This suppression of dissent brings us to the matter of safety, which for many of us is the driving force for coming forward with this essay. At Blue Origin, a common question during high-level meetings was, “When will Elon or Branson fly?” Competing with other billionaires—and “making progress for Jeff”—seemed to take precedence over safety concerns that would have slowed down the schedule.

In 2020, company leaders demonstrated increasing impatience with New Shepard’s schedule of a few flights per year; their goal, routinely communicated to operations and maintenance staff, was to scale to more than 40. Some of us felt that with the resources and staff available, leadership’s race to launch at such a breakneck speed was seriously compromising flight safety. When Challenger exploded, the government’s investigation determined that the push to keep to a schedule of 24 flights per year “directly contributed to unsafe launch operations.” Of note: the Challenger report also cited internal stifling of differences of opinion as one of the organizational issues that led to the disaster and loss of life.