little technology to aid in our efforts and no experience operating at all beyond low Earth orbit. And yet in that remarkably short span of time, the ambitions of generations once confined to the pages of science fiction became humanity's greatest achievement. And for the first time in billions of years, life born on Earth would set foot on another world. And here we are today very much in a new space race. And despite decades of accumulated knowledge and extraordinary advancements in technology, this race will be much closer than it ever needed to be. And why is that? I mean, China achieved its John Glenn moment, its first solo orbital human space flight just 23 years ago. Now, at that point, not only had NASA won the first space race, we put our astronauts on the moon six times. And at that point, we had flown 113 space shuttle missions before China had put their first astronaut in space. And from there in 2003, a Chinese space program once in its infancy has since deployed hundreds of communication satellites, earth observation satellites, military satellites. They've developed autonomous lunar landers and rovers. They've returned samples from the far side of the moon. And they are preparing alongside Russia to build a moon base of their own. Now, China will soon have reusable rockets. They have spacecraft and landers and an infrastructure for a credible two launch architecture to put their astronauts on the lunar surface in the next three years. Now this is a story as much about their discipline, focus and urgency. It is about the weight of institutional inertia and misplaced priorities and decades of decisions some imposed upon us and others of our own making that have held America's space program back. And that brings us to the moment we find ourselves in today. Because the appetite, the appetite for tolerating and defending the status quo has reached its conclusion. No longer will we create programs that are too big to fail and too costly to succeed in the hopes of trying to make everyone happy. We will not compromise our architecture, performance, or capabilities to accommodate the lobby of suppliers or to preserve technologies. Time has passed. We will not allow layers of process and bureaucratic inertia and endless deliberation take precedence over engineering progress and getting hardware built and flown. We will not outsource our expertise anymore. And we will not delude ourselves into believing that more time, more money, and flying less will somehow make our work safer or more achievable. We are here for the mission and to deliver the outcomes the world expects of the most accomplished space agency in history. And what I am describing, this is not some long overdue disruption. It's not entrepreneurial thinking or tech industry pixie dust or some new management philosophy. It's about our own history. It's a playbook this agency knows really well. The same playbook that went from Apollo 7 splashdown to Apollo 11 in just 9 months. And as extraordinary as those achievements were, they should not represent the upper limits of what NASA is capable of, but the standard that we should continuously aspire to exceed. Which is why we are bringing that intensity, that discipline, that engineering ownership back to NASA because great nations do not remain great by being caretakers of history, but by continuously making history.
So soon you're going to hear from NASA's associate administrator and chief engineer Amit Shhatria and leader of the Artemis program Jeremy Parsons and they're going to tell you what we've gotten right. They're going to tell you what we've gotten wrong and the extremely hard work ahead on America's return to the moon. Because confronting our shortcomings and doing something about them is how confidence is earned. It's how cultures are changed and it's how the might of a great space agency is once again unleashed. Amit and Jeremy will talk to you about the Artemis 3 hardware being assembled right here at Kennedy Space Center, what's on track, the absolutely outstanding performance of the workforce that has cut the assembly and integration schedule in half, and the work ahead toward a year-end tanking test and a summer 2027 Artemis 3 launch. And when Artemis 3 does fly next year, we will have exercised those big rocket muscles that we will have strengthened and in the process bring together three of the world's most powerful rockets alongside the Orion spacecraft and the two human landing systems in development to test the interoperability and capabilities we're going to need before the next mission. They will talk to you about Artemis 4 and the optionality we are preserving to give both of our lunar landing partners the greatest opportunity for readiness in advance of astronauts landing on the moon in 2028. And we have no intention of surrendering a viable path to the surface before the data and schedule compels us to do so. You will learn how the moon-based missions, especially Blue Origin's New Glenn rocket and Mark 1 landers, share important commonality with the transfer stages and crewed landers that will follow. These missions will do far more than lay the first kind of figurative brick of America's moon base. Every mission is going to provide invaluable engineering data, reduce risk, and build confidence in the crewed landings ahead. And when American astronauts do take their first steps on the lunar surface in 2028, a rover and the first elements of an enduring human presence on the moon will already be waiting for them. So like the space race of the 1960s, we are hardly in a position to set it and forget it with respect to our planning. We will never stop listening to data and adapt as circumstances require just as we did during Gemini and just as we did during Apollo. Now that means simplifying and dramatically reducing the mass of our lunar space suits, means improving our upper stage performance to get Orion closer to the moon and modifying Orion to accommodate different lander requirements. Now, in this incredibly demanding and dangerous business of putting astronauts on the moon, NASA must own the near impossible rather than shifting the burden to our partners. That is how we give Artemis 4 the greatest possible chance of safely and successfully returning Americans to the lunar surface in 2028. And to be really clear, there are serious engineering challenges ahead. Getting Orion to low lunar orbit means solving propulsion and spacecraft integration problems that were left unaddressed for far too long. Advancing two very different landing systems requires demonstrating capabilities ranging from complex launch campaigns, large-scale cryogenic propellant transfer to the aggregation of stages in orbit. These are not trivial matters to solve and no amount of my enthusiasm or schedule pressure changes the laws of physics. What we are undertaking is ambitious. It's extraordinarily difficult and years of decisions both within and beyond the walls of this agency have cost us time and resources that we never had to spare. But the agency we are reinvigorating and the extraordinary vehicles our industry partners are building are worth every bit of that effort. This will not be a repeat of the flags and footprints. These vehicles are being designed to dramatically reduce the cost of delivering mass to orbit and to the moon to support longer surface operations, enable more frequent astronaut missions, and transform what will begin as a small scientific outpost into something that may one day resemble a city on the lunar surface. This mountain of effort is our opportunity to potentially spark a lunar economy, to unleash scientific discovery, to learn to live and work beyond our home planet, and mature the technologies we will need for the day when NASA astronauts embark on humanity's next giant leap to Mars. Now, we will never compromise on testing and qualifying the hardware that our astronauts and frankly America's space program depends upon. And we will never launch until we are ready. But we will not accept that great achievements simply require more time and more money. Nor will NASA sit idly by and watch one of the most consequential moments of this new century pass to our overseas competitors. We are rebuilding the workforce and core competencies that eroded over decades. We are restoring our ability to design, build, test, and fly hardware our missions and industry partners depend upon. We are deploying talent from across NASA centers and throughout the supply chain to attack the critical path. Every vendor and partner should understand that when a schedule is broken, NASA personnel will be knocking on the door and not to observe, not to write a paper or convene a committee, but to roll up their sleeves and solve problems. This is what extreme ownership looks like and the capabilities we are rebuilding today will serve America long after the first astronauts return from the moon. This is a very energized NASA and the updates you hear today are only a small part of that story. I am beyond proud of how the team has responded since our ignition event earlier this year. And you can see it here at Kennedy in the vehicle assembly building, in our machine shops that are running around the clock across our centers and throughout our industry partners because there is of course much, much to do. And that brings us to where all of this began when the men and women of this agency were in the homestretch of a great race with extraordinary challenges still ahead. We find ourselves at a similar moment under very different circumstances with perhaps even more at stake. And just as the Apollo generation rose to the occasion, so too will the young engineers that are working late at night right now in Orion, the welders that are helping to modify Centaur and the mobile launcher, the technicians that are in the machine shops, the flight controllers preparing for Artemis 3, and the intern getting that first glimpse of what it means to be part of NASA. The work they do from here, the obstacles they overcome, the culture they create, and the agency they reinvigorate will make possible the dreams of tomorrow. And my hope is when the history books look back on this time, the politics over which rocket and landers carried us to the moon, how long it took and at what cost will be a footnote compared to all that followed. That when the time came, the Artemis generation chose to go and we went. And thank you. And I'll turn over to associate administrator and chief engineer Amit Shhatria.
Thank you sir. You guys can hear me. Okay. Okay. So hard to follow but I'm here kind of Jeremy fortunately is going to take most of this but I just one thing I wanted to do here is connect the vision you just heard, the inspiration, the fire that Jared just gave us and kind of serve as a bridge between that and the tactical progress that Jeremy's going to talk about. But, you know, before I do that, I want to make sure that we really recognize NASA and all of our partners that have gotten us up to this point in particular. You know, we stand on their shoulders and what our plan is to unleash them. I want to talk a little bit about Artemis 2. You know, I imagine most folks are reasonably satisfied with the result of Artemis 2. I just a couple of statistics I just got just for fun. For the rocket itself, again, magnificent piece of engineering for an experimental vehicle. Orbital insertion 99.987% accurate at 27,227.75 ft per second. So we missed it by 3.65 ft. And then apogee at orbital insertion was at 99.983% accuracy. Pre-flight prediction was 1,200 nautical miles. Actual was 1,200.21.
And of course, Orion, I think we've seen you guys recently released the results of the analysis of the Orion heat shield. And you know, how the mitigations for the lofted re-entry performed. Again, you know, the team that flew that mission, everyone around the world, it was magnificent, but again, as Jared has said over and over again, that's just the beginning. So, I want to talk about how we're doing that. You know, we say having these ideas is amazing, but the implementation is I think what we all really focus on every day and the execution. But really, you know, and Jeremy's going to talk the details of what's going on with the machines. He's got it down pat, but what I think it's important that we talk about the strategic arc that was concurrent while, you know, in 2026 that's been going on inside of the agency which is going to enable us to achieve these things. So there are four major things I think that are important to discuss and they've been publicized separately, but it's important when you see them together. You know, Jared mentioned before extreme ownership is our mantra and you know, as when he came in I think we established that very clearly with the workforce, we have to own our mistakes as well as our failures and when we talked about Starliner that was really to me the reason why we did that. We had to set that tone for our workforce that our expectation is that you guys are amazing but at the same time we have to own these results. They belong to us. The second part of that arc was, you know, this workforce. We have transformed the way we think about the NASA workforce. We have brought more folks in. We have reestablished where our competencies are. We have defined what we believe it means working for NASA and what those skills need to be. We made it awesome to want to work for NASA again. That was the second part. And then, you know, it was about choices. You know, as Jared's mentioned for years we have been asked to do more than we can and we have to centralize and we had to focus and we had to pick the things that not only were achievable but also would help us advance and establish NASA in the position where it is in the spectrum of where the entire space industry needs to be, which is in the front doing the hardest things, always pushing the envelope. And that's what ignition was, that's really what ignition is. We made choices and then after that we organized ourselves around those choices and how we're going to execute those missions. And in between that too we flew four people around the moon.
So we're here to talk about Artemis specifically but again, you know, my mandate also is to think about the entire workforce and I think it goes without saying, you know, this incredible workforce that did the Apollo missions also hit the 175-year planetary window, did powered descent on Mars, flew great observatories, did all those things at the same time we were doing those things. This excellence, these competencies that we're trying to reinvigorate, we want to reinvigorate them across the board but again we stand on their shoulders. But for Artemis in particular I think it's important again to take a little bit of a step back because there's been a lot of discussion as Jared said about, you know, are these new ideas that we've been talking about? It's a new environment. It's a new alignment. It's a new sense of energy, but the ideas are ones that we have contemplated, but now again, we're able to unleash them. So, you know, those of you here in the room, I know a lot of you guys are veterans of the program, you understand kind of how we got here. You know, when a lot of the machines that we're showing you today were first envisioned, they were envisioned mostly to maintain capabilities, right? Capabilities that were going away, that were potentially needed for the supply chain, etc. That was the point. You know, we designed these things to maintain those capabilities but at the same time there was not a mission focus for those machines. We got one in the first administration of our president, he gave us the mandate to go back to the moon to do Artemis and that mandate has continued to today. But you know really the capability focus, the way we were organized, that still endured I would say all the way through the first test flight of Artemis. You know, we were doing everything we can to get this vehicle together. And then when we flew that mission, we learned a ton, but what we also really learned was that, you know, a couple things. We need to organize ourselves better as a program. We needed to align ourselves around what these missions needed to look like going forward. And then we also revealed some of the limitations of the capabilities that we had fielded. So, the agency organized itself as a program. I was asked to serve as the first manager of that program. And very quickly I took the team, this is in 2023, that we had to realign where we were and realign the capabilities of where we were and really think very hard about the architecture, how brittle it was or not brittle, how our contracts were aligned in terms of how we were incentivized. You know, these machines have been acquired over a 20-year period in many different tranches, and then how to address our production risk across the entire enterprise. We're at best case 50% of where we need to be in terms of their ability to crank this hardware out. So, and we had a bunch of sessions with all of industry starting in the summer of 2023 where we contemplated all of these things and the limitations of the data we got from Artemis 1, the performance of a lot of the different elements and how they were doing. Were they going to converge together to meet together for a mission? And in those cases, did we have the right reliability? Did we have the right rate in order to achieve these goals? And I got to tell you, you know, we had been talking about this and iterating on these ideas for about 18 months until we got deep into Artemis 2 preparation. And so at that point, you know, we had thought about different orbits for rendezvous. We had thought about alternate stages. We had thought about ways to configure using the assets we had in order to maybe perform missions in LEO or in different orbits in order to really achieve these objectives. What we did, and the philosophy we took is the same philosophy that Jared just mentioned, which is we took the Apollo approach. Instead of thinking about these missions as just all-up missions, we thought about them as a series of integrated test objectives. And then we spread them out over the activities we were trying to do both ground test and in-flight test and the all-up test that we call the Artemis missions and tried to figure out how we're going to incrementally get to the right spot so we could do a landing so that each mission was not going to take too much risk that it would not succeed but also take enough risk to advance our progress which was the Apollo way. So, we had that in our brain as we were going to go fly. And then, of course, you know, in the run-up to Artemis 2, after Jared joined us as our leader, you know, we came to talk to you guys in February 2026 as we were having problems at the pad about how we were really going to change the way we were doing this because we had reached it. We had seen it. The administrator had seen how we were doing business and we had decided, you know what, we have the support. We have the alignment. We have everything is coming together. All these things that we had talked about doing, we need to do them. We need to get focused. We need to start thinking about how to make these things work the right way. And so that's what happened in February of 2026 when we were in the Artemis 2 launch campaign. You know, we had the ideas, but now we had the power to execute the alignment activities that we had been thinking about doing. You know, and again the focus was about focusing on rate, focusing on reliability, not making too many development choices too early which is why we made the choices we did with the mobile launcher which wasn't going to converge at that point with the exploration upper stage which is going to be a brand new stage that had to be fielded for a landing. We wanted to move back to a place where we had confidence in the machines understanding the rate where we were but just enough to give us the opportunity to put together missions that made sense.
So that was February, but again, when we think about ignition, ignition happened just a month afterwards. It was about particular programs, we made ambitious objectives, ambitious ideas about what we need to do, putting focus on the future of NASA, accelerating our timelines to the point in which it aligns with our policies but also accelerating to a point where we know we can achieve them if we just focus on rate and focus on the things that we really need to focus on. And but really what it was about was contemplating what the NASA workforce needs to be working on now and what we need to build inside the capabilities of the workforce to do the amazing missions that we're going to do that only we can do which is where we sit in the spectrum of the entire world space community. So we have to align the way we work on the things we work on. But we also know that that alignment occurs and those capabilities occur when we recognize that when we buy things, when we make things, especially when we make these incredible machines, we get something for free and that something we get for free is a trained, capable workforce that knows how to take risks, that knows how to design new things, that knows how to do the near impossible. That was the goal. The goal is to build that capability for the next 20 years. And so the insourcing, the realignment, the core competency development, that's what those things are really about. It's about this workforce and about unleashing them and giving them the skills to do those things. So, you know, again, you've heard a lot of folks probably in my chair before say we need to do more work. Our engineers need to smell like math and hardware again. And that's the idea. But the reality is there's a way to do that, too. We can't just snap our fingers and say that's what we want to do, so let's go do it. We need to get better at this. And so with my role now, you know, it's about focusing on what we're building, but also how we build them. What are we doing with our design and construction standards? What are we doing with our in-house procedures? How are our machine shops and production capabilities aligned towards those things? Are they up and running? Are the machines humming? And thinking about the NASA workforce not as 10 different places where we build things, but as one integrated workforce, one production enterprise that is able to fill gaps when we need to, but also start things ourselves if we need to do that, too. And Jeremy's going to show some great examples of this. So, this will help our mission succeed and will help, you know, just help us realize that we have a workforce that's hungry to build and we need to unleash them. That is what a lot of this strategic arc has been about and that's how I think we're going to get there. They're key enablers in the way we conduct our engineering enterprise to make that happen. So, you know, this doesn't happen, of course. You know, like I said, we've had these ideas, but what has really aligned here is the support, you know, first an invigorated NASA workforce that's invigorated by leadership, the support of our stakeholders in the administration and Congress, the resources and the flexibility they've given us, the clarity of vision that the administrator has given us, and a leadership team that we have aligned around that's ready to prioritize NASA, prioritize one NASA over everything else. So, that's what's different. Jeremy's going to show, you know, that this is a bit more than just words that we're putting this to practice. I think the performance that you're seeing here in the VAB is proven and it's just going to get better. And, you know, as I said before, the ideas are important, the vision is important, but it takes courage and patience to do what Jeremy's team is doing and that's what they're doing every day. But I would tell you the most important thing I want to end with and I'll before I hand it over is that, you know, the team at NASA, our industry partners, international partners, they have heard the call and they have been open to change and this kind of change is hard especially when we push as fast as we need to in the race that we're in. It's very hard but they have been willing to make the hard sacrifices to make this possible. They're the ones that are going to carry this forward. They're the ones that are going to be here 20 years from now. They're going to be part of this generation that decided we were going to do the near impossible. And if we're right and if these things work, that we're going to have a NASA for the next 20 years that will continue to be the light that shines on the world that can help us teach the world how to build at planetary scales, how to build at these scales and how to build these things to stay. And that is the goal. That is the goal of what we're trying to do. And I think that what you'll see is just us getting started here, but that these missions are really going to change that. Now, I'll hand it over to Jeremy. Before I do, I have to say, you know, Jeremy and I started working together when I joined Artemis after space station about 5 years ago and I have been so impressed with the way he has taken the reins here. He's an incredible leader. And he is the right person for this job. We support him 100% and I just want you to understand like the task we have given him is almost monumental. I certainly when I was running the program couldn't get anywhere close to the performance that he's been getting out of it and I'm just incredibly honored to hand it over to him. Go ahead.
Thank you and thank you both for your absolutely laser focused leadership. What I will tell you is across the board the Artemis team have united behind the vision. They're excited about it and what you just saw with the core stage in the transfer aisle is just an example. 6 months ago when we asked the team to go do some of these things, they didn't know it could be done, right? And so they're like, "Oh, it might take longer." We sat down and we worked through every schedule, every option, what they needed and they have performed in a way that I cannot be more proud of. So I get to sit up here and represent the thousands of men and women working on Artemis across the country and I cannot be more proud to do it. But they are sacrificing nights, weekends because they believe in the mission that's been given to them and it is really an honor to represent their work to you guys today. So within our Artemis team, we have been laser focused on driving progress really to get to our boots on the 2028 timeline. We're fighting daily to increase the pace and value of our missions. We're strengthening the spaceflight workforce. We're rebuilding core competencies and we're onboarding the key talent we need in order to achieve these goals. What I'm seeing and kind of what both the administrator and Amit spoke about is that these workforce investments are already paying dividends both in our technical operational foundations but also in our progress towards Artemis 3. So I'm going to give you a little bit of updates on Artemis 3. I will tell you there's been a lot since we last spoke so it's going to take a little while. Just sit back and I'll let them jump in as we need to. But so what we're seeing is we're using the workforce that we're talking about. We have key personnel embedded at production facilities, at vendors, and we've empowered them with the decision authority to resolve issues. And we're seeing issues resolved in hours rather than days or weeks. And if you know anything about spaceflight hardware, there's always issues. And that time, those hours make a huge difference. And by doing so, we're seeing our processing times cut in half in some cases and in more. We've actually reduced our resolution times for non-conformances by up to 85%.
So for Artemis 3, as you just saw in the VAB, we have the hardware coming together. The boosters are stacked, the core stage is coming together, and all of these pieces are being built, tested, and integrated in Florida. Now, so what we're going to move to now is I'm going to talk a little bit about where we've gotten to on Artemis 3. It has been a significant few months. We've struck a mission baseline and as you know, Artemis 3 is bringing together NASA, SpaceX, and Blue Origin. We're launching three of the most powerful rockets in the world and undertaking what is likely the most complicated launch campaign ever undertaken. So, I'm going to walk you through the concept of operations for this mission. The graphic that will come up on the screen gives you a really good idea of what we're talking about as simply as we can. So, we have baselined a 14-day mission. So the capability we can extend up to 17 days because you know weather can happen, could delay a launch, things along those lines. But every day of this mission is built around specific tests that reduce risk, give us valuable science and allows us to test out our capabilities before we go and undertake the lunar landing. The first sequence in this launch campaign is going to be Blue Origin launching its Blue Moon test lander. And so as we've talked before, Artemis 3 is a low Earth orbit mission. And so prior to that New Glenn launch, what we're already going to do is we'll have SLS out at the launchpad, we would have conducted a wet dress rehearsal, and we're going to do everything we can to ensure that that vehicle is ready to go as quickly as we can after that first Blue Origin launch. The Blue Moon test lander can loiter for up to a month in orbit, but end of the day, we want to minimize that risk, and so we want to get the crew on orbit and meet it up as soon as we can thereafter. Once in orbit, the Blue Origin team will make sure the vehicle is healthy and ready to support our rendezvous and docked operations with Orion. And just to give you a little bit of a feel, the Blue Moon lander is going to allow Orion to dock, the crew to ingress, and carries many of the same systems of the lunar lander will around the moon. Some of those systems, some of the things that we really get to buy down, first and foremost is what we call our ECLSS systems, our environmental control and life support systems. Those are tricky to build. That was one of our big objectives in Artemis 2. But we're also going to be testing out our reaction control systems, our tanks, our valves, our thrusters, the articulating solar arrays, active thermal control systems and radiators, the lunar crew module primary structure. It's the first build of it. It's going to be the exact same for Artemis 3 and tons of other things including our software, flight computers, and avionics systems. Building, testing, and flying these in Artemis 3 will help us understand and learn as much as we can from Blue's operations during this flight. It's similar to how we've started to take an evolvable approach between Artemis 1, 2, and now 3. And it sets us up for a lunar landing in 4. The next vehicle in the sequence is going to be the SLS. So, we launch Orion into what we call an elliptical orbit at 16 by 975 nautical miles. And over the first day, Orion is going to transition from that higher altitude down to about 300 nautical miles. And that's really about getting thermal stability. Orion was built as a deep space vehicle. And so we're going to have to really manage the thermal environments which are higher in a lower Earth orbit. The crew is going to spend the first two days checking out the Orion spacecraft and setting up for proximity operations. During that time, Orion will maneuver down to a 237 nautical mile rendezvous orbit. And that's where we intend to meet the Blue Origin lander. On flight day three, Orion performs the first major test of the mission. This one's going to be a big one. It's the rendezvous and docking with the Blue Moon test lander. This is where we learn how both Orion and Blue systems operate together. Their guidance systems, laser navigation control, communications, all together in real world conditions. Over the next two days, the crew will conduct operations docked with Blue Moon. They're going to open up the hatch. They're going to enter the lander. They're going to evaluate the environmental controls, the life support systems. We'll confirm that the spacecraft can maintain the right atmosphere pressure. And we're also going to test emergency scenarios, dual vehicle control, and we're going to put our mission control teams through their paces.
On around flight day six, after those operations are complete, Starship launches from Florida. And so, Orion will then undock from Blue Moon and adjust its orbit to a 206 nautical mile rendezvous orbit with Starship on flight day 8. The Starship for Artemis 3 has a docking system that's built onto the nose cone, and it's letting us conduct on-orbit testing with a second very different lander. And if you've seen some of the Starship images, a very large vehicle. So, we want to learn how to control attitude together, how we're going to fly these vehicles together, and how we're going to operate. The demonstration with Starship is shorter, about 2 hours. The crew will not enter the Starship during the mission, but it gives us critical data and allows us to really understand the forces of docking, how we're going to push, how we're going to work together. Once Starship operations are complete, Orion and the crew have the remaining days available for additional test objectives before needing to come home. There is literally every hour already planned out in the timeline. We are packing it with science, with mission objectives, but three of the big ones that I really want to hit on is we have our Orion crew survival suit evaluations. So, we didn't get those completed during Artemis 2. And they're really important for contingency scenarios when you're in a lunar flight, if we lose pressure in the cabin, things like that. This is a really big one. We want to get on this mission. We're also going to conduct docking sensor tests, acoustic and thermal measurements, and we're going to perform human factors assessments inside Orion, as well as a wide range of science and technology demonstrations. End of the day, the mission, the full 14 days, is packed the entire time with science, with objectives that are really each buying us down risk.
To go into some of the science, we're including a series of studies focused on human health and biological science, testing concepts for future missions on the moon and a host of Earth and Sun observations. Our human research program is going to conduct four studies that build upon the Artemis 2 experiments. And they're going to conduct a proof of concept study for how crew could perform health related assessments in situations where mission control isn't available. Those are going to be critical lessons learned as we build out our moon base and have our lunar aspirations. We're going to perform Earth and Sun observations that will take place to continue training crew in critical observation skills and it leverages the distinct orbital characteristics of where we're going to be in this mission. Everything we do on Artemis 3 is designed to reduce risk for our future lunar landing missions. And then when combined with the Mark 1 landings, with the additional Starship launches, with our uncrewed demonstrations, make us very comfortable with the risk level we're going to take on Artemis 4. Big picture though, we're providing the choreography of a multi-launch campaign. We're teaching these teams how to work together, how to make critical real-time mission decisions, all in an environment that is lower Earth orbit, where if something goes wrong, we can come home much more quickly.
Let's see. All right, so let's talk about some of the fun stuff, which is the crew and hardware progress. So, since being assigned to the Artemis 3 mission on June 9th, Randy, Luca, Frank, and Andre have already completed more than 350 hours of classroom instruction. They participated in 22 integrated simulations with the flight control team. Our flight control team in Houston has already conducted 55 mission simulations, preparing mission control to safely and successfully execute our missions. At KSC, the launch team is already training heavily to keep the muscle memory alive. They've already performed 100 hours in simulations with cryo countdown sims as you can see in the video behind you. We're also really well advanced with our rocket hardware. I want to footstomp some for integrated EGS, Exploration Ground Systems, and Space Launch System teams for a second. They have demonstrated absolutely amazing endurance efforts and creativity. The minute the vision for Artemis 3 was announced, our teams began accelerating booster deliveries. And actually we had I think a call that evening of the ignition event to get boosters delivered earlier and laying out plans to expedite operations. To that end, stacking was completed at the end of September. That's a pretty big deal when you think it's just 5 months after we just landed Artemis 2. And then for some additional perspective, we were able to cut the time it took to prepare the booster segments for stacking in half and booster stacking operations were completed in 20% of the time or were cut by 20%. The team has been doing this by a number of different things. NASA's on the floor. They are leading. They're bringing decision velocity. They're incorporating lessons learned. We're improving our requirements, simplifying, and we're getting creative on how to perform work in parallel. Meanwhile, as you heard earlier, we're getting ready to integrate the core stage with the boosters. And so, we have some pretty cool images of that coming through. And then, there you go. Which again, just for perspective, that is the absolute coolest lift I've ever seen in my life. 220 ft long, you got two cranes, you're going vertical in the historic vertical assembly vehicle assembly building. It's pretty exciting. And I was getting images and pictures all day yesterday from everyone on the team. They can't be more excited about what we're doing. When we talk about kind of the engines there at the bottom, just so you know, if we go to this next photo, we have the L3Harris facility in Canoga Park, California, and we're actually building up a large inventory of engines ready to go for this next vehicle as well. Because we have kept the team proficient and immediately rolled into Artemis 3, we've seen the team able to leverage lessons learned. We're taking fewer non-conformances and we're resolving issues much more quickly. This isn't because we're cutting corners or doing things less safely. We're exercising muscle memory. And rather than building it again 3 years in between, losing workforce, we immediately rolled into the next one. The mobile launcher was back and the vehicle was simply building 17 days after launch. You can compare that to between Artemis 1 and 2. It is a world of difference. With this, we plan to keep that muscle memory going. We want to roll out for a tanking test with the boosters and core stage in the coming months. And this is about testing out critical systems, but also about keeping our team performing the reps and staying ready. This configuration is what we're going to call a short stack configuration. We will not have the spacer Orion on top. It's just going to be the core stage and the boosters. But more importantly, it allows us to test new hardware where we previously saw liquid hydrogen leaks. And so I'll start kind of showing some of this photo because this is just kind of an example of how we've been implementing some of this. After Artemis 2, we knew we needed to change out what we call the quick disconnect because we had leaks of hydrogen on Artemis 1 and 2. The reason why we hadn't done it was it was going to cost tens of millions of dollars in about multiple years. So, let's see, in April timeframe, right around maybe late March, when we had kind of the last wet dress rehearsal and saw some of these leaks again, we kicked off a team internal to NASA. They decided to bring the work in-house. They leveraged our unique experience where we redesigned it, fabricated it, and we already have it in testing less than 5 months for an absolute fraction of the cost. And so this is what we can do and must do more of going forward, both for the taxpayer and what our cadence is going to demand of us in the space race. NASA needs to be expected to do this kind of work and we have some of the best technical knowledge in the industry to do it. It's an example of how we're taking the handcuffs off of some of our engineers and allowing them to lead.
Next up is probably my favorite example of something that we have done recently which is the spacer that's going to fly in Artemis 3 in place of the upper stage. So when we pivoted to a low earth orbit mission the SLS team quickly came back and said we don't need the upper stage for that, core stage has plenty of performance to drop us in the orbit we need. So rather than waste that critical hardware and the cost of that upper stage, the ICPS, we developed the idea of a spacer to keep the interfaces the same. As you see in this footage, our Marshall and SLS teams moved at a speed that has absolutely blown my mind. They finished the design, they got the material, they fabricated it all in-house. This is since ignition. The hardware is done and will be largely delivered to KSC in the next couple of months. There was no contracting, no unnecessary overhead. We had these capabilities. We unleashed them to go do it. And it's some of the fastest work I've ever seen. As for the spacecraft, the Orion crew and service module are fully mated and going through integrated testing in the operations and checkout building just down the road. We got more than 95% of the Orion hardware integration complete. Our remaining work is finishing out some of the crew systems and doing critical environmental testing. Given how successful Artemis 2 was with our optical comm capabilities getting imagery back, we actually decided in the March timeframe to add two Starlink terminals to the vehicle to improve the imagery quality and the downlinks. So again, this is another example where we were able to change on a dime. We quickly implemented the hardware and we actually have those two terminals going on this week being installed. Our goal is to increase parallel production, reduce timelines, and make Orions available sooner. And to that goal, we also have approved more than 250 components to be removed from the Artemis 2 spacecraft and reused for future flights. This is going to help us to accelerate our readiness and decrease our dependency on long lead vendors and supply chain. That's how we get the stage set for our moon-based ambitions.
So, let's see. Let's talk about the lander test articles. So work with our lander partners Blue Origin and SpaceX is progressing really well for both Artemis 3 and 4. I think Blue Origin's New Glenn team has amazed the world with their progress for return to flight after the incident in May. We're working closely with them. We have over 100 NASA team engaged throughout return to flight, engaged with the FAA, lander production, and I have seen Blue Origin mobilize an absolute army working around the clock to get them back to flight. This picture here is of their next booster headed to their integration facility. And so Blue Origin is shooting for pad operations to start back up in November with a first return to flight launch of New Glenn soon thereafter. Their design for the Artemis 3 lander test article is in good shape. We have gone through design reviews. We've been participating with them and they have parts coming together from across the United States and I will tell you I see that team fighting for every single day figuring out how to shave hours off. The test article crew cabin is currently being built with pressure testing and full integration of the Mark I test lander slated for early 2027. But NASA is not just standing by. We're working closely with them to embed some of our best people to help on software, to help on welding, to help on thruster development, and they're using NASA facilities in a lot of these instances. So to give me a minute to stop talking, we have a hype vid, we have a video from Blue Origin, including the return to flight efforts, Mark 1 work that will inform Mark 2 and hardware progress for their Artemis missions. So why don't we cue that video?
I really love the video and I love again some of the work we're doing and what we're seeing from our leadership too, right, is they are absolutely walking the walk. Every time we run into a supplier issue, a priority issue across the industry, administrator Isaacman, Amit are immediately on the phone. They're immediately putting pressure. We're immediately going out and helping to make things happen. And it's really been an absolute impressive undertaking. So, let's see. Let's move on to SpaceX. And so, as many of you know, SpaceX launched their first orbital flight with Starship Flight 14 in late September. And that was using their version 3 Starship. It had important upgrades from their previous version. And really, I mean, was a pretty phenomenal flight. All in all, the SpaceX and NASA teams have conducted a data review of the flight. They're making excellent progress towards flight 15, which I think will absolutely be awesome to see because it could likely be a return to launch site and a catch of both the booster and Starship. Both vehicles have already been cryoproofed. Improvements are being worked to address lessons learned from flight 14. As you know, SpaceX takes a test, learn, improve approach. And so, we're seeing lots of hardware, lots of quick changes, and an absolute blistering pace of production. As an example, SpaceX identified the root cause of multiple Raptor engine relight failures at boost back and landing. They implemented several quick fixes for flights 13 and 14 to improve their chances to reach more test objectives. And then they already have permanent hardware improvements coming for flight 15 when they start flying an improved version of the Raptor. These sorts of changes in this timeline would be unthinkable in standard industry history. And so, you know, again, as we expect to see
SpaceX's next Starship flight, probably in the November time frame, we also expect to see these timelines between flights get smaller and smaller. Each one of those flights is going to be critical lessons building confidence, reducing risk towards our lunar ambitions. The image that will come up here is of the Starship production line, and I think that picture says a thousand words of just what the future holds and what we will be able to achieve together.
SpaceX is making progress also here at the Kennedy Space Center, building out the pad for Starship with eyes towards the first launch of Starship from Cape in the coming months. The entire skyline of KSC you can see is also changing as they finish the new gigabay and they build out the infrastructure needed for Starship operations in Florida. For Artemis 3, the SpaceX test lander article will have a passive docking system, as we mentioned, on its nose cone, which will be integrated several weeks before flight, but they're already making great progress on that. The design is done as well as the arrow cover to protect it, and we're looking at concurrent fit check testing of that next month at NASA Marshall. So, while I'm personally excited about Artemis 3, I am also extremely eager to see the upcoming propellant transfer demonstration missions. So, this is going to be a first-of-its-kind SpaceX mission where they're going to launch two Starship
and she wanted them to stray because they will reform. She voted against tough penalties for savages who murder your police officers. We're calling for the death penalty for anyone that murders.
And Angie Nixon voted to reject Florida values every single time. And now Florida needs to vote and reject this lunatic. This lunatic. I can't even believe it. Serious Angie Nixon. I can't even believe it. We also need to defeat the radical left Democrat candidate for governor, David Jolly.
So, I never told Byron this, but I knew Jolly. I knew him as a Republican. I knew him and he used to be a Republican and he was thrown out of the party like a dog. We threw him the hell out. He was terrible. No, he was terrible.
He didn't represent anything that we stood for. Or he was in the party, didn't represent. He was also a bad guy. Guy had no heart, no soul. Everybody hated this guy so much they couldn't get him out of there fast enough. He was a bad guy. Very disloyal person. And he's changed virtually every position he had, including the fact that he was a staunch defender of the Second Amendment, but now he wants to get rid of it. That's a minor switch, wouldn't you say? I defend the Second Amendment. Let's get rid of the Second Amendment. Well, no. It shows a person's dishonest. That's all. He wants to pack the Supreme Court. He wants to take away your guns. He wants to open the borders. He wants to have transgender for everybody.
It's a guy who's gone. There's something actually, if you study him, there is something wrong with him.
But at a minimum, the nicest thing I can say about him is that he lies. But actually, I believe he's crazy.
So now he's pledging to turn Florida into a sanctuary state so that we can protect illegal aliens.
And right here in Fort Myers earlier this year, an illegal alien released into our county by crooked Joe Biden. You know who I'm talking about. Strangled and killed a 28-year-old homeless woman, then dropped her body on the side of the road, only to go and beat an innocent mother on the head with a hammer, bludgeoning her to death. She died also. And that is who David Jolly wants to give sanctuary to. He wants to give sanctuary. He wants to protect people like that. Crazy people, killers, the mentally insane. Byron Donalds will keep the state a sanctuary for law-abiding Americans, not vicious criminal aliens.
Look at these two guys. Stand up, will you? I haven't seen you guys in a while. I haven't seen these guys, you know. Black Spitfire. They called great.
Everyone said, "Did you pay them?" I never gave them a dime. I don't know who they are other than we love each other. And I'll tell you, you guys are great. Haven't seen you in a little while. Good. I'm glad you still like me. That's very nice.
Thank you, man. Cool. Cool cats. They have a group of them and they're great and we appreciate. Thank you very much. It's an honor. It's an honor. Very cool.
In this election, I'm asking you to pretend that I'm on the ballot if you don't mind, because when I'm on the ballot, these are just easy statistics to remember. So every year I was on the ballot, we killed in the midterm because people went out and they wanted to vote for Trump and they all voted. And if we can get the people out, then we're going to have landslides the likes of which we've never seen. So, so if you would, if you would, now every time I'm on the ballot, we do 49 to 50% more people come out and they're all going to vote for us. And if we got just a piece of them, but we get all of them. I want because I've never seen a midterm election with this kind of action. I mean, when you look outside and you have, and I have to be careful because the fake news will say if I'm wrong, you know, everything. But you have a line that stretches literally 10 miles, and I'm telling you, you have thousands and thousands of people. I don't think there's ever been a midterm election that I've ever seen with the kind of spirit that this one has.
I don't think I've ever seen it. In fact, they're sort of known as boring. You know, it's like we've gone through a few of them. It's like they're like sleepers. You know, you get home. Oh, how did those elections turn out this time? I mean, I've never seen they have countdowns to the midterm. I've never seen anything like it. I've never seen anything like it. And you know, they talk about the energy. They talk about the energy in the Democrats, but you know, it's the fake news. The Republicans have far more energy. I see their energy.
We have far. Look at this place. They don't have any. They've had a lot of rallies and you know, they'll have like a couple of rows of people. They don't have. Look at this. As far as the eye can see. Yeah. People outside. They don't have anything like. They don't have anything like this. You know, when Bernie Sanders gets 800 people, he's their star. Bernie, which is good because it means we can continue to fight on. No, I respect him. Actually, I respect him. His policies are crazy, but you know, he hasn't lost much. Really, he hasn't lost too much. And I respect him. But if he has like 800, 900 people, the fake news goes Bernie Sanders. I'll never forget he had a crowd once last time when he was running against crooked Hillary. He had a crowd of 900 people. It's a damn good crowd. The press, that's all, what a crowd he's got. The biggest crowd we've ever seen. Bah, bah, bah. It looked good. 900 people. I had 29,000 people down the block. Right. They didn't mention. They didn't. They said, "Did you see the crowd that Bernie Sanders had? It was unbelievable. Unbelievable." And they didn't mention my 29,000. I had it in Texas where you had the previous opponent, the previous Democrat, and we filled up both the Dallas and the Houston arena, and he said he's going to have a contest against us, and they had 200 people and 212 people, because we count. We had 29,000 and 30,000 including the basketball.
Was Beto. Remember Beto? Beto. Nobody figured out that name yet. Beto. No. Beto had about 200 people twice. We filled up the basket and the entire court. So I guess that's like 28, 29, 30,000 people twice packed. Dallas and Houston, the two big arenas. And they said Beto had an unbelievable crowd. What a. They didn't mention, but you know what? The people get it. Okay, the people get it.
And when you look outside, you can take every Democrat rally that they've had so far, put together, and you add this with the thousands and thousands of people that unfortunately we put up those big television screens, those massive television screens. You know how I know they're massive? Because they cost $1 million each. We had to buy two of them. That's a lot. No, we don't. We have this at every. We had it in Iowa. We had Iowa was fantastic last night. How about me? I come home, get in the building, get in the gorgeous White House that's now fully renovated and beautiful again. Beautiful.
And we had Byron, we had broken stones all over. You'd look at the White House, you'd see a stone broke and a window broke and things, beautiful, beautiful ornamentation all over, and half was falling down, you know, fell down 25 years ago. So you'd have like a hole, and the other half was perfect. So I got my guys and we took molds of the good one and we put it on the bad one, and we cleaned up everything and we skimmed the entire building. It's so beautiful.
We replaced the floor. We replaced the Home Depot one-by-ones, you know, little ding, ding, ding, ding, ding. You know, you buy the marble, it's about a half an inch thick like this. Bing, bing, bing. And they were all broken. They were all over the place. So we replaced it with statuario. It's statuario. The white and the black, beautiful. That was Rome. That was Greece. But we use the beautiful and the white. And they often say, you just heard, you saw the new helipad, which you know they've been looking to build for, they've been looking to build that for about since helicopters. I don't know when. When did helicopters? Since helicopters, they've been looking, and it is a beauty. It's beautiful, everyone. They were going to sue us because I get sued for everything.
If I walk outside, somebody sues me for something. So I get used to it. You know, I have friends that if they get sued, they have almost a nervous breakdown.
Sure, I got sued today. I don't know what to do, but I have hundreds and hundreds of. I don't give a about it, you know? Crazy.
Thank you. No, but we're building some beautiful things. But they said, why does he spend time in the White House? First of all, I do it second nature. It's like for me, it is almost like a release. It's good. You know, we took Venezuela quickly. We're doing very well. You have no idea how well we're doing with Iran. Iran is finished. Iran is finished. But think of it. But I do it almost as a form of relaxation, like 10 minutes a day. The fake news is, why does he spend time on the. Well, I don't like having the head of China come into the White House and there's a massive stone that's broken and practically. I don't like that. I don't like. You don't think they see that? So we made it gorgeous. The outside fully skimmed with exterior plaster. Beautiful. It's like nobody's ever seen it.
Even the front door, I shouldn't say because they'll sue me, but for years, so you know, the front door of the south entrance, it was always the door is green, sort of a bad-looking green, and it's been that way for a hundred years. I don't want to say this because I'm going to get sued to put it back to green. So, and the doorknob was sort of broken, you know, was like a round knob with about 40 knocks in it. You know, it's been through the mill. Looks like it went through the war. Actually, it did actually. So I took the doors. I'm a big believer in, you know, in all of that, all of the kind of thing, renovations and landmarking. I'm a big believer. But so I had the doors removed. I had them redone by total experts. And we painted them instead, the White House, instead of green. You know why they were green? Because it used to be the entrance to the maintenance room, and they never changed the doors. So instead of green, I painted them beautiful. The skin is so beautiful. The doors, the reason I took them off, because you know today when you buy a door, it's called hollow. You buy hollow doors. If you pull too hard, the whole door collapses.
You ever see it? You buy a door. Oh, isn't that wonderful? You knock on it. It sounds like crap. But you pull it a little, and if you're of average strength, the entire door collapses. Great security. And somehow I didn't want that. So I took the original doors from a hundred years ago, and we had them refinished and painted beautiful white with bronze, the most beautiful locks. I mean, and the whole building is beautiful. Replaced the floors with beautiful large pieces of marble, 4 by 8, 4 by 8. Nobody heard of 4. That's 4 feet long by 8 feet long, as opposed to 1 foot long by 6 inches long.
1x6 and 1x12. They're called crap. And what's good about them is they're so thin. You can just take a little crazy glue, put it on, put it down. But people get it. So the White House is so beautiful now. So beautiful. Fixed up the Oval Office, made it beautiful. It was dingy, but it was still the oval. And what is the fakeness? Why does he spend so much time fixing up the White House? So it hasn't been fixed up since 1792.
No, because there hasn't been a real estate person, to the best of my knowledge, put into the White House, and there probably won't be again.
But they said, and by the way, it looks. You see the helicopter. It's a beautiful helipad with the eagle all carved granite, beautiful granite. We used to land in the mud. No, it's true. Thank God they're great pilots. They're the best pilots in the world. The nice part about being president, they give you the best pilots in the United States Air Force and Marines. The best.
So that's one of the advantages. They definitely have good. I get these guys. They're like central casting. They're like Tom Cruise but taller. They look like Tom. And these handsome guys, good morning, sir. They're like perfect human beings. You could put them in a movie right now, you'd make a fortune. But they say, "Why does he spend so much time?" You know why? Because the White House is maybe to me the ultimate symbol of America. And it has to look sharp.
It has to look sharp, right? So it looks sharp. We and we did that whole thing with Washington. Washington, D.C. went from a murderous, horrible place two years ago to one of the safest cities in our country and clean and beautiful. The statues, the fountains, everything is beautiful. We redid everything. You know, they had 52 fountains. Every one of them works. Every one of them. There wasn't one fountain in Washington that you had to see this that worked. You got to see the marble had red graffiti all over it. It's and it's tough getting that stuff off. Honestly, that should be a criminal penalty when people are allowed to do that. Tough. But they're beautiful now. More beautiful than when they put them in.
But we had a little breaking news last night. It was just revealed that one of my favorite Congress people, a person I have tremendous respect for, Ilhan Omar. And I was saddened to hear that Ilhan Omar is not her name. It's not Ilhan Omar, the one she used to get elected and sworn into Congress. That's the one that she used for everything. Ilhan Omar, but rather it's an entirely different name. Ilhan Nur Said Elmi. It's close. It's close, by the way. It's very close.
Not too far away. You got one that's four names, one that's one, and every name is extremely different. And the last name is incredibly, and this is going to be a shock to everybody in this room, but the last name is also, I hate to tell you because you wouldn't even believe this because it's the exact name of her brother, Ahmed Nur Said Elmi, the person they said she married to come into our country and the person she had some lovely children with. Thank you very much.
So when asked whether or not she married her brother, she said, "Not to my knowledge." That was her. No, she didn't know. She didn't know. She wasn't sure.
Like if anybody asked me, I told a story today to the fake news when I walked out on that beautiful helipad. You know, we have the fake news. They've never been there. Hundreds. Hundreds. I've never seen so many, but they're always, they're getting worse. That means you're doing really better when you, when those groups get bigger and bigger and bigger, more and more fakers. And I shouldn't say because you have. See all those? Wow, that's a lot. See all the people back there? 67% are really fine journalists. Six or seven.
But they were screaming. They wanted to know so many different things. What about this? What about that? No wonder that poor young woman, she was a perfect, beautiful woman. When she walked into that press room and they started screaming at her, she freaked out. And I said, "You know what? There are nicer ways for you to make a living. You want to deal with these maniacs, you can deal if you want, but there are easier ways for you to live." But because Ilhan used a fake name to be sworn in, I assume that she must immediately resign from Congress.
So, Byron and Ashley, please inform the Speaker of the House of Representatives, James Michael Johnson. You didn't know his first name was James. James M. And we love James Michael Johnson, that the Democrat Party has just conceded the seat of the former Ilhan Omar from the lovely country of Somalia. From the lovely country of Somalia, where they have no government, where they have no anything. All they have is crime. You know what their number one industry is? Being pirates and robbing ships. No. All they have is crime.
And she sailed. I don't know how the hell she got. She sailed. But no, but sail is so nice. She sailed the seven seas and she arrived in our country. And the first thing she did, coming from a country with no law, no order, no politician, all they have is people that shoot you all the time, no anything. They have nothing. Probably the worst country on earth. There are a couple that maybe could be right there, but it's among the worst in the world. And she came into our country and she immediately announced that my constitutional rights allow me to tell you how to run the United States of America. She comes from a house country and she's telling us and she's telling us how to run the United States.
So Ilhan Nur Said Elmi, her real name, has openly admitted to fraud, and she will not be legally allowed to be a member of that august body that sits in Washington so beautifully, of which we have many members here. We have many, many congressmen and women here. They're at a slightly different level.
The last time the radical Democrats had power, they gave us the worst inflation in American history, the highest energy prices in American history. You know, energy was much higher under Sleepy Joe and under Barack Hussein Obama. And what we did is I knew it was going to go up a little bit. Small price to pay, but we took out the nuclear power from Iran because yours is going to go down.
They gave us the worst trade deficit in American history. They allowed 25 million people to pour across our borders from all over the world. And if they win the midterms, they will do it again. They're going to do it all again. And you know, they'll do it all again. And we never forget. We can never forget. You go back two years ago, we were living in a dark age. The proud people of Florida will never let that happen.
And it's true. Less than two years ago, the radical left Democrats handed us the truth that I say it all the time. It was like a dark period, wasn't it? It was a dark age. It was a dark age of America. But we quickly turned it into the golden age of America. That's what it is.
And no other president has ever accomplished so much in such a short period of time. That's what they say. You're going to see a poll later on. They rate the presidents in terms of their greatness. I'm proud to say, let's put it this way. Let's put it this way. I wouldn't be telling you about that poll if I was doing badly in it. Let me. And you know who made the poll? CNN. Can you believe it? I'm sure the guy who did it is no longer with them, but we achieved the most secure border in American history. In the past 17 months, zero illegal aliens have been admitted into the United States.
Zero. Thank you.
I was telling this brilliant team that I have over here that I feel always sort of foolish when I say so. So Biden allowed 25 million in. Okay, he had no clue. He was sleeping most of the time. But his borders are Kamala. Nobody knows her last name. Does anybody know her last name in advance of astronaut landing on the moon in 2028? And we have no intention. No, they call her Kamala. Kamala. They say, what's her last name? Schedule compels? Well, that's part of the problem she had. When people went in to vote, they had no idea who the hell she was, especially Blue Origin's New Glenn. Well, they're trying to do that. Important comments. We have a man named Dan Sullivan. So the Democrats, maybe here, they're not so dumb. These missions will do. They put another man also with the name of Dan Sullivan. So we have two Dan Sullivans. Moon base. Every mission is going to provide invaluable engineering risk, but it's not the dumbest thing in the world. And it's very confusing. And when American astronauts do take their first step, people with a very high 188 IQ. The first elements of an enduring. Please pick the real Dan Sullivan, and they were right about the space race of the 1960s. We are about that one. Would you like to have somebody with your name running this? Stop listening to data. If that would happen, you might even lose to one of the worst candidates in the history of Florida, as we did during Apollo. They should have done that. They missed their opportunity suits. But record numbers of illegal alien criminals have been taken off the street, and we've achieved the largest drop in violent crime ever recorded, with the murder rate at the lowest level in 125 years, 1990, the near impossible, rather than shifting the burden to our partners. That is how we get much less than two years. Secured comm. 2 trillion of new investments into the United States of America. The greatest amount by far ever invested in our country. You know what the record was? Another country 10 years ago, 3 trillion. We had 22 different systems required for 15 months. They call it up to 15. That means we have more scale transfer to the, to the, thanks to my tariffs. My favorite word, I have to tell you. These are not trivial matters to solve, and no amount of enthusiasm or schedule changes the laws of, because the fake news, when I say tariffs, ambitious, it's extraordinarily difficult, tariffs, because it's made us rich, and beyond the walls of his agency. It's the reason you have factories being built. You know the radical left. Oh, take the tariffs off. Take the tariffs. Watch every factory leave America. Take them off and watch everybody say bye-bye, you stupid people. This will not be a repeat of flags and footprints. These vehicles are being designed to dramatically reduce my favorite orbit to the moon to support longer tour operations mission and trans as a small scientific outpost into something that may one day resemble a city on the lunar surface. And she wrote, our effort is our opportunity to potentially spark a lunar economy, to unleash scientific discovery, to learn to live and work beyond our home planet, and ensure the technologies we will need for the day when NASA astronauts embark on humanity's next giant to Mars. Now we will never compromise on testing and qualifying the hardware that used to be my favorite space. It used to be my favorite word, now it's number five. We will never launch until we are ready. But right now, because of tariffs and smart people, more time and more money will sit idly by, watch what applause Bobby got. I don't know, I got to be a little confidence that eroded over decades, test our missions. Your attorney general, by the way, happens to be fantastic talent across NASA centers and throughout the supply chain. Every vendor, a good group of people should understand that when a stands do what we've done and tariffs and use of tariffs, knocking on the door, number one tariffs, not to observe, not a paper or 558, I would say was because of trade and tariffs that you continue to fight. We're going to put a 200 capability tariff on you. Both of you will serve America. Amazing. We should do that immediately. Ukraine and Russia, this is a very, and the updates, you don't buy enough to do a small part of that story. So work. I am beyond proud. More factories right now in plans in the United States of America by far than we have ever had before in our machine shops that are running around the clock across our centers and throughout our industry partners. The stock market has set 88 all-time record highs since the election, and women agency were in the home stretch of a great race with extraordinary challenges. And anybody going to find the polls on November 3rd or circumstances with this, you have to look at your 401ks before you leave the generation rose to, and just take a look and you'll see that they're about, that you've made about 60%, they're about 60% higher than they were just a short while ago. And then go and you can pull the trigger preparing for, you can pull the trigger for what it means to be part of the work they do from here, the obstacles they overcome, the police offic, they reinvigorate will make possible the dreams of tomorrow's finest. When the history books look back on this politics over which rocket and landers carried us, how long it took and at what cost will be a footnote compared to all that followed. And when the time came, the generation chose to go, and we went. And turns administrator and chief engineer, she thinks I'm the most brilliant financial genius ever, and I just want to thank you. Okay.
So, hard to follow, but I'm here. Kind of Jeremy unfortunately is going to take most of this, but um, I just, one thing I want to have you decide to stay or you going to get rid of her, you know, the, the honestly, that's not nice. Um, so now she likes you, you know, serve as a bridge. What have you done for me lately? Right. I don't like that. He's going to talk about. I didn't like the end of that. I want to make sure that we recognize the NASA and all of our partners. But income for hardworking Americans has soared to the highest. Particular, you know, we stand on their shoulders. What our plan is to, is to unleash you just. I want to talk a little bit about Artemis 2. Um, you know, I imagine most folks are reasonably satisfied with the result of Artemis 2. Um, we, I just, a couple statistics I just got just for fun. Uh, for the rocket itself, again, magnificent piece of engineering for an, for an experimental vehicle. Overall insertion 99.987 accurate at 27,227.75 ft per second. The fake news. 65 ft. Here's the second. And then apogee insertion was at 99.98% accuracy. Pre-flight prediction was 1200 nautical miles. Actual was 1200.21. Um, and of course Orion, I think we, we've seen you guys recently released the results of the analysis of the Orion heat shield and you know how the mitigations for the lofted re-entry performed. Again, you're not the team that flew that mission. Everyone around the world was not my type, but I do love him. And as Jared has said over and over again, that's just so I want to talk about how we're doing that. Okay, here's, here's another one. Here's another one. We say having these ideas. Three poverty rate, but the implementation is I think what, what we all really focus on every day and the execution. The poverty rate has just reached. But really, you know, Jeremy's going to talk the details of what's going on with the machines. He's got it, got it down pat. But I think it's important that we, we talk about the strategic arc that was concurrent. Here's another African 26 that's going to enable us to these things. So four major things I think that important to discuss, and they've been publicized separately, but it's important when you see them together. Um, you know, Jared mentioned before, uh, extreme ownership is, is our mantra. And, you know, as when, when he came in, I think we established that the workforce with, with, we have to own our mistakes as well as our failures. And, and when we talked about Starliner, that, that was really to me the, the reason why we did that. We had, we had to make, we had to set that tone for our workforce, that our expectation is that you guys are amazing, but at the same time, we have to own these results. They belong to us. I'm wasting time. The second part of that argument, because when you have numbers like this, why do I have to keep doing this? Of course. Um, we have, I've been doing this now for two weeks. Every week I'm in a different place. Brought more folks in. We have reestablished my home to find what we believe it means to work with and what those skills need to be. We want to make, we made it awesome. We want to work for NASA. That was the second part. I can, I could go home. You know, it was about choices. I could go home to do on the ocean and we have to centralize. We have, we had to focus and we had to pick. I can go home to help us advance and establish. But I'd actually rather be with you in the, in the board. The entire, here's another one which I gave you those three. Now those are big picture, always pushing, always pushing the envelope, and that's, that's the name Barack Hussein Obama. We made choices, and then after that we organized those choices and how we're going to right, exports have soared, poor people around to the highest level in American history. We're here to, you talk about Artemis specifically, but again, you know, my mandate also to think about the entire workforce. I think Barack Hussein work that did the, also hit 175 planetary window power on Mars, flew great observatories, did all those things at the same time we were doing this excellence, these competencies that we're trying to reinvigorate. Our, we want to reinvigorate them across the board, but again, we stand on their shoulders.
Good afternoon, everybody. I'm leaving again. Take a little bit of vote for a lot of discussions so far. New ideas, talking about it's a new environment, it's a new alignment, it's new ideas on that. Now, again, we're able to. So, you know, those of you here in the room, I know a lot of you guys are veterans of the program. Um, you understand kind of how we got here. You know, when a lot of the machines that we're showing you today were first envisioned, they were envisioned. All right, I'll go over capabilities, buildings that were going away that were needed for the supply chain. The great chief of staff told me, sir, um, you know, we...
You got to take it easy. That's something I love doing because I go over these points that are so big, so important. And I say, what do I have to say here for you when I walk off the stage?
Um, in the first administration of our president, he gave us the mandate to go back to the moon to do that today because I wouldn't leave the capability focus, the way we were organized that still endured, I would say, all the way through the first test flight of Artemis.
No, it's true, Susie. Right.
Everything we can. He said, 'You're driving Secret Service crazy'
that mission.
They think you're leaving and they're rushing with their guns all over us. That you know a couple things. We need to organize ourselves better.
So less than 2 years ago, our country was dead around, you know,
and now we're the hottest country anywhere in the world.
And then we also reveal some of the limitations of the field.
So the agency organized
with our Republican Congress, I signed the great big beautiful bill delivering the largest tax cuts in American history. I did it in my first term, including no tax on tips, no tax on overtime, and no tax on social security for our great
and not really how our contracts were aligned in terms of
and we made interest on car loans
something that you acquired over a 20-year period, you know, very rich people, many different tanches seem to like, and then how to address our production risk across the entire enterprise
reduction to people 50% where we need to be in terms of our ability to crank this hardware out. And so we had a bunch of sessions with all of industry during the summer where we contemplated all of those things,
and only if the car is made in America
performance of a lot of the different elements and how they were doing, were they going to converge together to meet together for mission? In those cases, did we have the right reliability? We have the right rate in order to achieve these goals? And I tell you, you know, we have been talking about this and
we made the largest ever investment in the US armed forces, $1 trillion, the largest investment we've ever made. We have the most powerful military in the world. We have the greatest military in the world, and we have the greatest military equipment in the world. You saw that during Venezuela, and you see it now during
performing missions in the war or in different ways in order to really achieve the Islamic what we did and the philosophy
Republic of Iran will tell you that we have the best weapon.
We took the Apollo approach instead of
Cuba. He wants to know what about Cuba. Give me a break.
We thought about integrated testing and then we spread them out over
we'll take care of Cuba on our way back from flight test
and the test these missions and try to figure out how we're going to incrementally get to the right spots so we can do the landing so that each mission
we'll do a little stopover
too much risk that it would not
we'll do a little risk to advance our
actually what we're going to do with Cube is we're going to come back from
so we had that, we kind of had that in our brain, they're going to go fly
we'll have one of them stop about 50 yards off the coast. They'll raise up their hands, and then we're going to send Marco Rubio in to finish up this problem
about how we're really reached it. We had seen it
had seen how business and we had decided, you know what, we have the support, we have the alignment, we have everything is coming together, all these things that we had talked about we need to do
we don't even have to stop, we can just put him in there, we'll figure out that's what happened, he's a great guy
we captured and brought to justice the outlaw dictator of Venezuela, Nicholas Maduro, who is now awaiting trial
the alignment activities that we had been thinking
and we won the war in Venezuela in one day, and now we're working with them to produce millions and millions of barrels of oil
too early, which is why we made the choices we did with the mobile launch, which wasn't going to converge to the point the expiration upper stage is going to be
