“I've been using this term 'permissioned risk,' which is deliberately different from the permissionless risk that exists in Silicon Valley. … If you are in the Department of War and the risk is people die, maybe we ought to have a really low tolerance for that. But what most people in government do, it's not life or death. If a Social Security check arrives plus or minus a day or two from when we expect it, in most cases nobody's going to die.”

That's easy. Yeah. Like it's pretty easy how to solve that, right? Which is okay. Like we will just do nothing, right? It's exactly right. That's what I said. I was like, that's not your job. Like your job is to help us figure out like, what can we do that's good? And yes, if we have a good reason for doing something and we screw it up, like I'm fine getting hauled in front of some congressional committee and explaining that to them. Obviously, if we're, if we're, our process was crappy, that's, we got to fix that. But what it means is basically it does not allow for any innovation, right? So look, I come from, as you know, we come from this crazy world in venture capital where we take like obscene amounts of risk, which is fine because you've got like upside that potentially is uncapped, right? And like, that's a good thing to happen. And that can cover a lot of mistakes. We don't have that in government, but instead, what they've had is basically the answer is like, take zero risk, but that also means therefore like no consideration of upside potential for anything. And so, part of the incentive structure that I think we have to put in place and we're trying to put in place is I've been using this term permissioned risk…