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This wasn't some new gig economy venture, or some software idea. This was a submarine carrying tourists to one of the most dangerous places on earth.

There are companies dedicated to certifying maritime vehicles and standards against which they need to be built and tested, and Stockton Rush explicitly rejected them because he felt that they were stifling to innovation. Additionally, the people who told him that he was needlessly endangering people's lives were experts in their fields. And again, it wasn't just "someone", it was virtually everyone with experience in super-deep submersible operation.

The idea that just because there are often naysayers who claim some big projects are impossible doesn't mean that there aren't situations where they should absolutely be listened to and taking passengers on a submersible down to the Titanic is absolutely one of them. This guy played fast and loose with safety and if it had just been him down there, that would be fine, but he managed to bamboozle a bunch of innocent people into it as well.



> the people who told him that he was needlessly endangering people's lives were experts in their fields

Turns out engineers and other experts disagree with each other all the time.

I assume you are an expert in your field. Do you always get listened to?

> just because there are often naysayers who claim some big projects are impossible doesn't mean that there aren't situations where they should absolutely be listened to

I didn't say that. People expressing concern, is not enough evidence to say the management was wrong. All good managers consider criticism. It's then up to them to use judgement to decide what to do.

> This guy played fast and loose with safety

I guarantee if he spent 10x more on safety and still had the same outcome, the articles would be the same. Risk is just not easy for the public to reason about.

Maybe you're right, but once again the gossip the journalists dug up doesn't tell us that.


all I've heard about this guy is that he ignored warnings, cut corners, and that he was a wealthy dude who's never had to deal with anyone telling him no his entire life. in all the reporting I haven't heard anything at all that would make me say "he got that right at least" and I challenge anyone to come up with something.

also when engineers disagree with each other you generally don't continue to use the topic of disagreement as a passenger vehicle. Finally, the guy making decisions wasn't an engineer and as far as I've heard no actual engineers who were well informed on the subject and experts in the domain were supporting this guy.... so what you should have said is "management disagree with engineers and dismiss their opinion all the time, often leading to high public catastrophes like the Challenger and the Titan"


> all I've heard about this guy

Hearing something else would require a journalist to formulate an alternative narrative. Not only would that conflict with their peers, it's not very interesting for readers ("actually that guy with the sub took a sufficient level of care").

Have you every had insider knowledge about a public story? How different was it from reality?

> no actual engineers who were well informed on the subject and experts in the domain were supporting this guy.

How did it get designed and built then? I wouldn't own up to this project with bad press. Would you?




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