B (2:03)

It's fascinating because sometimes people frame it as either or either. Like, you gotta get just. Especially for kids, like just straight A pluses, or it's just do whatever you're curious about. But the combination. Yeah, do what you're curious about, but also just absolutely crush it in it.

A (2:17)

Yeah.

B (2:17)

Interesting combination.

A (2:18)

Yeah.

B (2:19)

Sort of. In your early career, did you think it would be forever or, like, at one point were you like, I'm bored of this. I want to go into academia. Like, how did you make your career decisions?

A (2:27)

It's interesting because, like, I would analogize to how a lot of people that we bring into our company think about their career paths. Like, a lot of the incredible people that we bring in, people who are like totally rock stars in their career, they're not thinking on like a 20 year timescale about their career. They're thinking like more incrementally than that about what am I interested in? What's that next thing that I'm going to tackle next in my life. And kind of maybe there's not a definite timeline attached to it. It's like as far out as you can see on the horizon. And just like worrying about that far because otherwise you constrain yourself too much. And so that has really been how I've approached my career. I would have definitely not expected I would be running a space company.

B (3:10)

Yeah.

A (3:11)

But like, also, why not? Because all I could see in the future as an actress back then, it was maybe like five years in the future.

B (3:16)

Right.

A (3:16)

So.

B (3:17)

So you're like actress until it no longer became fun anymore, or until academia or something became more interesting, and then you were just chasing your curiosity. When did the company idea come into play?

A (3:26)

Yeah, I think being in entertainment, I got to be a spokesperson for a lot of different things. And I tried to align what I felt to be impactful with what I was speaking up for. So as an actor, you wind up being able to have a platform to contribute to a lot of different causes. And that was something that I prioritized. But I think I wanted my impact to go deeper than that. And. And so I always kind of knew in the back of my mind I wanted to create my own thing, although I didn't have a concrete idea of what that was. And as a child of millennial era, I got to see the Internet coming to life and I got to see cellular networks coming to life. And like, what a profound shift that was on the world before versus the world after. And so I think when the problem set around space networking came up and when that was something that I started digging into, it connected on that deeper level where it's like, wow, this is like an opportunity to make an impact on an industry that could be as fundamental at that kind of level of Internet and cellular. That felt like such a unique opportunity to get in at an industry when it was at that early stages just seemed kind of like the perfect thing.

B (4:39)

And you started it with your husband?

A (4:41)

Yeah.

B (4:41)

Was he always on board from the beginning or how did that emerge? And I should say, my parents also started a company together and ran it for 15 years. Yeah, I'm definitely inspired by the mom.

A (4:49)

That's super cool. Yeah. I mean, it's so funny how people are now, like, oh, you start a company with your husband, but people have been doing family businesses, like, since the dawn of time. And I think for both of us, we're just both ambitious and kind of curious about how the world works. And we were both passionate about building businesses. And so it was like, all right, let's align our efforts towards something. Like, there's a certain utilitarian aspect to it where it's like we have a certain amount of energy and time and we want the most, like, net outcome from this. So that was definitely, like, a part of my thought process too. But it's been awesome. Yeah, I think it's been a really great experience.

B (5:25)

Let's get into Northwood. What you're trying to achieve and what's the. Why now for it?

A (5:30)

Yeah, so what we do, we're ground infrastructure, kind of end to end for space companies. So all the way from the time when they're first coming up with satellite mission, what the space operators want to do, all the way to when they're actually streaming data, delivering that data to the end customers.

B (5:45)

Yeah.

A (5:46)

The problem that we're solving is for every satellite, it requires a connection point back to Earth so that they can control the spacecraft. It is kind of like a remote control car where it needs some mechanism to make sure that it's going where it's supposed to go and a way to actually bring that data back to the users on Earth, because that's where the users are. So that point of contact on Earth is called the ground infrastructure. And super. Basically, if you don't have it, you don't have a space mission. It literally is just like a rock in space you're doing nothing with. So ground infrastructure, it's completely fundamental. And for us, we were observing the space industry, how launch cadence was increasing. You could put a satellite up into space way faster and you could build satellites way faster because there was this whole boom around spacecraft manufact manufacturing. And interestingly, what started becoming the longest pole in the tent was just getting the point of contact on the ground to connect with. So, you know, you could build a satellite and launch it faster than you could actually connect with it from the ground, which just seemed absurd. And so we're like, why is that? This kind of critical third component was not modernizing, because you'd seen all this modernization happening elsewhere. And when we started pulling it back, it was kind of like a classic value chain problem where there was just not, like the incentives aligned with each stakeholder in the value chain to modernize and innovate. So you had antenna manufacturers that were responding to a call from a customer and delivering them a point solution. They weren't thinking holistically about how you build better ground infrastructure. You were having, like, a software integrator layer where they were basically just dependent on whatever infrastructure was being laid by somebody else. And so we realize this is really holding back innovation and, like, a complete thought on what this should look like on the ground side. And so really, the only way to address fixing the ground segment was to do the whole thing. And when we say the whole thing, like, it includes a lot of disparate disciplines and activities. So it includes things like R and D of antenna hardware. So the antenna on Earth that is physically receiving RF signals from space, interpreting them into ones and zeros, sending them back to the users, popping them back up to the spacecraft. That includes actually procuring land and doing development at a site to be able to put that antenna hardware somewhere in the world. Because satellites orbit the Earth, you need to connect with them as they orbit the Earth. That includes the networking layer. That includes the actual software API that you have to connect with to give commands at that ground site. And so it was kind of a daunting task. It's like realizing you have to do this really massive undertaking, this big risk, in order to experience the big reward on the other side, which is unlocking this critical third pillar of infrastructure for the space economy and really enabling it to go to new heights. And so I was kind of like, our venture scale problem, or like, this is going to require a lot of money, a killer team across many different disciplines, and it's going to require a ton of orchestration of all of those different pieces converging together to deliver something that is really better end to end, as well as something that you can turn around quickly. And so that's kind of the undertaking that we've been on.

B (9:12)

When did you realize and how did you realize that space infrastructure was broken? Like, what was the idea, Maze? Was this your first idea that you guys decided to pursue? Or how did they come to be?

A (9:21)

Yeah, and we've been doing antennas ever since that Home Depot run during the pandemic. Yeah, that made us ground nerds. Yeah. So we started working on the Antenna designs during the pandemic. That was our summer project. And yeah, we just describe ourselves as ground nerds. It was just cool at first. It was just really cool to be able to receive signals from hundreds of miles away. Like I said, that's the RF waves. They're like fainter than the power on a flashlight that you're getting from space. And you get to interpret that into. For us it was an image. But for other folks that use satellite data, that's our missile warning system. That's how we find out like about any missile going off around the world. That is our GPS infrastructure. You know, for a lot of people, that's their one source of Internet. And it all comes through a ground infrastructure that is able to interpret those faint signals and make it work. So it was just kind of like, you know, one of those magic moments where you just become really fascinated with the technology. And then we started peeling it back further and we did this market study where we looked at all the commercial operators, we looked at, you know, U.S. government use cases as well for how that they were resolving their ground. And it was at that point, really from the point of first just being curious about the space, that we realized that a big bottleneck was coming.

B (10:39)

Yeah, and is this an idea that couldn't have existed five years ago because there was just not enough of an economy around or, um. And like, yeah, talk about the timing of it.

A (10:48)

Yeah, I think it really does influence the timing because previously, if you're not as concerned about a three year timeline between, you know, concept of a spacecraft and launching it, then it's not a big deal if the ground segment can't keep pace. I also think, like, the ideas for how to use space have changed a lot. Both so, you know, pace as well as the ideas around it. So the mission sets that we're talking to folks about now are a greater level of proliferation. They're talking about way more spacecraft being in communication at the same time than they used to. They're also talking about mission sets where satellites are moving in new ways. They're moving really dynamically in and out of different orbits. You know, previously you could think about space missions. It was a pretty static world. Like think about old school space where it's. It's kind of like science missions. One satellite parked over a certain location, not moving anywhere, sending very small amounts of data to. Now it's this whole circus of a bunch of different missions needing to coexist, transmitting way more data and having like constantly changing parameters. So I think that has really, you know, flip the switch for, for some of the, you know, government customers that we talk about, like their, their missions just would not be able to be resolved without a new ground architecture. And same on the commercial side, frankly.

B (12:17)

Yeah, your system is able to deploy in three months, whereas a traditional ground station deploys in three years. What enables you guys to have that level of speed up?

A (12:26)

It really comes down to the vertical integration. And what we mean by that is kind of like what I, what I mentioned of being able to stitch together all of the different pieces in the end to end system so that they inform each other. So for example, when we say three years before, what did that timeline look like? It looked like an antenna vendor who, you know, gets a phone call. After they get the phone call, they press the order on the supply chain. They gotta wait X number of months to actually get the parts to arrive. Then they assemble them all. It's a bespoke manufacturing line because it's, you know, it's a bespoke system. They're just, you know, they're doing it one off and then they ship it. And they're shipping a giant piece of equipment. So it probably has to go over, you know, ocean shipping methods and then it arrives at site and you have to put together a giant construction project because the size of many of these antennas, they're like multi story buildings. So you have to do permitting, you have to lay a concrete foundation, you have to have whole construction teams in order to put them together. That adds up into a three year timeline. Whereas for us, because we're thinking of all of those things at the same time as we're doing that development, we get to say we need our antennas to fit in a standard shipping container that can go on a commercial United Airlines flight. And so it gets there the same day. We need our system to be able to fork off of that shipping container and land on a patch of dirt with no concrete and, and just plug into a standard 240 power bolt. We need to be able to have that telemetry run across our entire system so that we know how to fire it up in a matter of minutes. So being able to coordinate all of those things is really what's translated to that, that outcome of shaving off the time.

B (14:20)

And when did you realize that vertical integration was just where you're at to go? Do you know from the beginning? Or is it something you, you learned over time? And what have you learned about hard tech in the process of doing that?

A (14:31)

Yeah, I think, I think it was A bit of a peeling back the problem space where initially you think, okay, great, we want to put more capacity, we want to make more capacity available. How can we optimize the ground system to do that? But then there's so many dependencies in, you know, what the site actually looks like, in what the software integration looks like. And we just realized that the way to deliver the best solution that actually aligns our incentives with the customer was to do the whole thing. So our incentives are aligned when our, our measure of success is their mission success. And you don't have that if you're just solving part of the equation.

B (15:22)

Yeah, yeah, SpaceX was able to bring launch costs down by an order of magnitude from what came before. Why hasn't the same thing happened in ground?

A (15:30)

Yeah, I think it does come down. Like, I hate to be a broken record on the vertical integration, but the reason why that matters is that what SpaceX has done is they've really streamlined their product, right? Like they're not trying to build a ton of different bespoke products. They build one thing and they make it super efficient and effective. They get the economies of scale and everything. And so for us, if we were, you know, just being an antenna vendor, then we would probably need to build a bunch of different types of products. But because we get to see across so many different solutions, we can think and we invest our R and D in building a solution that works commonly across the industry. So that means that, you know, we're accounting for commercial missions, government missions, allied missions, all within the same system. And that makes our costs lower and more efficient. And when we're able to do it as a shared service, that's really the difference for us. Like we, we view ourselves more so as a platform, right? So it's, it's not like a one to one sale where you're trying, you know, get all of your value off of that single sale. Our platform is such that many missions can benefit from the same infrastructure. So we make our investment and then many customers get to benefit off of that single investment that we make. And then what's great for customers on their end with that is that they're able to take advantage of all the learnings and all the investment that we've made across a bunch of different, a bunch of different concepts. And so, you know, winds up being more beneficial for them. They don't have to do like a big one off capital expenditure on the system. They get to, you know, smooth out their costs and everybody's happy.

B (17:19)

Starlink is working on Direct optical inter satellite links. How much of that is a threat to the ground station business model?

A (17:26)

I view it as like a zero percent threat. And the reason why is if you are banking on, you know, any of the space infrastructure, it is about the direction of data volume. And so for us, anything that supports growing the trend of data volume through space is great. Like we're all on board with the same objective there. And so for intersatellite links, what's great about that solution is that it's reducing the latency. It reduces the friction of how you can actually transmit data through space. And so think about like all the use cases that that opens up when. I mean, I think Starlink is a great example of this. You know, talking about matching or and at certain times beating Internet latency speeds like that would be unheard of in space before. And look at the value of that business. And so I think technologies that align with that trend are really positive.

B (18:23)

Yeah, that makes sense. In a potential Taiwan scenario, there's a version where, you know, ground stations can become targets. How do you think about resilience?

A (18:33)

I think that's a, it's a great question and it actually is both a commercial question and a government question. Like both commercial and government care about resilience. And I think like you can look at a lot of different companies that have tried to address this. We take the similar path of proliferation. So making things like cheaper, faster to deploy more volume manufacturing is kind of the solution to that. So that when a single site location goes down, that's, you know, it's not a catastrophe. It's actually interesting for some of our teammates that did come from Starlink, that was their similar model. So they, they consider resiliency in the same way where they have multiple ground sites in a region so that if one goes down, it doesn't totally take their service off of offline. So I think a similar concept applies here.

B (19:22)

Yeah, a lot of people analogize the space economy to the early Internet. I say, you know, a lot of infrastructure being built, you know, lots of companies will fail and lots of applications, very successful applications will be built on top. Do you this analogy hold for you?

A (19:37)

Yeah, for sure. I get really inspired by the analogy, especially thinking about, you know, for folks that were early with the Internet, like they, there's no way they would have foreseen what the Internet is today. But they were betting on a direction and they were setting up a model that would basically unlock a lot of innovation. And they were developing principles and building aligned with certain principles that would support that innovation. And look what we have today. Yeah, I mean, I think things as simple as tcp, IP protocols, for example, trying to make different layers as easy and supporting for innovation as possible. So I think we're in a similar moment with the space industry where we don't know what is going to be built. Like a year ago today, would we think that everybody would be talking about orbital data centers? No way. But it's captivated the public imagination and who knows what's going to come next. And so for us, we are directionally aligned with that movement and we are building to principles that will support innovation. Like the whole thing that we're about is taking companies further faster, taking space missions further faster. And we do that, you know, by our model, which I've described. So if I were to like look forward into the space industry, I think, you know, if you analogize to the Internet, like you have a couple of kind of platform infrastructure plays that really wind up becoming enmeshed across the Internet. And you know, it's not like you have a thousand different companies that stand to benefit from them, but there are a few that wind up becoming really influential and fundamental. You know, cloud is one that we analogize to a lot and we were inspired by and we want to be one of those companies.

B (21:30)

Yeah. What is the right way of mental model for thinking about the relationship between the public sector and the private sector in terms of growing the space economy and industry and sort of technological capabilities? Is it kind of like the Internet where a lot of the early work was either done by or funded by government and then the private sector sort of, you know, took the ball, so to speak. Or is it more in parallel as we think about that?

A (21:53)

Yeah, I think it's, it's very analogous. I think it's interesting how the venture ecosystem fits in now in a deeper way than it did back then? Yeah, I think a lot of technology innovation does tend to take place at those fringes that the government use cases are solving for. And I think that's happening now. And I think the benefit that we have, which hopefully will lead to like a shorter cycle in reaching the kind of infrastructure scale with the space industry is with venture absorbing some of that risk. When we talk to government, you know, they're looking for partners to absorb that risk. And frankly, when we talk to, you know, some of the commercial companies as well, they're really excited about ventures role in absorbing some amount of risk so that they can pursue bigger ideas faster.

B (22:48)

Yeah. So help us outline a little bit of the space economy right now, is it. How should we think about if we were to do the market map? Like, the different, you know, types of players is it? And then maybe the attributes. The market is like, very fragmented. Are there, you know, a couple of big winners to kind of aggregate? Like, what is the right way of thinking about.

A (23:09)

Yeah, I think. I think the infrastructure plays are really important for space. Like, there's a couple or there's a number of fundamental things that can be those underlying components that make a big difference. So for space, things that matter is obviously launch. Like, you need to have a way to actually get NASA into orbit. Power is another big thing to solve for space. You need to have propulsion. That's another critical thing for space. Being able to actually maneuver once you're up there. And then that connectivity back to Earth is really critical. And being able to kind of orchestrate and network all of that connectivity is really important. And so I think we are in an interesting moment where that infrastructure is being built out to enable a different set of capabilities. Like, if you look a few years back, you had the small satellite boom where there were a whole generation of companies that were built off of, you know, doing a smaller level of infrastructure to unlock different capabilities. And it feels like we've evolved into a higher threshold of infrastructure that's going to unlock a whole other layer of capability same way.

B (24:21)

Here's what you think are the biggest bottlenecks to, you know, sort of unleashing a wave of innovation. Like if in a few years the economy sort of, you know, accelerates significantly or there's a whole wave of startups that emerge or accelerate in their growth, what would have needed to happen? Why could that be?

A (24:41)

I mean, like, our biased answer is that ground is really critical for that. Obviously it's not the only thing. Like, I think, you know, to unlock the innovation, like, you know, power is a huge constraint for space. And so, you know, being able to do more in space is influenced by that, but also the amount of data throughput you can get from space. So, like, power improves, you know, how much data you could generate in space, but then ground impacts how much data throughput you can have through space, which is critical for being able to actually deliver those missions to users.

B (25:21)

I was just listening to the Elon John Collison Door Cash podcast on. On Data Center Space, which is, you

A (25:29)

know, I haven't listened to it yet, so apologies if I don't know.

B (25:32)

Yeah, I just said is the first time I've heard of it. What is your thinking on the feasibility of it will compute move to orbit. Yeah. What do you think about.

A (25:42)

So our mentality at Northwood is we want to take space missions further faster. Like, we want to enable the most ambitious missions and translate them from dream to reality as fast as possible. And so that is the exact kind of juicy problem that gets the nerds at Northwood excited is here's this super ambitious concept for space. I think what's captivated a lot of people is thinking about how it pushes society, how thinking about kind of limitless power from space pushes society. It gets a lot of people excited and inspired. And so we want to be supporters of willing that into existence through taking that further faster. So I think a lot of people raise a lot of really valid concerns about it. Things that require or things that mean there's going to be long timelines to bring it into existence, whatever it is. Are we talking training? Are we talking inference, et cetera? Like, you know, there's a lot of different. There's a lot of different details, but I think our. Our interest in it is how can we understand the space so that we can enable it to go faster towards that outcome.

B (27:01)

What are some examples of companies or use cases that don't exist today that you could envision, like, dream for us? What could some examples look like?

A (27:11)

Yeah, I think it's like, what are. What are the vertices that you're tracking? So, like, one vertice might be altitude. Right now, when we talk about space missions, you're thinking of like, low Earth orbit through to geostationary orbit. You know, it's a certain distance away from Earth. What if you could stretch that. What if you could have missions that go even deeper into space and have new exploratory capabilities or, you know, different planets and the like? I think being able to stretch the tether further and further away from Earth, I think is really interesting for what that could unlock. Another. Another vertices is data throughput. So right now, like, the concept of matching the volume of data from the Internet to what's being done in space feels pretty preposterous. But what if it wasn't like, what if. What if you could actually surpass the throughput of data on the Internet in space? What kind of applications could you unlock with that? I think the whole interest with compute in space is kind of like attached to that concept. So, yeah, I think there's a lot that you can do. I think we have a massive treasure trove of data about our planet that has not really been capitalized. So I think that is like huge amount of latent potential in my mind. So I'm excited to see where some of the other advancements going on with technology such as AI will lead to really unlocking the benefits of that.

B (28:45)

You just won a 50 million contract with Space Force to help modernize. What does it mean to say that the Pentagon would rather buy commercially than build themselves?

A (28:55)

Yeah, I think it's a pretty fundamental switch that represents the, the timeline urgency and you know, the, the, the change in a ground paradigm that we're confronting. Like you can't have the same models of procurement if you're talking about proliferated systems where you need to just have such a huge increase in ground infrastructure in such a short period of time. You need to look at different models. And so yeah, we were fortunate to be aligned with some of the great thinkers over on the Space Force side that are really developing what that model would look like and really fortunate to be entrusted with such a significant program so early in our company's lifetime. And to the whole, taking missions further, faster point, being involved in missions of national significance is something that, that's what we're all about. So I think it's very aligned with that satellite control network that is a common resource for US Government where, you know, every launch runs through a satellite control network. It tracks missions across a really wide set of U.S. government use cases ranging from, you know, GPS to NASA missions, you know, our missile track systems and the like. So it is a great opportunity for us to kind of demonstrate the cross cutting capabilities that we are working on.

B (30:26)

Yeah, there are 13,000 active satellites right now. Is that accurate?

A (30:31)

Sound about right?

B (30:32)

And I think you said that they're collecting millions of dollar data that can't be captured because there's not enough ground capacity. How bad is the bottleneck?

A (30:43)

Yeah, so you know, you can think of a satellite as basically like as soon as it launches into space, it's just a depreciating asset. It's just a really expensive depreciating asset. And you're trying to maximize the value that you can get off of that asset. And the way that you do that is by sending data, because that is, that is like the economic value of the spacecraft is the data that can produce. And the data that can produce is directly proportional to the amount of ground connectivity that you have. So ground is quite literally how you increase the ROI of your spacecraft really matters for both commercial and US government missions. You know, for US government missions to launch a spacecraft and like literally there have been a bunch of missions that have been launched with no ground plan. And so that's like a, you might just lose your spacecraft which could be a very consequential loss of an investment or you just miss out on being able to make good use of those taxpayer dollars and same for commercial missions. You know, we've heard from a number of different commercial companies like we are throughput, limited. We're limited in how many customers we can serve because we don't have a big enough ground footprint.

B (31:56)

Yeah, we just talked about the contract. What's the next big milestone as you think about your guys development?

A (32:04)

Yeah, I think building upon the use cases that we have, I think we've been fortunate to find a lot of aligned customers with the product that we are currently putting out. There's other products that we also have in the works. I think people know us as a phased array company but with announcements we'll have coming out before too long, we are more than that. We are kind of thinkers across the whole ground solution space. So I think it's both that product maturation as well as product development that we'll continue to be doing. While like I said, it's orchestrating a ton of stuff. We're also building a global ground network. We have five international entities now across the world. We're like we'll be the United nations of Northwood. And so yeah, we're currently on two continents, will be on a number of others before the end of the year and so got to, got to do it all at once.

B (33:01)

Yeah, with there, you know, I'm sure there are a lot of space nerds listening to this. Say more about the company. The size, you know, the transition from a one product to a multi product company. Say more about, you know, the company itself.

A (33:18)

Yeah, I mean so like I mentioned before, there's a lot of disciplines that need to come together to make Northwood successful. And so we really tried to pull from the best of the best in each of those disciplines. The folks that have done it before, a lot of folks that have experience with building out sites globally, like I mentioned, that's the Starlink team. But that's also how can we be creative about other industries that we can source from? Think about like AT&T cell towers. How are they doing that with such global presence? What about Tesla supercharger stations? So just kind of looking at diverse talent bases for things like that. You know we have like a really robust supply chain team because you have to be able to source in all of the components and make it timely and make it resilient especially our customers relying upon that. The engineering team. We have a huge amount of software actually, so, you know, we're known again for like, the hardware of our system, but the software is actually like very extensive across, like, you know, networking. We have embedded, we have, you know, the actual front end of what we're building. So it's an extreme multidisciplinary company. And so what's important for us is that we really, you know, value the different disciplines. I think that's something that probably I philosophically contribute to the company as well as just, you know, making sure that we're coordinated and operating effectively as a team. So, yeah, we have, we have done it a lot of scaling. We've doubled in size a number of times already, and we'll hopefully double again in size this year, if not more so. Yeah. And the size right now is around 75 employees.

B (35:04)

Cool. Talk a little bit about how you think about culture at Northwood. You know, what types of people you're trying to bring on, how you think about team building.

A (35:12)

Yes, I'll give a little window into my expectations that I share with people when they interview for Northwood. The first one is that we accomplish unreasonable things on unreasonable timelines. They surface level like, sure, okay, everybody, you know, everybody can kind of get on board with that. But, you know, it's not just a matter of like, applying more force to the problem. It's about taking smart risks. So it's not just force, it's also cleverness. It's like understanding the problem deep enough to know what the trades are that you can afford to make. And so people that are able to do that kind of mental calculation and kind of like take, take big leaps is really how you can actually move quickly. The second one is the end to end ownership of your work. And for me, really what that translates to is, you know, people who are gonna be bought in, in a deeper way to the outcome beyond just checking some boxes off the list. I've, like, kind of been reflecting on, like, where does that come from for me? Like, why is that something that matters for me? And I think, you know, it traces back to when I was, you know, pursuing my first passion growing up as a kid. My mom was a huge supporter of me in a way that kind of went. Went beyond just demonstrating that she supported what I cared about, but actually enabling me to do it in a way that like, went beyond reasonableness. So I, you know, I wanted to be an actress. She's a full time working mom. Sometimes, like the main breadwinner and like, literally could not step away from her job. Like, a lot of parents would have probably, like, put me in an acting camp and just been like, good luck, cool. And then maybe just throwing up their hands. But she was on the phone coordinating travel and caretakers and booking me plane tickets and figuring out how to get me the resources to accomplish my dream in a way that was pretty ridiculous at times. And I think that's been something that has really stuck with me is the amount of care that she had investment in in my. My dream and where I wanted to go is something that, you know, I get inspired by from a mission perspective. Like the amount of care that people on our team have invested in the outcome that goes so far beyond, you know, the description on. On their job description. And, you know, that means that, like, on our North Dakota trip where we were, you know, back deploying our first antenna, people like, stayed up, you know, more than 24 hours on multiple occasions in, you know, a span of a week where we just needed to get the system running. And then the third one is we're looking for a categorical outcome, not just an incremental outcome. And I think, like, what that comes back to is, like, if you want to do something that moves the world forward, you need to have a team. That's something that I learned back from my time in entertainment. You know, like, I was working on a TV show and I'm just like one cog in this really big operation. Like, there's no way you could get a TV show on air without a whole coordinated team of people to make that possible. And then if you want to function effectively as a team, you need a lot of trust. And so what's really critical to me in having teams that trust each other is basically like a low ego environment. When people come in the door, they need to be able to admit their faults in a way that is just purely pursuing understanding what the problem is, understanding what the goal is, and also be bold enough to raise flags when there's issues in a problem set. So, yeah, I think that teamwork, the amount of care, and the ability to be clever and take smart risks is kind of like the foundational pieces of our culture.

B (39:25)

That's a great note to wrap on. The story about your mother is particularly inspiring. Thanks for sharing it, Bridget. Thanks so much for coming on the podcast.

A (39:33)

Anna, thanks for having me.

B (39:36)

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