this industry, there's a lot of cases of being a competitor in one way, but you're often a customer and a vendor in another way. It's not atypical in aerospace. Actually, it's not that atypical in a lot of industries.

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I don't know all the future steps, but I know one of them: we need to build a low-cost, highly operable, reusable launch vehicle. No matter which path we take, it has to include that gate, and so that's why that's Blue Origin's mission.

The strategic objective of New Shepard is to practice, and a lot of the subcomponents of New Shepard actually get directly reusedon the second stage of New Glenn.

We're taking all of the lessons that we have from New Shepard and incorporating them into New Glenn.

If your payloads cost hundreds of millions of dollars, they actually cost more than the launch. It puts a lot of pressure on the launch vehicle not to change, to be very stable. Reliability becomes much more important than the cost. It's hard to get off of that equilibrium.

We need to know what the resources of the moon are. We have great evidence now because of different kinds of radar andspectroscopic analysis that people have been able to do. But we really do need to go visit there, and we can do that with a robot craft without any problem.

We have the resources to build room for a trillion humans in this solar system, and when we have a trillion humans, we'll have a thousand Einsteins and a thousand Mozarts. It will be a way more interesting place to live.