Gwynne Shotwell, President and COO of SpaceX
发布时间 2022-06-03 15:30:08 来源
Music Dragin' Space X Com Check ground stitches! We're going to go for a large budget phase next. 3, 2, 1, 0. Welcome aboard. Here again, we got to see ISSF, the window, which was pretty neat. The larger window ever flown in space. The larger window ever flown in space. The larger window ever flown in space. The larger window ever flown in space. The larger window ever flown in space.
音乐开始，Space X接地点检查完毕！我们将进行一个庞大的预算阶段。3，2，1，0。欢迎上船。我们再次看到了ISSF窗口，真的很酷。这是有史以来在太空中飞行的最大窗户。这是有史以来在太空中飞行的最大窗户。这是有史以来在太空中飞行的最大窗户。这是有史以来在太空中飞行的最大窗户。这是有史以来在太空中飞行的最大窗户。
Welcome to Stanford. I love this school. I've been looking forward to this interview for a long time. As I know, I have many of my classmates. A bit of a space nerd. As a kid, we read all the space books over the 60s. A polyphotine. It was my favorite movie. I think still is my favorite movie. Clean Cranc, the mythical flight director. It was a child hero. It's really great to have you. To me, space has always been about the next frontier and testing the limits of what is possible. Today, nobody embodies that better than SpaceX and your story. With that, let's get started.
欢迎来到斯坦福。我热爱这所学校。我一直期待这次面试已经很长时间了。我知道我的许多同学也就读于此。我对太空有些痴迷。小时候我们读了所有60年代的太空书籍。《2001：太空漫游》是我最喜欢的电影，我认为现在仍然是我的最爱。Clean Cranc，神话般的飞行主任，是一个儿时的英雄。很高兴认识你。对我来说，太空一直是关于下一个前沿和测试可能性极限的。今天，没有人比太空探索技术公司更能体现这一点，您的故事很好地诠释了这一点。接下来，让我们开始吧。
One of the defining characteristics of SpaceX is what's taking. But the same could be said about you joining the company. 20 years ago, this year, after a stable career in aerospace. What led you to join SpaceX and take that risk at that time? First of all, I want to start out by saying thank goodness. I took that risk because I almost didn't. In fact, and when Elon asked me to be president in 2008, I almost didn't say yes. What a mistake that would have been.
SpaceX的一个显著特征是它所追求的目标。但同样可以说您加入该公司也具有类似的特点。20年前的今天，您已经在航空航天行业有了一份稳定的职业，是什么让您决定加入SpaceX并冒这个风险？首先，我想说我庆幸我当时选择冒险了，因为实际上我差点没有这样做。事实上，在2008年Elon问我是否愿意成为总裁时，我差点拒绝了。如果那时我真的拒绝了的话，那将是多大的一个错误啊。
Yeah, so I was in the aerospace industry. I started my engineering career. When was it? In 86? What to Chrysler Motors? Went back to school because I was unsatisfied with the level of technology that I was working on there. Went back to university. Thought I'd get my PhD. Wacky, so that I can't be in school again. I'm going to go back to work and so I went to aerospace. I think I started in 88. Interestingly, I started on Halloween in 1988 at the aerospace corporation.
是的，我曾经在航空工业领域工作。我开始我的工程职业生涯，是在86年吗？我在克莱斯勒汽车公司工作。但是由于我对那里的技术水平不满意，我回到了学校。我去了大学。本来想获得博士学位，但最终觉得上学太烦了，还是去工作吧。于是我去了航天工业，我想是在88年开始的。有趣的是，我在1988年万圣节的那一天开始在航天公司工作。
My boss wasn't there when I started but came back a week later. He was on vacation and he said something about flying in on my broom in 1988. Which you can't say now. But he could say it then. The world is changing even if we feel like it's too slow. So I started my career in 88 in the aerospace industry and thought I'd been there for roughly 15 years. And I thought, look, it wasn't an industry that was vibrant. It wasn't innovative. We weren't moving quickly. We hadn't gotten back to the moon.
当我开始工作时，我的老板不在，但一个星期后回来了。他度假的时候说了些关于骑着扫帚飞行的事情，这在今天是说不出口的。但在那时他可以。即使我们觉得世界改变太慢，它仍在改变。所以我在1988年开始我的航空航天行业职业生涯并认为我在那里工作了大约15年。我认为，看起来这个行业并不充满活力，也不具有创新性。我们没有快速发展，也没有回到月球。
And I thought, you know, this is my last job in the aerospace industry working for Elon. If we can't do it at SpaceX, then I'd rather sell real estate or be a barista or something else. I didn't want to work in the industry. And so I knew this would be my last job in the aerospace industry and it will turn out to be the case. So that's super cool. Oh, but risk. You guys about risk. I'm glabbing around. Sorry. So it seemed risky actually. I had a very stable job.
我当时想，你知道的，在埃隆•马斯克的航空航天工业公司工作是我在航空航天工业的最后一份工作。如果我们在SpaceX不能实现目标，那我宁愿去做房地产销售或者咖啡师或者做其他工作。我不想在这个行业里工作了。所以我知道这将是我在航空航天工业的最后一份工作，结果也证明确实如此。这很酷。哦，但是风险。你们知道关于风险的事。我现在有点胡言乱语，抱歉。其实当时看起来是很冒险的。我原来的工作非常稳定。
I owned 3% share of the company that I was working for which is large for an employee. And it was a pretty safe job. So this was not a safe job. And I didn't know Elon well at all, in fact, at that time. But I really kind of jumped off the cliff. I was dithering around. He said he wanted me to join the company and I said, you know, I'm fine. I don't need a job and kind of dithered for about a month. And finally, I'm like, I'm such an idiot.
我曾经拥有所在公司3%的股份，这在员工中来说算是相当大的，而且这份工作非常稳定。但这并不是一份安全的工作。那个时候我对Elon并不是很熟悉。但我还是决定跳下悬崖。我一直犹豫不决，他说想让我加入公司，我说我很好，不需要工作，然后犹豫了一个月。最后，我感觉自己太蠢了。
I was driving on the freeway in LA. Like, what an idiot. Say yes. So I called them on the phone and I said, I'm bleeping idiot. And he laughed. And he said, welcome to the team.
我当时正在洛杉矶的高速公路上开车。太蠢了。当时我说，是的。所以我打电话给他们，我说，我是个b5#@%^&*蠢货。他笑了。然后他说，欢迎加入我们的团队。
So you got sold on the idea, right? Yes. I had a lot of confidence that they thought it was going to be your last job. Last job on the industry. Oh, I got it. But it was the very stuff. Fair enough. Or sell it to you. But your first job was Vice President of Business Development. So now you had to sell that idea to customers. Yes. And SpaceX was a little more than a pipe dream at the time. You were many years away from launch. What was that selling process like?
所以你被那个想法吸引了，对吧？是的。我非常有信心，他们认为这将是你在这个行业的最后一份工作。最后一份工作。噢，我懂了。但那才是重点。也可以说他们是为了卖给你这个点子。但是你的第一份工作是商务拓展副总裁。所以你现在需要向客户推销这个想法。是的。此时，SpaceX还只是一个泡影，距离其首次发射还有很多年的时间。那么这个销售过程是什么样的呢？
You know, it's interesting. When you don't have a product, we had an ideal to sell. And it came at probably the best possible time. You know, we had the events of 9-11 and rapid launch. Low cost access to space. Because it was obvious that it was going to be very critical. And so it was great engineers. I am not going to take away. In fact, SpaceX is the great company and does the great things that we do because of our extraordinary staff. It's not because of me. It's not because of Elon.
你知道，挺有趣的。我们没有产品，但我们有一个想法去销售。而且，这个想法可算是在最好的时机出现了。你知道，当时发生了911事件并且快速启动了太空船，让人再次以最低的成本进入太空，这是非常关键的。所以，这些伟大的工程师功不可没，我不会说他们没做出贡献来。事实上，SpaceX能成为一个优秀的公司并能做出出色的成就都因为我们拥有非凡的员工，而不是因为我或埃隆。
And so I was selling the team. I was selling the ideal. I was selling the promise and the hope of reasonably priced launch. I still don't think launch is reasonably priced. But if you go by comparison, it's much less than it was before. We're getting there. Yeah.
所以我正在推销这个团队，推销这个理念。我正在推销合理价格的发射的承诺和希望。我仍然认为发射的价格不够合理。但是如果你进行比较，它比以前便宜得多。我们正在逐步实现这个目标。是的。
So let's talk about launch. And about the first rocket, right? The first rocket was called the Falcon 1. And you had three unsuccessful launchers. It was 2008. The company was running out of money with the financial crisis. You were promoted to President CEO because of promises you had made customers at this point. So you had already been promoted. And the company bet the entire company on this one launch on the fourth launch of the Falcon 1. So let's watch that launch.
让我们来谈谈发射问题，还有第一枚火箭，对吧？这枚火箭叫做猎鹰1号。但你们之前有了三次不成功的发射尝试，那是在2008年。财务危机导致公司资金告急，而此时你因为曾向客户做出承诺而被提拔为总裁兼CEO。所以说，你早已经晋升了。整个公司重要寄希望于这一次的发射，也就是猎鹰1号第四次尝试发射。那么，让我们一起观看这次发射吧！
Five, four, three, two, one, zero. The first stage one. We have the Falcon 1 launch vehicle. Falcon has clear the tower. Plus 12. Curious. This is a life. So it's a life or death moment for the company, right? You have a little more dramatic about that launch than I am actually. I figured we could pull a fifth launch off. But that was it. Right. Yeah, I thought we could get to five he thought four was it. I'm glad we didn't have to test who was right on that one. But yeah, it was quite a relief.
“五、四、三、二、一、零。第一阶段开始。我们拥有猎鹰一号火箭。猎鹰已经通过了塔楼。加12。有点好奇。这是一种生死时刻，对吧？公司的生死攸关了，你对那次发射的戏剧性描述可能有点过了。其实我认为我们可以成功进行第五次发射。但就是这一次。是的，我认为我们能达到五次，而他认为四次就是极限。我很高兴我们没有测试谁是正确的。但是，这确实是一次巨大的解脱。”
And what were the months leading up to it like? Well, this is a relief. This is of, I think it's a hilarious story. I was in Scotland, Glasgow. The IAC was having a show in Glasgow. So I was in Scotland to apologize, discuss, explain to the customers that were on the third Falcon 1 launch. That we failed. Kind of basically do a paper about that launch. And it was the night before my talk. I was in the hotel room with my husband. And this is not going to get inappropriate. My husband was sleeping. I'm in the bathroom with the shower on, typing up a proposal for the $1.6 billion NASA resupply to the International Space Station.
在此之前的月份是什么情况？好吧，这让人感到宽慰。这实际上是一个非常有趣的故事。当时我在苏格兰的格拉斯哥。 IAC在格拉斯哥举行了一场展示。所以我在苏格兰为第三次猎鹰一号发射失败向客户道歉、讨论和解释，基本上是写一篇关于那次发射的报告。在我演讲的前一天晚上，我和我的丈夫在酒店房间里。这并不失礼，我丈夫在睡觉，我在洗手间里打着淋浴的声音，给NASA的价值16亿美元的国际空间站补给提案写字。
We're literally writing the proposal. I'm on the phone with my team back in the US because we had to update our pricing. And so the shower running so that my poor husband could sleep. I'm like punching away, talking. And then it's like, oh shoot, we're about ready to launch, right? And so I turned away from my proposal on my laptop to the launch. And was watching it as we lifted off. I ran out to the hotel room and I didn't care if I woke him up at this point. At this stage, we lifted off and we were climbing an altitude. And we watched a skit to orbit. And then in my yoga pants and jammy top, ran down the hall. That's probably the most inappropriate thing I'm going to say here today. But ran down the hall, knocked on all the doors from my team that was there. And we hugged and kissed and cried. And then kind of broke into the bar in the hotel because it was like two in the morning. And they let us have the champagne, but it was warm. But it was extraordinary.
我们实际上正在写提案。我在电话中和美国的团队交谈，因为我们不得不更新定价。所以淋浴正在流水，这样我可怜的丈夫可以睡觉。我边敲字边说话。然后我突然意识到，我们就要开始了吧？于是我从电脑上的提案转身去看着我们升空。我跑出酒店房间，我不在乎此时是否会吵醒他。在这个阶段，我们已经升空并爬升到高空。我们观看了宇宙的壮举。穿着瑜伽裤和睡衣上衣，我跑下走廊。这可能是我今天要说的最不合适的事情了。但是我跑过走廊，敲了所有团队成员的房门。我们相互拥抱、亲吻和哭泣。然后我们闯入酒店的酒吧，因为那时已经是凌晨两点了。他们让我们喝香槟，但是它已经变温了。但这是非常特别的一刻。
I've always loved having emotional business, right? It is incredible. Incredible emotional moments, right? In fact, by the way, to future entrepreneurs, I think it's really important to have these big moments. Figure out what the big moments where you can bring your teams together. It cures a lot of ills. It really helps with morale and it's incredible for team building. So launches are easy. It's an easy spectacle to do that with. But I think it's really important to find those kinds of moments in the development for your future businesses.
我一直喜欢在经营业务中注入情感，是吧？这非常棒。非常令人难以置信的情感时刻，对吧？实际上，顺便说一下，对未来的企业家而言，我认为拥有这些大时刻非常重要。找出你可以让团队团结在一起的时刻。这可以治愈很多问题。它真的有助于提高士气，是建立团队的不可思议的方式。所以，启动非常容易。这是一个易于操作的场面。但我认为，在未来的企业发展中找到这种时刻真的很重要。
So let's actually move forward a few years. Your first big kind of commercial product was the Falcon 9. It was designed in part of NASA's needs in mind to replace the space shuttle to go to the National Space Station. You had done a number of launches already, including seven resupply missions to the International Space Station with NASA. And the 8th one was also supposed to take critical food, supplies, medical equipment to the National Space Station. But that one didn't go as well. let's watch that video. This is two minutes into flight. Daddy coming back shows vehicle on course on track. Poof. Yeah.
那么让我们往前跨几年。你的第一个商业化产品是Falcon 9。它在设计时考虑了NASA的需求，旨在取代航天飞机前往国家空间站。你已经进行了多次发射，包括与NASA一起进行的七次向国际空间站进行的补给任务。第八次任务也应该运送重要的食品、用品和医疗设备至国家空间站。但那次任务并未如预期那样成功。让我们看看视频。这是飞行两分钟后，回到地面的指令员显示车辆正在路径和轨迹上前行，然后“嗖”一声。是啊。
You had made it seem routine almost at this point, right? And then this happens. You're in crisis management mode. What's the first thing you do? Yeah, so I was actually at my ranch in Texas on this launch. It was the first launch that I was not there. There. Therefore, yeah. By the way, it was also the first and only launch that I didn't do my pre-launch little routine. Which we can chat about later. But because I was in my slippers. And so I think the most important thing when you suffer something like that is you focus everybody on the job, the task at hand. We had a failure in front of us on Elon's birthday, by the way. That was his birthday. Which is why we don't like to launch on his birthday. It just feels like bad karma, actually. So you get to work. I had to do a press conference doing it remotely, of course. And we started digging through data. Of course, we obviously, I flew back to Hawthorne and pulled teams together and we figured it out. It was a weird one. That one. And then.
你已经使这看起来像是例行公事了，不是吗？然后这种事情发生了。你处于危机管理模式中。你首先要做什么？是的，实际上我在得知这次发射计划时正在德克萨斯州的我的牧场。这是我第一次不在那里参加发射。顺便说一句，这也是我第一次，也是唯一一次我没有进行发射前的例行程序。我们可以稍后聊一下。但是因为我穿着拖鞋，所以我没有做。因此，我认为当你遇到这样的事情时，最重要的是让所有人专注于手头的工作任务。我们面对着马斯克的生日前一天的故障，顺便说一下，这是他的生日。这也是为什么我们不愿在他的生日发射，这实际上感觉不太好。所以你开始工作。我必须远程进行新闻发布会。当然，我们开始研究数据。当然，我飞回霍桑并召集团队，我们找到了解决方案。 那是一个奇怪的故障。然后。
So this was in June 28th, 2015. And then we suffered another failure. It was not a launch failure on September 1st, 2016. Not a little over a year later. Right? We basically blew up a satellite that was sitting on the pad as we were going through a pre-launch test. So two failures. Not back to back. We had had an extraordinary success in December of 2015. And we can come back to that as well. But this is a point that I try to make with students for sure.
这件事发生在2015年6月28日。之后，我们遭遇了另一个失败。这次并不是在2016年9月1日的发射失败，而是在一年多一些的时候。我们实际上是在进行发射前的测试时，让放置在发射架上的卫星爆炸了。所以我们经历了两次失败，并不是连续发生的。但值得一提的是，在2015年12月我们取得了非常出色的成功。对于学生们来说，这是我试图要传递的一个观点。
So I think after the CRS-7, that first failure, that failure that you saw there, I felt very comfortable leading the team through the investigation, leading the team through the physics, and getting to the answer. The business wasn't really at risk. I mean, failures are incredibly impactful. I think every failure we've had has either cost us or delayed us about half a billion dollars. But I felt like it did a pretty good job in that time frame. I did not do a good job after the failure when we blew up on the pad. I was much more worried about the business.
我想，在CRS-7，即第一次失败后，你们所看到的失败，我感觉非常舒适，我能够领导团队进行调查，带领团队了解物理知识，并找到答案。业务并没有处于真正的风险之中。失败是极其有影响力的。我认为我们每次失败都会损失或推迟约五亿美元的成本。但是在那段时间里，我觉得我已经做得相当不错了。但是，在我们在发射场上爆炸后的失败之后，我并没有做好应对业务问题的准备。我更加担心业务的情况。
This particular event was much harder to figure out what it was. And I definitely showed my, not despair, that's probably too much. But my concern, I definitely wore it on my sleeve, or as my husband says, I have a billboard on my forehead. And I wore that badly, in fact. So my lesson there is, you know, you certainly don't want to be disingenuous with your team and with your customers. But it's not really helpful to show your anxiety when you're suffering, because your employees are suffering worse than you are. So it's really better to keep people focused on the business, keep focused on doing great things, and they had demonstrated that they could do great work up till then too.
这件特殊的事件让我很难理解其含义。我确实展现出了我的担忧，但并非绝望，那可能有点过头了。我将其表露得太明显了，我的丈夫会说我额头上写着“我担心”。其实我做得很差。我的教训是，你不能对你的团队和客户虚伪，但当你遭受困扰时，展现出焦虑真的没有任何帮助，因为你的员工比你更痛苦。所以，更好的做法是让人们专注于业务，专注于做出伟大的成就，他们事实上也已经证明了他们能够做出出色的工作。
So that's a nice little nugget. Thanks for sharing that. So one of the things, particularly after this first failure that I find incredible, is you had six months without launchers, which I'm sure you had a bunch scheduled that were delayed. But six months later, you are launching a rocket again. But instead of simply focusing on getting that rocket and the customers payload up into space successfully, you take a huge risk as well and try to land the booster. Do you have that video?
这真是一件不错的小插曲，谢谢你分享。尤其是在第一次失败后，我觉得令人难以置信的是，你们经历了六个月没有发射器，我相信你们计划了很多延迟了的发射任务。但是六个月后，你们又再次发射了火箭。但你们不仅仅是专注于成功将火箭和客户的有效载荷送入太空，还冒着巨大的风险试图降落发射器。你们有那个视频吗？
And I have that video. And I know where's your favorite. It was a large pit out there was so fun. Why was this so exciting? Okay, so what's key about that is the last launch just prior to that one we failed. And it's disappointing for the employees. It's disappointing for the company, but we failed our customer. So we stood down, we discovered what the problem was. We redesigned the rocket to be able to land because the previous rockets really couldn't land in that way.
我有那个视频，我也知道你最喜欢的地方。那是一个非常有趣的大坑洞。为什么会这么令人兴奋呢？关键在于，上一次发射刚失败了。这对员工、公司都是令人失望的，但更重要的是我们辜负了客户的期望。所以我们停工，找到了问题所在，重新设计了火箭，使其能够着陆。因为之前的火箭实际上不能以这种方式着陆。
So we complete, we did a complete upgrade on the system while figuring out what we did to fail. And then like in complete view of the public, you go out there and you show are you, are you meant for greatness or you need to go back to the drawing board a little bit. That was a great, a great day. It was a great night. We had a lot of champagne at my house that night probably more than I've ever drank ever. I did not feel great the next day, but I did go to work. I went to work. Yeah, so that was an extraordinary moment for the company just share with us a little bit why it's so important to the whole business market.
我们完成了一次系统完整升级，同时找出了我们之前失败的原因。然后，在公众的完全视野内，你必须展示出你是不是为了更伟大而存在，或者你需要重新回到起点。那是一个伟大的日子，一个伟大的夜晚。那晚在我家我们喝了很多香槟，可能是我喝过最多的。第二天我感觉不太好，但我还是去上班了。这对整个商业市场来说是一次重要的事件，可以与我们分享一下为什么这么重要吗？
Well, first of all, no one had ever landed a rocket before, right? That was the start and the key piece of the technology necessary to reuse rockets. So some, I know there are some space nerds out there, but there are many of you that are not. By the way, if you are a space nerd, you should wear that proudly. I certainly do. But rockets before SpaceX and to some extent the shuttle did it, but, but there was, there's no fully reusable launch system. Rockets launch and then they either disintegrate in the atmosphere of the second stage does or they just get dumped into the ocean right now.
首先，以前没有人成功着陆火箭，对吧？这是重复使用火箭所需的技术的开端和关键部分。我知道有些人对太空技术很着迷，但也有很多人不了解。顺便说一句，如果你是太空技术爱好者，你应该为此感到骄傲。我自己就是。在SpaceX之前和优化之前的穿梭机实现了这一目标，但是，没有完全可重复使用的发射系统。火箭发射后，要么在大气层中分解，要么第二级轨道器就被放弃在海洋中。
So imagine what air travel would be like if you took an airplane from San Francisco to New York and you had to toss the aircraft after that flight. Like life and society in the world would be so different if you couldn't reuse your aircraft. And so we take that same approach with space travel that you have to be able to reuse your rockets in order to facilitate human access to space, which I think is incredibly important. So that was the start and we had tried many times before.
想象一下，如果你从旧金山飞往纽约，完成这次飞行后，就不得不将飞机扔掉，那么空中旅行会是什么样子？如果你不能重复使用飞机，生活和社会将会变得非常不同。因此，我们在太空旅行中采取同样的方法，即必须重复使用火箭，以促进人类进入太空，我认为这是非常重要的。这就是我们的起点，我们之前尝试了多次。
We tried parachutes, but they rip off in the speeding through the atmosphere. So that was just an extraordinary piece of technology, guidance, navigation, control, you know, hyper retroactive propulsion, crazy, hypersonic retroactive propulsion. It was just amazing. It was great and it started our ability to refly rockets. We didn't refly that one. That one is sitting outside the front of our building in Hawthorne, California. You can drive by it and see it in fact. It's kind of a neat monument.
我们曾尝试使用降落伞，但在快速穿越大气层时它们会被撕烂。因此，这只是一个非凡的技术成果，包括引导、导航、控制和高超的逆向推进技术，以及疯狂的高超音速逆向推进技术。那是太棒了，这启动了我们再次使用火箭的能力。我们没有再次使用那个火箭，它现在外面停放在我们位于加利福尼亚州霍桑的建筑前。事实上，你可以开车经过那里看到它，那是一个很不错的纪念碑。
But we have, I don't want to say perfected because we have not perfected, but we have operationalized the ability to land rockets, refurbish them and refly them. Our goal is to be able to do that like an airplane, like I was saying in the back room, you know, they said something someone asked something about, you know, rocket efficiency and we're not very efficient. We actually aspire to be as efficient as the airline industry. And that's probably horrifying to many of you in the audience because you probably don't think that the airline industry is particularly efficient, but it's way better than we are. So it's still a nice model to use.
但是我们已经能够实现着陆火箭、对其进行翻新和再次飞行的能力，我不想说我们已经完美地实现了这一点，但我们已经将其落地运用。我们的目标是能够像飞机一样做到这一点，就像我在后台所说的一样。但有人问到了火箭效率的问题，我们目前的效率并不高，我们的目标实际上是与航空公司行业同样高效。这可能会令你们中的许多观众感到震惊，因为你们可能认为航空公司行业并不特别高效，但它的效率比我们要高出很多。因此，这仍然是一个不错的参考模型。
So after this in 2015, this really became routine. Space X was launching dozens and dozens of trips up into space every year. In May 2020, mainly the pandemic, you took another huge leap and it involved humans. You launched two astronauts to the National Space Station, the first astronauts to launch on a private vehicle and the first to do so from American soil on any vehicle in nine years. We were doing it with the Russians. How did you carry that responsibility and how do you prepare the team for it?
在2015年后，Space X开始变得日常化。他们每年都会进行数十次的太空旅行。在2020年5月，主要受到疫情的影响，您又迈出了一大步，这次涉及到人类。您发射了两名宇航员前往国际空间站，这是第一次由私人航天器发射宇航员，并且这是9年内从美国本土的任何车辆发射宇航员的第一次。我们曾与俄罗斯人合作发射宇航员，您是如何承担这个责任的，而且您如何为团队做好准备呢？
So first of all, keep your head high. Don't show your anxiety, but I honestly hate crew launch days. I just don't like them. It's nerve-wracking. It's one thing to have a failure when you've got a satellite, even a billion dollar, three billion dollar satellite on top. You can't put a price tag on the two to four people that are sitting on top of that rocket and it's hurtling through the atmosphere. So it's quite anxiety-producing. It's always a huge relief to get drag into orbit, get drag into the International Space Station and then say, okay, NASA, they're yours now until we have to bring them back downhill six months later.
首先，请保持头脑冷静。不要表现出你的焦虑情绪，但是说实话，我真的不喜欢船员发射日。这让人紧张不已。当你手头有一个卫星，甚至是价值十亿、三十亿美元的卫星时经历故障，那就是一回事。但是当有两到四个人坐在火箭上穿越大气层时，他们是无价之宝，你不能用金钱来衡量。这会让人非常焦虑。当把他们送入轨道、送到国际空间站后，我们就可以松一口气了，NASA接手后我们再等待六个月后把他们安全带回来。
So keep people focused on the work for sure. Don't let them show your anxiety. You know, don't let them see my anxiety even though I've talked about this enough. They all know I'm scared enough during launch day on this. Follow your routine, be keenly aware. Make sure you've got employees that feel very comfortable talking about, hey, I might have screwed this up. Can we go back and look at the data and make sure that I didn't screw this up on the rocket or the spaceship. Yeah, keep them focused on the business. Don't show how nervous you are and pray.
确保让人们专注于工作。不要让他们看到你的焦虑。你知道，即使我已经谈论了这个问题，也不要让他们看到我的焦虑。他们都知道我在发射日很害怕。保持惯例，保持高度警觉。确保你雇用的员工感到非常舒适，可以坦率地谈论，嘿，我可能弄糊涂了。我们能回头看一下数据，确保我没有在火箭或宇宙飞船上搞错吗？是的，让他们集中精力在业务上。不要表现出你有多紧张，祈祷。
So even this has become routine now. I think you've launched four trips to the International Space Station and something like that. So we did Bob and Doug and then we just flew CRS-4 and then we also flew Axiom and then we did Jared and his team. That's true. Okay, so seven.
现在，即使这也变成了日常事务。我认为你已经发射了四次前往国际空间站的任务，类似于这样的。所以，我们进行了鲍勃和道格的任务，然后我们只是进行了CRS-4的任务，我们还进行了宙斯一号的任务，然后我们进行了贾里德和他的团队的任务。确实是这样。好的，一共七次任务。
（翻译已经尽量简明易懂了，如有不妥之处请见谅）
So let's talk about the future then because you know, and let's talk about Starship, which is the big bet you have as a future or as this rocket was previously called the big Falcon rocket. BFR. BFR. Who chose to rename it? Well, Elon named it the first time. And Elon named it the second time. Got it. There was one in between two, ITS. Interstellar was over there. Yeah. Starship is better.
让我们谈谈未来吧，因为你知道，我们要谈谈Starship，这是你们未来的一大赌注，或者就是这个火箭以前被称为的大猎鹰火箭。BFR，是谁决定改名的？呃，第一次是Elon给它起名的，第二次他又改了名字。中间还有一个叫做ITS（星际运输系统）的名字，但最后确定的是Starship（星舰）。
What's so different about this bet and what does it mean for humanity? So the difference here for those of you that are not space geeks, this first stage goes up, delivers the second stage to carry on its way to orbit, comes back. It's the first stage, but the second stage is now reusable. It drops off the payload, takes people around the moon, takes people to Mars, whatever it is, and then it comes back and lands. Our second stage right now is not reusable on the Falcon program. Our third stage, if you look at a dragon, is reusable. Not very operationally, right? It lands in the ocean, get helicopters and ships to go get it out of the water, take it back, clean off the salt water, refurbish it and refly it. A dragon takes currently like 90 days, we're trying to get it down to 45 and then even faster.
这次的赌注有什么不同之处，对人类意味着什么呢？对于那些不熟悉太空技术的人来说，这次的第一阶段升空，将第二阶段送入轨道，然后返回地面。这是第一阶段，但第二阶段现在可以重复使用。它可以卸下货物，在月球上载人，到火星上载人，或者进行其他任务，然后再返回并降落。我们现在使用的“猎鹰”计划中，第二阶段不可重复使用。如果看“龙飞船”，第三阶段是可重复使用的，但目前操作性不是很强，需要从海洋上进行光顾，用直升机和船只将飞船拖回，并清理掉海水和修复再重新飞行。目前“龙飞船”需要约90天，我们正在努力将这个时间缩短到45天，甚至更短。
But that's not very operationally efficient. Starship is meant to launch land on the pad, on the pad. The arms come and pick up another starship, pick it up, put it back on the pad, and launch within an hour. So like an airplane. That's the plan. And it's supposed to take us either to Shanghai or to Mars, right? Hopefully some version of this would take us to another star system.
但这并不是非常高效的运作方式。Starship 的设计是要在平台上发射降落到平台上。机械手臂会来接另一艘Starship，把它放回平台上，然后在一个小时内再次发射。就像飞机一样的计划。它的目的是要带我们到上海或火星，希望某个版本能够带我们到另一个恒星系。
Which would be so great. So I talked with the development of this, because there's something remarkable about that. As you mentioned, it's supposed to be fully reusable. I saw many estimates online, but each one of these costs somewhere around $200 million to build. That might be a wild guess. But your product development strategy seems to be to blow one of these up every few months.
这将是非常棒的。因此，我与开发人员交谈了一下，因为这很了不起。正如你所提到的，它应该是完全可重复使用的。我在网上看到了很多估算，但每个建设成本大约在2亿美元左右。这可能是个大胆的猜测。但你的产品开发策略似乎是每隔几个月就炸掉一个这样的产品。
So let's take a look at star-ship number nine. Prepare to restart two engines, flip the vehicle vertical, then transition to one engine for the landing burn. So that seems expensive. I'm completely different to how traditional rocket technology works. They make the whole rocket as perfectly as possible. They win-tust it, and they say once it's perfect, we'll try to flight-tust it. These are prototypes that you just keep going.
让我们一起来看看第九艘星际飞船。准备重新启动两个发动机，将飞行器竖直翻转，然后转换到一个发动机进行着陆燃烧。所以这听起来很昂贵。这与传统的火箭技术工作方式完全不同。他们会尽可能完美地制造整个火箭。他们测试它，一旦完美了，我们就会尝试测试他们。这些只是你不断推进的原型。
What's behind that we are thinking about rocket technology? This isn't very well understood publicly. I'm a little surprised we don't talk more about it. We are much more focused for the star-ship program on production, building the system that will build the system. Then we are on the rocket technology itself. I didn't touch anything. I break hardware by walking the line, so this makes me nervous. We know how to get rockets to orbit. We know how to do that. This is a completely different one.
我们对火箭技术的思考背后到底是什么呢？这在公众中并不是很清楚。我有点惊讶为什么我们不谈论得更多一些。我们在Star-ship计划上更注重的是生产，建造能够建造系统的系统，而不是火箭技术本身。我什么也没动。我走在线上就会让硬件坏掉，这让我很紧张。我们知道如何将火箭送入轨道。我们知道如何做到这一点。但这是完全不同的一个问题。
We are very confident in our ability to figure out how to do that. We were much more focused on, can we produce a rocket that can get to orbit? Like really produce Falcon. We produce between 7 and 11 Falcon first stages per year. We're producing a second stage every week right now. What we want to be able to do is produce a rocket a day or come much closer to automotive.
我们非常有信心能够弄清楚如何做到这一点。我们更加关注的是，我们能否生产一个能够进入轨道的火箭？例如真正的猎鹰火箭。我们每年生产7到11个猎鹰火箭一级火箭。现在我们每周生产一个二级火箭。我们想要做到的是每天生产一枚火箭或更接近于汽车化程度。
If you are going to take people to Mars, you're going to go in a flotilla or a swarm. I don't even know yet what the right term is yet for a group of starships to head to Mars. You're going to need a bunch of them. And producing five a year isn't going to get you there. You really want to launch hundreds on that synotic period with Mars when you're taking people there. We need to have a production system build rockets. Much like a production system to build cars. Maybe not quite so many. I don't think we need a million a year. But we need more than a couple hundred. That's all about the production system.
如果你要把人带去火星，你需要一支舰队或一群飞船。我甚至还不知道将前往火星的星际飞船组称为什么才是正确的术语。你需要很多飞船。每年只生产五个是不够的。当你带着人去火星时，你真正需要在与火星同步的那段时间发射上百架飞船。我们需要建立一个生产系统来制造火箭，就像制造汽车一样。可能不需要那么多，我不认为我们每年需要一百万架。但我们需要的飞船数量要超过几百架。这一切都取决于生产系统。
We will get this to orbit. I'm not saying it's easy because it's very different. You'll see the way, well not the orbital part but the landing part is very different. We belly flop to dissipate the heat and then convertical right at the last second. It's different from the way we do it and I'm Falcon. And we did it. We stuck a landing, bringing the starship back. Now it wasn't for more bit. It was just for altitude. It was not for more bit. So you're trying to do really hard things.
我们将使它进入轨道。我并不是说这很容易，因为这非常不同。你会看到，其着陆方式与我们之前的猎鹰号发射系统非常不同。我们会进行腹部翻滚来分散热量，然后在最后一秒转变方向。这种方式与我们之前做的都不同。但我们已经成功着陆，将星舰送回来了。现在我们还没有进行更多的测试，只是测试了高度。所以这些事情都十分困难。
I want to talk about what that load. Space six has the most ambitious goals on the tidest of timelines. What's our latest timeline on getting to Mars? Getting to Mars? I think we'll put people down within a decade. You're in charge of. I know, I'm crazy. You're in charge of executing on that goal to get human beings to Mars within a decade. That's more Elon than me. But I'm here to help. Right. But how do you balance those ambitious goals? Which maybe Elon comes out and says, and getting the team comfortable that is possible? So there's a couple of strategies to do that.
我想谈谈负荷的问题。六号空间在最短的时间内拥有最雄心勃勃的目标。我们最近计划何时能够到达火星？到达火星？我认为我们会在十年内将人类送到那里。你负责。我知道，我有点疯狂。你负责实现这个目标，在十年内将人类送到火星。这更像是埃隆的风格。但是我会帮助你的。对。但是，你如何平衡这些雄心勃勃的目标？这也许是埃隆会说的，如何让团队相信这是可能的呢？那么有几种策略可以做到这一点。
First of all, you always aim high. We have achieved everything we have wanted to. Never in the timeline. We fail on timeline but that feels like the right fail to make as opposed to not achieving what you're trying to achieve technically. So you demonstrate that you've been able to do these crazy, insane, absurdly ambitious things in the past. You can continue. you know, pump people up to do it again.
首先，你总是瞄准高点。我们已经实现了我们想要实现的一切，虽然可能没有按原定时间完成。但是，这种失败是正确的失败，与技术上未能实现自己的目标不同。因此，你展示了过去你能够做这些疯狂、疯狂、非常雄心勃勃的事情。你可以继续努力，并激励人们再次努力。
And you try to pull apart the seemingly impossible situation and how are we going to design and develop this. And you pull it into smaller pieces. You build a prototype. You test it. You put prototypes, you know, subsystems together and you test that. And you kind of use a building walk approach to reach your goals. And the team. They're very enthusiastic about it. It's the biggest of goals. It's like whatever. Rockets are super cool.
你尝试解决看似不可能的情况，思考如何设计和开发。你把它拆分成更小的部分，建立样板，进行测试。你把样板和子系统组合在一起，进行测试。你采用建筑式的方法来达成目标，团队非常热情。这是一个非常宏大的目标，就像火箭一样，非常酷。
So you've been at SpaceX for over 20 years now. This year. Yeah. And now you lead a team basically of 12,000 people. What have you learned about your leadership style over the years? What are you wishing you now? You knew then that you know now. Let me answer the other stuff first. I'm not a regretter. So it's really hard for me to kind of go back and say, oh, I wish I did this thing.
你已经在SpaceX工作超过20年了。今年是吧。现在你领导着一个大约有12,000人的团队。这些年来，你学到了什么关于自己的领导风格？有没有什么你现在渴望知道但当时不知道的东西？让我先回答另外的问题。我不喜欢后悔。所以对我来说很难回头说，哦，我希望我做了这件事。
I'm a very collaborative leader. Actually, I've got some employees here. You can tell me if I'm a BS artist or not. I like to get to solicit people's opinions, but I'm not afraid to make a decision. I need more data than Elon does to make a decision, in fact. And I don't know whether that's experience or risk taking. I don't know what it is, but I like a little bit more data, but I definitely like making decisions. I like to hear the conversation until you're done, and you have to make a decision. And it's rare that you get people to agree on any topic. Right? So you collect the best data that you can. You listen as hard as you can. You ask questions. You bring more data back, and then you got to go.
我是一个非常善于合作的领导者。实际上，我在这里有一些员工。你们可以告诉我，我是否是一个骗子。我喜欢征求人们的意见，但不害怕做出决定。实际上，我需要更多的数据来做决定，比埃隆需要的还多。我不知道这是经验还是冒险，但我喜欢更多的数据，但我肯定喜欢做决定。我喜欢听完所有的讨论，在做出决定之前。而且，很难让人们在任何话题上达成一致。所以你尽可能收集最好的数据，倾听尽可能多的意见。你提出问题，再带回更多数据，然后你就要做出决定了。
Yeah. So it's a slightly different question. Your job is to run the business, right? Sometimes things come up in the organization that are core to the culture, that are core to who you are as an organization. The sectoral misconduct allegations against Elon last week are just maybe one example of that. I'm wondering how you think about those moments, those moments of truth, and how you think about responding to different stakeholders.
是的。所以这是一个略微不同的问题。你的工作是经营公司，对吧？有时组织中会出现一些对文化、对公司本质重要的事情。埃隆上周的部门不当行为指控可能就是其中之一。我想知道你如何看待这些时刻，这些真相之时，以及你如何考虑如何回应不同的利益相关者。
So I think leaders in any business face, adversity, and really hard challenges. And what's most important is that, first of all, you think hard about what happened, what the response is going to be, and I think you just have to be really honest with yourself about what the right approach is. I did send a letter. I came out last night, very exciting for this particular discussion here. I did send a letter to employees. They were screaming to hear from me. And I was advised to not send that letter. Not by legal, but by my press team. And I said, you know what? First of all, I have to speak to the people. I have to speak to my employees. They're the reason why SpaceX is what it is. And I care deeply about them. But I knew I would have, no matter which way I played that, someone was going to be unhappy with me. But I had to say it. I have worked for Elon for 20 years. I don't believe he could have done what he was accused of. But he is imperfect. He's imperfect. I'm imperfect. And I thought being honest about that was the right approach, regardless of what my team told me to write or not. What was left out of that letter, by the way, is the end where I basically say, we are SpaceX's who we are because of you. And if you ever feel uncomfortable or work, please call me. So that part always left off. And anyway, so you face adversity. And I think the only way to get through it is to make sure you understand the situation to the greatest extent you can. And then be honest with yourself. And pick a path and do it. And don't be afraid to say you made a mistake if you make a mistake. I'm Irish. That's very Irish, by the way, to admit you are a dummy. And I'm not admitting that in this case, by the way, I'm saying one should be willing to do that.
我认为任何企业的领导者都会面临逆境和非常棘手的挑战。最重要的是，首先你要认真思考发生了什么，将会有什么回应，而且我认为你必须对正确的方法非常坦诚。我确实写了一封信。昨晚我公开发表了非常令人兴奋的讨论。我确实写了一封信给员工。他们想听我的意见。我的发言团队建议我不要发那封信。而不是法律团队建议我不要发那封信。我说，你知道吗？首先，我必须跟员工交谈。他们是SpaceX成功的原因。我非常关心他们。但是我知道无论我怎么做，都会有人不满意。但我不得不说。我为Elon工作了20年。我不相信他会做出被指控的事情。但他是有缺陷的。他是有缺陷的。我也是有缺陷的。我觉得诚实面对是正确的方法，无论我的团队让我写还是不写。顺便说一句，被省略的这封信的结尾基本上是我说，我们是SpaceX的员工因为有了你们。如果你在工作中感到不舒服，请给我打电话。而这部分总是被省略。所以你面临逆境。我认为唯一的方法是确保你尽可能了解情况，然后对自己坦诚，选择一条路径并去做。如果你犯了错误，不要害怕说出来。我是爱尔兰人。说你是傻瓜非常爱尔兰，顺便说一句，在这种情况下我不承认我是傻瓜，我是说人们应该愿意这么做。
Speaking of mistakes, I've heard that SpaceX has a culture of feedback. That's something we take very seriously here at the GSB as well. We have a whole class where we learn how to get feedback. Feedback is a gift, it is a continuous motto of the school almost. I'm wondering how SpaceX operationalizes that in the day to day.
说到错误，我听说SpaceX有一个反馈文化。这也是我们在GSB非常认真对待的事情。我们有一门课程是学习如何获得反馈。反馈是一份礼物，几乎是我们学校的持续座右铭。我很想知道SpaceX在日常运营中是如何实现这一点的。
So critically important, 360 feedback. And immediately, the sooner you get feedback, the better off you are. That's a golden nugget of data on how you are impacting your co-workers, your company, the project. So that feedback is so critical. So give feedback as quickly as you can. And we always try to tell people to do it. Our review system, we require that you get reviewed 360 feedback from at least three. Sometimes, if you've got employees that are really great in some areas and really not great in other areas, you try to solicit more feedback to figure out what's going on in those areas and try to work with them to figure out how you can get people to this place where it's all contribution all the time. So it's in our review system. We talk about it at the first day of work. Please give feedback. But engineers, well, you know, and it's not really human nature to be willing to look someone in the eye and say, hey, that was not helpful. Not super helpful. Could you do it this way? You know, be objective. Try to not personalize it. In almost every case, and feedback could be technical. It doesn't have to be like, hey, you were total jerk to me and I'm really mad about it. But in almost every case, the person, at least in my experience, person is not intending to do bad things. They either made a mistake. They were unaware. So I think approaching it as not taking it not personal, but just talk about how this situation impacted you or how this person's work, caused your work to not be great. You couldn't finish your project or whatever. It's just really important. Exactly what we preach here as well.
360度反馈非常重要，而且最好越早收到反馈越好。这是一条关于你对同事、公司和项目影响的重要数据。因此，反馈非常关键。尽快给出反馈意见，我们总是鼓励人们这么做。我们的评审制度要求你至少从三个人那里得到360度的反馈，有时，如果你的员工在某些方面非常优秀，但在其他方面却不太行，那么你会尝试收集更多的反馈来了解发生了什么，然后尝试与他们合作，找出如何使人们始终贡献的方法。我们在员工的入职第一天就会谈到反馈问题，请给出反馈意见。但是，对于工程师们来说，要面对某人并说：“嘿，那很没用，你能不能换个方式？”并不是人类本性。试着保持客观，不要将问题个人化。在几乎所有情况下，反馈可以是技术上的，也不一定像“你对我很过分，我很生气”的情况。但在我经验中，几乎所有的人都不是有意做坏事的。他们可能犯了错误，或者他们不知道某些事情。因此，我认为，不要将反馈个人化，只是谈谈这种情况对你或你的工作带来的影响，重要性就在于此。我们在这里也强调了类似的观点。
Before we go to Q&A, I know there are a lot of great questions in the audience. Two questions again about the future. Ferrison, you already made a reference to this. What comes after Mars?
在我们进行问答环节之前，我知道观众中有很多好问题。再有两个关于未来的问题。Ferrison，你已经提到过这个问题。火星之后会有什么？
Yeah, so we are not working on a ship that yet has the propulsion technology to take us to other star systems. But I certainly hope that Mars is that example that shows that humans can live beyond planet Earth, and that we will focus on propulsion technologies or some way of getting to a place that would otherwise take 4,000 or 5,000 years. So I'm very excited about that. It will not happen in my lifetime, but I hope that some of the work that we're doing will kick off the aspiration to go do that.
所以，我们还没有拥有足够的推进技术，可以将我们带到其他恒星系。但我肯定希望，火星可以成为一个例子，证明人类可以在地球之外生存，并且我们将专注于发展推进技术或其他方法，以便能够到达需要4,000或5,000年的地方。所以我对此非常兴奋。虽然这不会在我的有生之年发生，但我希望我们正在进行的一些工作可以激发出这样的雄心壮志。
Like the shows that you watch, you know, we can't. And they're always about war by the way. Star Wars. What is that? Star Trek is not necessarily about war, but it's still military. I don't know why it is that way, but hopefully we can go there in a civilian way and meet other sentient beings, and that would be great. Yeah, it would be quite something.
就像你看的节目一样，我们也不能。而且它们总是关于战争的。例如星球大战，那又是什么呢？星际迷航并不一定是关于战争的，但它仍然是军事主题。我不知道为什么会这样，但希望我们能以平民的方式去那里，与其他有感知能力的生命体相遇，那将是非常棒的。是的，这将是非常特别的经历。
So for the second question, I actually want to bring us back to Earth to this auditorium, because many of us are thinking about our very immediate future. So I checked this morning, I graduate in two and a half weeks as do many of my classmates here. You're our last view from the top speaker of the year. You have the stage. What advice would you have for us as we embark on the next chapter of our lives?
所以，对于第二个问题，我实际上想把我们带回到这个礼堂，因为我们中的许多人都在思考我们非常近的未来。今天早上我查了一下，我将在两个半星期后毕业，和我在这里的许多同学一样。您是我们今年的最后一个顶级演讲嘉宾。您有让我们在人生下一章开始时的建议吗？
So it's a very simple statement, and I'll follow it up with a couple of examples. You want to take risks in your career. You absolutely want to take risks. Yeah, maybe in your life too, although you have to balance, right? You got to balance it. I almost said no to Elon when he asked me to join SpaceX. It would have been. So I would look back. I'm not a regreter. That is the one thing that I would go back and regret.
这是一个非常简单的陈述，我将用几个例子来跟进。在职业生涯中，你希望冒险，绝对要冒险。也许在你的生活中也是如此，尽管你必须平衡，对吧？你必须平衡。当埃隆邀请我加入 SpaceX 时，我几乎要拒绝了。这本来会是一个后悔。我不是一个后悔者。但这是我唯一会回头后后悔的事情。
I almost said no when Elon asked me to be president. Because I really loved my job. My colleagues, my brother and sister VPs were great compatriots, and I thought it might be weird to be the boss. So I almost said no. And I'm so glad that I didn't, but it felt like a risk to say yes there. And then this is a more personal risk. So when I first met my current husband, husband number two, sorry. We had our first date, and I thought he was roughly my age. Roughly my age.
当Elon让我担任总裁时，我几乎拒绝了，因为我非常喜欢我现在的工作。我的同事、兄弟姐妹的副总裁们都是很好的同事，而我觉得成为老板可能会有些奇怪。所以我几乎要说不。但我很高兴当时没有这样做，不过当时我也感到了风险。这是一个更加个人的冒险。所以当我第一次见到我现在的丈夫，对不起，我是指第二个丈夫。我们有了我们的第一次约会，我以为他和我差不多一岁。
And then he said something about the Gulf War and wanting to have been a pilot. I was like, Gulf War. Like, how? And we were in the car and I looked over and I'm like, how old are you? And he was about eight years younger than me. I was like, not interested. Why would I go out with this infant? No way. And luckily, I didn't take that little voice in my head. And I took the risk and dated a much younger man and happily married. So it's not really silly, but a little personal. But I almost said, I am not going to date someone that's eight years younger than me. That is weird. Anyhow, took the risk, paid off. What a great note to end on. With that.
然后他提到了海湾战争，还说自己曾想成为一名飞行员。我当时很惊讶，海湾战争？那怎么可能？我们当时在车里，我看着他问：“你多大了？”结果他比我小八岁左右。听到这个，我就觉得自己根本没兴趣跟这个像个小孩一样的人约会。幸运的是，我没有让这个想法占据我，而是决定冒险尝试跟这个年轻的男人交往，最终结为夫妻。所以虽然有点私人，但其实这件事挺有意义的。我几乎说出了“我不会跟比我小八岁的人约会，那太奇怪了”。但是我决定冒险一试，最终收获了幸福。这是一个很棒的结尾。
Before we close, and we are almost out of time, wanted to do a traditional view from the top lightning route. Oh, okay. Ready? I'm terrible at these. Okay. Would you rather live in the universe or the metaverse? I'm not sure what the metaverse is by the way, but I think I'm all universe all the time. I'm not a student here who knows what the metaverse is.
在我们结束之前，我们几乎没有时间了，想要做一个传统的俯瞰闪电回答。哦，好的。准备好了吗？我不太擅长这个。好的。你更愿意生活在宇宙还是元宇宙中？顺便我不太确定元宇宙是什么，但我认为我一直是宇宙派的。我不是一个知道元宇宙是什么的学生。
What are your favorite pre-launch, which you mentioned before? Oh, I put the inside of my shoes with sticky notes that say Scotland on them. So I am in Scotland for every launch because we got to orbit for the first time when I was in Scotland. And the only gross thing about that is if I don't take them out right away, you like stepping on paper and it kind of disintegrates and then you get like feet paper all over the place. And you really have to vacuum it up. It's pretty gross.
你之前提到过你最喜欢的发射前仪式是什么？哦，我会在鞋子里放上写有“苏格兰”的便签纸。这样我就能在每次发射前像在苏格兰一样。我们第一次进入轨道时我正在苏格兰，所以这个仪式特别有意义。但唯一恶心的一点就是，如果我不及时取出便签纸，你就会踩在上面，然后纸就会分解并沾满你的脚。这时你就必须仔细清洁。真的很恶心。
Toast-launch, rituals? I don't have a post-launch ritual, actually. Avert celebration. Champagne. Every time? No. Every launch. Well, we're launching a lot. Maybe not every time. Maybe not every time. Certainly not during the day at work. That's an at-home thing.
Toast-launch，仪式？实际上我没有启动后的仪式。回避庆祝、喝香槟。每次启动都要这样吗？不是的。我们经常启动。也许不是每次都要这样。也许不是每次。当然不是在工作日白天。这是在家里做的事。
Favorite space movie? Firefly. And that's the show. But there also was a movie. Firefly. Hands down. And you have a starship at your disposal. It's yours. You can go anywhere on Earth or into space. What would you take it? I'd go to the moon. Orbit or land? I would like to land. Successfully. Yeah, I love the moon. And why the moon are not Mars? Mars is six months. It's further. I don't like to camp.
你最喜欢的太空电影是什么？是《飞天船》。不过其实还有一部电影也叫《飞天船》。毫无疑问，我最喜欢的就是这部电影。如果你有一艘宇宙飞船可以使用，你可以在地球任何地方或者太空中任意穿梭。你想去哪里？我想去月球。是绕月球轨道还是成功着陆呢？我想要成功着陆。我喜欢月球。为什么不去火星呢？因为到火星要六个月，太远了。而且我不喜欢露营。
So you're traveling for six months to really camp in the most extreme way. Humans have ever camped. Whereas camping on the moon, it feels like, ah, if you hate it, you just. How about that? You just come home. Or you can put up with it for a couple of days and then you just get home. Mars, you're kind of stuck for two years.
这段话是说，你将要花费六个月的时间进行最极端的野营旅行。相比在月球上野营时，如果你讨厌野营，你只需要回家就行了。或者你可以忍受几天后就回家。但是在火星上，你会被困在那里长达两年。
Please welcome me in thanking Wendtowell.
请大家和我一起感谢Wendtowell。