Team Rocket Quotes

This is the team. We're trying to go to the moon. If you can't put someone up, please don't put them down.

...Teller doesn’t buy it: “Taking good, smart risks is something that anyone can do, whether you’re on a team of 5 or in a company of 50,000.”18 Bezos would agree. “Given a ten percent chance of a 100 times payoff, you should take that bet every time,” he wrote...

Von Braun and his team had just launched America’s first successful satellite, Explorer I, and as far as the public was concerned, von Braun’s star was on the rise. But Army intelligence had information on von Braun that the rest of the world most definitely did not, namely, that he had been an officer with the Nazi paramilitary organization the SS during the war and that he was implicated in the deaths of thousands of slave laborers forced to build the V-2 rocket, in an underground labor-concentration camp called Nordhausen, in Nazi Germany.

Eric Harris wanted a prom date. Eric was a senior, about to leave Columbine High School forever. He was not about to be left out of the prime social event of his life. He really wanted a date. Dates were not generally a problem. Eric was a brain, but an uncommon subcategory: cool brain. He smoked, he drank, he dated. He got invited to parties. He got high. He worked his look hard: military chic hair— short and spiked with plenty of product—plus black T-shirts and baggy cargo pants. He blasted hard-core German industrial rock from his Honda. He enjoyed firing off bottle rockets and road-tripping to Wyoming to replenish the stash. He broke the rules, tagged himself with the nickname Reb, but did his homework and earned himself a slew of A’s. He shot cool videos and got them airplay on the closed-circuit system at school. And he got chicks. Lots and lots of chicks. On the ultimate high school scorecard, Eric outscored much of the football team. He was a little charmer. He walked right up to hotties at the mall. He won them over with quick wit, dazzling dimples, and a disarming smile.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Employees at all levels want and need to understand not only the particular work they are assigned and their team’s mission, but also the larger story of the way the business works, the challenges the company faces, and the competitive landscape. ▶ Truly understanding how the business works is the most valuable learning, more productive and appealing than “employee development” trainings. It’s the rocket fuel of high performance and lifelong learning. ▶ Communication between management and employees should genuinely flow both ways. The more leaders encourage questions and suggestions and make themselves accessible for give-and-take, the more employees at all levels will offer ideas and insights that will amaze you. ▶ If someone working for you seems clueless, chances are they have not been told information they need to know. Make sure you haven’t failed to give it to them. ▶ If you don’t tell your people about how the business is doing and the problems being confronted—good, bad, and ugly—then they will get that information somewhere else, and it will often be misinformation. ▶ The job of communicating is never done. It’s not an annual or quarterly or even monthly or weekly function. A steady stream of communication is the lifeblood of competitive advantage.

Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.

Several teams of German psychologists that have studied the RAT in recent years have come up with remarkable discoveries about cognitive ease. One of the teams raised two questions: Can people feel that a triad of words has a solution before they know what the solution is? How does mood influence performance in this task? To find out, they first made some of their subjects happy and others sad, by asking them to think for several minutes about happy or sad episodes in their lives. Then they presented these subjects with a series of triads, half of them linked (such as dive, light, rocket) and half unlinked (such as dream, ball, book), and instructed them to press one of two keys very quickly to indicate their guess about whether the triad was linked. The time allowed for this guess, 2 seconds, was much too short for the actual solution to come to anyone’s mind. The first surprise is that people’s guesses are much more accurate than they would be by chance. I find this astonishing. A sense of cognitive ease is apparently generated by a very faint signal from the associative machine, which “knows” that the three words are coherent (share an association) long before the association is retrieved. The role of cognitive ease in the judgment was confirmed experimentally by another German team: manipulations that increase cognitive ease (priming, a clear font, pre-exposing words) all increase the tendency to see the words as linked. Another remarkable discovery is the powerful effect of mood on this intuitive performance. The experimenters computed an “intuition index” to measure accuracy. They found that putting the participants in a good mood before the test by having them think happy thoughts more than doubled accuracy. An even more striking result is that unhappy subjects were completely incapable of performing the intuitive task accurately; their guesses were no better than random. Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one’s guard down. A bad mood indicates that things are not going very well, there may be a threat, and vigilance is required. Cognitive ease is both a cause and a consequence of a pleasant feeling.

Meet your people where they are. They may not be as good as they can be, but they are as good as they believe they can be. They are waiting for you to lead them.

Over the years, I have repeated Eric’s advice to countless people, encouraging them to reduce their career spreadsheets to one column: potential for growth. Of course, not everyone has the opportunity or the desire to work in an industry like high tech. But within any field, there are jobs that have more potential for growth than others. Those in more established industries can look for the rocket ships within their companies—divisions or teams that are expanding. And in careers like teaching or medicine, the corollary is to seek out positions where there is high demand for those skills. For example, in my brother’s field of pediatric neurosurgery, there are some cities with too many physicians, while others have too few. My brother has always elected to work where his expertise would be in demand so he can have the greatest impact. Just

Zach’s Fanfare #2” (MFSB)* “Comeback Kid” (Sleigh Bells) “Monkey Gone to Heaven” (The Pixies) “Spaceman” (Harry Nilsson) “Going Down” (Freddie King) “I’m Bad” (Rocket to Memphis) “Pumped Up Kicks” (Foster the People) “Nobody Does It Better” (Me First and the Gimme Gimmes) “Skull & Crossbones” (Sparkle Moore & Dan Belloc and His Orchestra) “Switchblade Smiles” (Kasabian) “I Wanna Destroy You” (The Soft Boys) “Drain You” (Foxy Shazam) “T.O.R.N.A.D.O.” (The Go! Team) “Woman of Mass Destruction” (The Woolly Bandits) “Tough Lover” (Nick Curran and the Lowlifes) “(I’m Stuck in a Pagoda With) Tricia Toyota” (The Dickies) “Apache” (The Sugarhill Gang) “For Whom the Bell Tolls” (Metallica) “We All Go Back to Where We Belong” (R.E.M.) “Change Reaction” (David Uosikkinen) “Satellite” (The Hooters) “Fanfare for Rocky” (Bill Conti)*

The most noteworthy knock-Shaq-on-his-rear addition took place on June 26, 2002, when the Houston Rockets used the first pick in the NBA draft to select Yao Ming, the 7-foot-6, 310-pound center who had recently averaged 38.9 points and 20.2 rebounds per game in the playoffs with the Shanghai Sharks of the Chinese Basketball Association. Though he was just 21 and unfamiliar with high-caliber competition, Yao’s arrival was considered a direct challenge to O’Neal’s reign as the NBA’s mightiest big man. Sure, Shaq was tall. But he wasn’t this tall. Within weeks, a song titled simply “Yao Ming” was being played on Houston radio stations, and Steve Francis, the Rockets’ superstar guard, was being introduced to audiences as “Yao Ming’s teammate.” There was talk—only half in jest—of a Ming dynasty. Put simply, the NBA’s 28 other franchises were doing their all to shove the Lakers off their perch. If that meant copying elements of the triangle offense (as many teams attempted to do), so be it. If that meant adding Mutombo or Clark, so be it. If that meant importing China’s greatest center, so be it. And if that meant throwing punches—well, let’s go.

Inside the Lakers’ locker room, the reaction was subdued euphoria. Ceballos was an obnoxious brat who played no defense and went AWOL. Horry, on the other hand, was a 6-foot-9 outside gunner (he was a lifetime 34 percent three-point shooter) and low-post defender joining an operation in need of long-range shooting and low-post defense. It was a trade that, by NBA standards, generated little attention. It was a trade that changed everything. Suddenly, instead of being a towel-throwing pain on an 11-24 team going nowhere fast, Horry was a coveted piece of a first-place club that sat 17 games over .500. During his first four NBA seasons, all with the Rockets, Horry had learned how to play with Hakeem Olajuwon, the 7-foot, 255-pound Nigerian center. He knew his job was to feed off the big man, and that a box score where Olajuwon scored 30 and Horry scored 12 usually meant Houston won. Now, with the Lakers, he was more than happy to acknowledge O’Neal’s place as the center of the basketball universe.

It’s safe to say that the ’86 Rockets were the signature what-if team in NBA history.

They had reason for concern. Fresh off their success in expelling Rudolph, the Justice Department lawyers had created a secret “Paperclip” team in Washington to investigate more than a dozen German rocket scientists and doctors in connection with evidence that they, too, had engaged in atrocities.

Team Rocket

* In 2012 fatah and Hamas forged unity agreement and accepted all of the demands of the quartet. Obama administration also approved this agreement threatened the long-term goal of dividing Gaza from the West Bank. Something had to be done, three Israeli boys were murdered in the West Bank the Netanyahu government had strong evidence that once they were dead but use the opportunity to launch a rampage in the West Bank. During the 18 day rampage Israeli soldiers arrested 419 Palestinians and killed six, Hamas finally reacted with its first rocket strikes in 19 months. This provided the pretext for operation protective edge on July 8 by the end of July 15 hundred Palestinians had been killed 70% of them were civilians including hundreds of women and children. Three civilians in Israel were killed. Large areas of Gaza were turned into rubble. Gauzes main power plant was attacked, which is a war crime rescue teams and ambulances were repeatedly attacked for hospitals were attacked another war crime. Are you in school was attacked harbouring 3300 refugees who had fled the ruins of their neighbourhoods on the orders of the Israeli army

To protect the world from devastation! To unite all peoples within our nations! To denounce the evils of truth and love! To extend our reach to the stars above!” ​“Jessie!” ​“James!” ​“Team Rocket, blast off at the speed of light!” ​“Surrender now, or prepare to fight!” ​“Meowth…that’s right!

Think about it: Where are the redundancies in your own life? Where’s the emergency brake or the spare tire in your company? How will you deal with the loss of a valuable team member, a critical distributor, or an important client? What will you do if your household loses a source of income? The system must be designed to continue operating even if a component fails.

Her team had become NASA’s first computer programmers. The women still worked closely with the engineers, almost all of whom were men, but it was no longer enough for them just to be good at math. They needed to know how to build, fix, and run programs on the IBM computers, something the engineers rarely did.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

A simultaneous volley of four rocket-propelled grenades raced out of the jungle to the south and hit the area around the men at the back door, and, within a half second, four more RPGs struck the entrance to the building coming from the northeast, decimating Team Two just as they were stepping down from the large porch.

Your fashion plan was nothing compared to my brilliant plan,” James said. “I came up with the idea to hire someone to capture Pikachu for us. “Meowth read a magazine article about a kid who was great at capturing Pokémon,” James continued. “A kid called Snap. “But like always, Meowth made a mistake. Snap was good at capturing Pokémon — on film. He was a photographer, not a Pokémon trainer.

The key to a team capable of doing more with less lies in a flat organizational structure where everyone feels equal ownership of outcomes and an equal responsibility to invest in each other to reach them.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

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It didn’t matter if someone else scored more goals or had more points or was the league’s MVP; there might be many leaders on the team, but the Rocket was its spirit.

Team Musk would grow to include Mike Griffin, and meet with the Russians three times over a period of four months.* The group set up a few meetings with companies like NPO Lavochkin, which had made probes intended for Mars and Venus for the Russian Federal Space Agency, and Kosmotras, a commercial rocket launcher. The appointments all seemed to go the same way, following Russian decorum. The Russians, who often skip breakfast, would ask to meet around 11 A.M. at their offices for an early lunch. Then there would be small talk for an hour or more as the meeting attendees picked over a spread of sandwiches, sausages, and, of course, vodka. At some point during this process, Griffin usually started to lose his patience. “He suffers fools very poorly,” Cantrell said.

Rocketing up the growth curve, humankind every year takes ever more of the earth’s richness. An often quoted estimate by a team of Stanford biologists is that humans grab “about 40% of the present net primary production in terrestrial ecosystems”—40 percent of the entire world’s output of land plants and animals.

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

I was in London once…” Once in London a German V-2 rocket blasted Captain Eisenmann clear through a wall… For three months he had lain in a hospital, trying, on his back, to find out what it was he wanted in this world. Always before he had been too busy to wonder, busy creating a pitching arm. In London he had had searched for a larger meaning to life. London to Chuck became a word meaning something more than was reasonably to be expected. London was the name of his dog years before London was born. “London!” Chuck had said to a five-week-old pup. “London. That’s your name.

3D printers are already producing parts that are lighter than traditionally built parts, are much stronger in design, and are more readily produced on demand for machines as sophisticated as NASA rockets and Air Force fighters. But for mission-critical products like these, there’s also a risk, one that’s put into context by James Regenor, director of the additive manufacturing and innovation unit at precision parts manufacturer Moog, Inc.: “How can the maintenance crew on a U.S. aircraft carrier have absolute confidence that the software file they downloaded to 3D-print a new part for a fighter jet hasn’t been hacked by a foreign adversary?” To tackle this problem, Regenor’s team at Moog has launched a service it calls Veripart, which uses blockchain technology to, among other things, verify the software design and upgrading work performed by different providers of 3D-printed products along a supply chain. It plans to incorporate a host of features that, among other things, will protect intellectual property and make it more flexible and dynamic as an asset.

We might as well call ourselves Team Rocket. We can protect the world from devastation.”   Without

The sun rose at 7 A.M. each day, and that’s when the SpaceX team got to work. A series of meetings would take place with people listing what needed to get done, and debating solutions to lingering problems. As the large structures arrived, the workers placed the body of the rocket horizontally in a makeshift hangar and spent hours melding together all of its parts. “There was always something to do,” Hollman said. “If the engine wasn’t a problem, then there was an avionics problem or a software problem.” By 7 P.M., the engineers wound down their work. “One or two people would decide it was their night to cook, and they would make steak and potatoes and pasta,” Hollman said. “We had a bunch of movies and a DVD player, and some of us did a lot of fishing off the docks.” For many of the engineers, this was both a torturous and magical experience. “At Boeing you could be comfortable, but that wasn’t going to happen at SpaceX,” said Walter Sims, a SpaceX tech expert who found time to get certified to dive while on Kwaj. “Every person on that island was a fucking star, and they were always holding seminars on radios or the engine. It was such an invigorating place.

The whole situation was ludicrous. A start-up rocket company had ended up in the middle of nowhere trying to pull off one of the most difficult feats known to man, and, truth be told, only a handful of the SpaceX team had any idea how to make a launch happen.

From then on the sisters were unstoppable, the go-to team for celebrities in mid-flameout. When Cherry Pye's high-paid publicist jumped ship--after accompanying her to an NPR interview in which she pretended to deep-throat the microphone--the rocket ship was already on fire.

Author Britton Taylor lives in Las Vegas, Nevada, with his sweet Labrador, Daisy May. Besides spending time with her, he enjoys snowboarding, watching documentaries, and rooting for his beloved sports teams—Go Cowboys, Rockets, Astros, and Runnin’ Rebels! Mr. Taylor wanted to share what a beautiful and loving soul Daisy May is and felt a children’s book would be the best way to convey that. Daisy May is an exceptionally special dog, and Mr. Taylor is certain that the world will love her just as much as he does.

Author Britton Taylor lives in Las Vegas, Nevada, with his sweet Labrador, Daisy May. Besides spending time with her, he enjoys snowboarding, watching documentaries, and rooting for his beloved sports teams—Go Cowboys, Rockets, Astros, VGK and Runnin’ Rebels! Mr. Taylor wanted to share what a beautiful and loving soul Daisy May is and felt a children’s book would be the best way to convey that. Daisy May is an exceptionally special dog, and Mr. Taylor is certain that the world will love her just as much as he does.

It was early spring of 1997, about five years into my career as a journalist, a day of dark skies and cold rain. Peter Diamandis and I had gotten together for the very first time at a rundown diner on the outskirts of Chinatown, San Francisco. The diner was long and narrow, and we were seated toward the rear of the room. I was sitting with my back to the building’s far corner, Peter with his back to the rest of the restaurant. And the rest of the restaurant was staring at him. For twenty minutes, Peter had been getting more and more excited while telling me about his newly launched endeavor: the XPRIZE, a ten-million-dollar competition for the first team to build a private spaceship capable of taking three people into space twice in two weeks. Already, the Sharpie had come out. There were charts on napkins, graphs on placemats, a healthy rearrangement of condiments — the ketchup marking the end of the troposphere, the mustard the beginning of the mesosphere. About the time he got loud about how some maverick innovator working out of a garage somewhere was going to “take down NASA,” people began to stare. Peter couldn’t see them; I could. Twenty folks in the restaurant, all looking at him like he was stark raving mad. And I remember this: I remember thinking they were wrong. It’s hard to put my finger on why. Part of it was a strange hunch. Journalists tend to be cynical by nature and disbelieving by necessity. The job requires a fairly healthy bullshit detector, and that was the thing — mine wasn’t going off. More of it was that I had just come from a month in the Black Rock Desert, outside of Gerlach, Nevada, watching Craig Breedlove try to drive a car through the sound barrier. Breedlove’s effort was terrestrial-bound rocket science, for sure. The Spirit of America, his vehicle, was pretty much a miniature Saturn V — 40 feet long, 8 feet wide, 6 feet high, and powered by a turbojet engine that burned, well, rocket fuel. During those long days in the desert, I spent a lot of time talking to aerospace engineers. They all made one thing clear: Driving a car through the sound barrier was a lot harder than sending a rocket ship into low-earth orbit. In fact, when I asked Breedlove’s crew chief, former Air Force pilot turned aerospace engineer Dezso Molnar — who we’ll meet again later as the inventor of the world’s first flying motorcycle — what he was going to work on when all this was over, he said, “I want to do something easy, something relaxing. I think I’m going to build a spaceship.

But, like always, Meowth made a mistake. Snap was good at capturing Pokémon — on film. He was a photographer, not a Pokémon trainer.