The allure of replicating successful engineering cultures, like that of SpaceX, is strong in the space industry. However, simply hiring ex-employees and expecting that culture to magically transfer is a fallacy. Real engineering culture isn't osmosis; it's intentional. It demands a deliberate effort to define your own unique values, processes, and ways of working.Culture must be clearly articulated and understood at a granular level. It's not enough to say “engineering first.” What specific behaviors define that? What questions are encouraged? Leaders must peel back the layers and define culture in terms of actionable behaviors, not just broad taglines. For example, instead of saying "we have a SpaceX culture," perhaps it's "we rely on first principles thinking" or "we do rapid hardware iteration." This specificity prevents confusion and ensures everyone is aligned.

Furthermore, the idea that a "rockstar engineer" will automatically become a great leader is a dangerous misconception. Technical brilliance does not magically translate to leadership skills. While technical expertise is crucial, especially in early-stage companies, effective leadership requires a different set of skills: communication, mentorship, and the humility to empower teams. Leaders must recognize that management is a distinct role with its own required skill set. Throwing talented engineers into leadership positions without proper support or training can lead to micromanagement, burnout, and ultimately, a failure to leverage their full potential.

Building a strong engineering culture in the space economy requires intentionality, clear definition, and a commitment to developing both technical and leadership skills at all levels. It’s about building your own fire, not trying to light it with someone else's embers.

To learn more about strengthening the talent, culture, and finance foundation of your space startup, subscribe to VHTB. Insights from hosts Justus Kilian, Matt Gjertsen, Seyka & Brian Mejeur. Check it out on Apple and Spotify.

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