The real advantage that submarines bring is our stealth and access.

We can pretty much go anywhere in the world undetected.

We can carry nuclear missiles on our ballistic missile submarines,

and that ensures that we continue our decades of peace without nuclear war

that any country that tried to attack us with nuclear weapons would be destroyed.

At the end of the Cold War, we walked away from manufacturing.

The amount of work that we need now to replenish our fleet is on the order of about 70 million hours.

The power of combining the new workforce, American software, American steel, and American spirit

is you have to get this productivity jump somehow with advanced factories.

It's not a money problem. We have to get this productivity uplift by fusing workforce training and software together to go a lot faster.

In the mid-1980s, the United States built four nuclear submarines a year.

Then the Cold War ended, production collapsed, and nine

out of ten manufacturing jobs vanished. An entire generation was told to skip the factory floor.

Four decades later, the Navy needs more than five times the capacity it had a decade ago.

The Columbia class program requires roughly 70 million labor hours.

The workers who could fill them aged out, and nobody replaced them. This is not a budget problem.

The money exists. The people do not. The question is whether software-driven manufacturing

can compress a decade of training into something the country can scale.

David Ulovich speaks with Chris Power, founder and CEO at Hadrian, and Vice Admiral Robert Goucher, the Pentagon's first submarine czar.

I am very, very, very, very lucky to have two incredible folks joining me on stage.

This is going to be a conversation you do not want to miss.

So in addition to having Chris Power, the founder and CEO of Hadrian, who you heard earlier,

...