newsletter brought to you by · 2016-12-06 · we need you! for the wsrf newsletter we are always...

I N T E RV I E WERIC BERANGER

CEO, ONEWEB

LOOKING AT KEY RISKS AND

CHALLENGES AHEAD

I N T E RV I E WDAVID TODD OF SERADATA TALKS TO

TORY BRUNO

PRESIDENT AND CEO, UNITED LAUNCH ALLIANCE (ULA)

KEEPING COMPETITIVE AND RELIABLE

THEFUTURE

ISSUE

WE NEED YOU! For the WSRF Newsletter we are always looking for valuable contributions from all aspects of theSpace risk industry. If you have an interview idea or would like to provide an article for one of our Newsletters please drop us a line at [email protected]

We are witnessing profound changes across the Space industry. This is marked by not less than half a dozen new launch

vehicles making maiden flights within the next few years, reusable Space hardware, massive new LEO constellations,

privately owned companies with the aspiration of flying hardware and humans as far as planet Mars etc.

Satellite operators will fill the last white spots on the map by offering global coverage, on land, on sea and in the air.

Of the many diverse and fascinating challenges we face in this regard, one of the most important is how to understand the risk

involved and how to mitigate it. Under today’s enormous pressure on R&D and operating costs, we will repeat the ideology of

“faster, cheaper, better” which in return bears the risk of setbacks and large financial losses to investors and insurers.

In this edition of the newsletter the newly appointed Chief Executive of OneWeb, Eric Béranger, gives an insight in how

he plans to make the OneWeb venture a success. In a second interview we feature Tory Bruno of United Launch Alliance

(ULA) who shares his view on keeping competitive, reusability and reliability. Last but not least, we feature Michele Franci

of Inmarsat on the industry’s innovations and Global Xpress.

JAN SCHMIDT, HEAD SPACE, SWISS RE CORPORATE SOLUTIONS

I N T R O D U C T I O N

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I N T E RV I E W

CEO, ONEWEB

Q Eric, congratulations to your new job as CEO of OneWeb. Your arrival at OneWeb gives the venture certainly more credibility. What were the main reasons for you to accept the offer for this challenging job?

A Thank you. There was no question in my mind! OneWeb is

not only an incredible initiative with huge potential and a

revolution in satellite business, it has also truly the power to

change for the better the life of millions of people everywhere

in the world, bringing them access to education, news, culture,

first aid and business. And based on my experience in satellite

communications plus banking and having already created a

satellite services business from scratch, taking this offer seemed

like a natural next step!

Q OneWeb intends to launch some 882 satellites into low Earth orbit. How do you want to move this huge project from the drawing board to the launch pad and what are the key risks and challenges?

A It is really all about the team we have built and the industry

partnerships with some of the world leaders in aerospace,

telecommunications and consumer goods. We have

built a strong program team led by Suzi McBride who

recently joined us from Iridium. She is supported by an

excellent and highly experienced team who are focused

on the development of each of the major segments we

need to develop for the system which include the satellite

constellation, operations, communications infrastructure,

user terminals and launch services. We have developed

a comprehensive and detailed development plan and are

on track to complete our key milestones. We recently held

our system preliminary design review with was attended

by nearly 100 participants from OneWeb and our partners.

It is a rigorous process. We benefit from the fantastic support

of our industry partners Airbus, Arianespace, Bharti, Coca

Cola, Gupo Salinas, Hughes, Intelsat, MDA, Qualcomm, and

Virgin. There are of course challenges and risks in a program

like this, but we have the team to manage them.

Q Your constellation will provide global coverage. What services will you be offering and who do you want to connect?

A We want to provide a reliable internet connection

to anyone who wants it, anywhere in the world. Our

combination of global availability, low latency, and

high throughput means we can serve a wide variety of

markets from education, residential broadband, mobile,

enterprise markets and cellular backhaul. Our terminals

can be placed almost anywhere from isolated rural areas,

with no other infrastructure, to extend mobile networks,

or placed on buildings, vehicles, aircraft and ships. An

important feature is that people will access the service

with their exiting devices PCs, tablets, mobile phones

using wired or wireless connectivity. We believe everyone

should have access to the internet including whether they

are underserved rural areas or on the move. One of our

aims is to ensue every school in the world has access to

advanced broadband services. Our business, our always-on,

always their system will also be a game-changer for public

protection and disaster relief emergency services. The

OneWeb system will provide reliable communications to

these when terrestrial networks have failed.

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Q Possible interference with GEO satellite over the equator, the harsh radiation environment, the single-string satellite design and the collision risk are just a few concerns people have. Do you want to comment on those concerns?

A We are committed to being a responsible user of outer space

and a good neighbour. It is a requirement of the ITU that we

protect GEO satellites from interference. To do this, and make

the most efficient use of our spectrum, we tilt our satellites

as they approach the equator to make sure we never cause,

or receive, interference. To ensure we have a robust satellite

we have an extensive qualification program with targets

driven by our business plan to ensure our constellation will

operate reliably over its service life. The ability to survive the

radiation environment is a key requirement. We have strict

environmental requirements that spacecraft components need

to satisfy. Regarding collision risk, we will be maintaining

precise positional knowledge of our satellites from launch to

re-entry, and sharing that information with other operators.

We are also coordinating with the Joint Space Operations Centre

(JSpOC) to exchange operational information, and we will assess

conjunctions with other objects and manoeuvre as necessary to

avoid collisions.

Q More large LEO constellations are in the planning phase. Do you believe there is enough “room” for more constellations to be operated successfully and economically?

A There is a significant market opportunity which will surpass

the capacity of our constellation. We are already thinking

about how our next generation of satellites can bring more

capacity. So in that respect there is room. However, as we

have shown, the investment and industrial support needed

to realise a program like this is significant. Our founder, Greg

Wyler, assembled a powerful group of industrial partners to

launch this program, developed key enabling technologies

and obtained priority to spectrum rights. OneWeb has also

established a uniquely qualified team to deliver the program.

We know our competitors are very determined but they have

some catching up to do.

Q When do you intend to launch your first satellites and at what point will the constellation be complete and operational?

A We will launch our first satellites in 2018. These will initially

be used for extensive system testing and validation. We

expect to start rolling out services to our first customers

during the 2019/20 timeframe.

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I N T E RV I E W

CEO, ONEWEB

The issues include how to keep ULA competitive in a more open

market and why the partially reusable Vulcan rocket is key to its

future. While Tory Bruno hails from a technological background,

his other area of expertise is medieval history, and that era’s

concepts of honour and family are a vital part of his managerial

approach.

Q Since you became leader of ULA in 2014, what major changes in the organisation have occurred?

A We have embarked on a multi-year cost reduction initiative to

cut the price of our launch services in half. This cost reduction

effort spanned across all elements of the value stream. We

have cut the time it takes to build our rockets in half. We have

cut the time it takes to assemble them with the spacecraft at

the launch site and then fly them by more than two thirds. I

have entered into strategic partnerships with key suppliers,

which has reduced our total supply chain cost by 36% so far.

We have also flattened our organisation and streamlined our

processes. We are also greatly simplifying our product offering

with the retirements of the Delta II and Delta IV Medium

rocket families. Leveraging these cost reduction initiatives, as

we move towards launching the Vulcan rocket, will enable us

to be more competitive in a commercial market. Vulcan will

bring forward elements of Atlas and Delta along with our

unique processes and disciplines, giving us a highly reliable

rocket that will continue to lift any payload to any orbit. The

Vulcan’s American engine and its ACES reusable in-orbit

upper stage will introduce revolutionary capabilities

that will change how we go to space and what we can

do there. Through innovative approaches, ULA is truly

revolutionising the launch industry and making space

more accessible.

Q ULA is now offering a new RapidLaunch™ quick response launch service. Is this the result of ULA losing some of its government launches to SpaceX and hence having some free launch capacity? Is this service mainly for commercial launches?

A RapidLaunch™ leverages our total command of our

manifest and unmatched schedule reliability. The average

delay experienced when flying on other providers is four

to five months. With ULA, it is a week or less. We piloted

RapidLaunch™ on the Orbital ATK OA4 and OA6 missions,

when we cut the industry standard order span of two or

three years to under 12 months in order to recover the

ISS’s cargo needs after other providers had lost three out

of four missions. In its current offering, RapidLaunch™

can allow a customer to go to space as quickly as three

months from placing an order. This will fundamentally

change how launch services are purchased. RapidLaunch™

is open to all of our customers.

Q Previously it was left to Lockheed Martin Commercial Launch Services (LMCLS) to run commercial flights, is this still the case?

A Yes, that is still accurate.

Q It is known that you plan to end most Delta IV launches for cost reasons. Does that have any implications for the Boeing/Lockheed Martin ownership of ULA?

A The ownership model for ULA does not require Delta to

be offered. I do plan on phasing out the Delta IV medium

rocket in the next few years, but will retain the Delta IV

Heavy as long as my customers need it to ensure a smooth

transition to Vulcan. I can share that the Vulcan will be

superior in reliability, cost, weight and capability. We

will gradually phase out the Atlas V rocket and the Delta

IV Heavy when our government customer is prepared to

transition.



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Salvatore T. “Tory” Bruno, President and CEO of United Launch Alliance (ULA), lays out his plans for the company.

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TORY BRUNO

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Q In percentage terms, how much more expensive is it to launch a Delta IV compared to an equivalent sized Atlas V? How long will the heavy-lift version of Delta IV be operated?

A Delta IV is approximately 30% more expensive to manufacture

and launch than an equivalent Atlas V vehicle. We will

gradually phase out the Delta IV Heavy when our government

customer is prepared to transition to the Vulcan/ACES.

Q While your competitors are going for reusable first stages for their new rockets, your proposed Vulcan launcher uses a reusable pod of engines, which is ejected from the stage and recovered by a helicopter. Is this cheaper to operate and how are the fuel lines cut to allow this to take place?

A The Sensible, Modular, Autonomous Return Technology

(SMART) initiative will be introduced into Vulcan Centaur,

allowing ULA to reuse the most expensive portion of the

first stage – the booster main engines – via mid-air capture.

This allows a controlled recovery environment providing the

confidence needed to re-fly the hardware. The engines will

be released via a pyrotechnic separation joint, similar to the

technology that was used for the Atlas I “half stage” engine

separation. This approach has several advantages. It can be

performed on every mission because no fly-back fuel has to

be reserved. It does not add heavy and expensive systems to

enable fly-back, so the logistics of recovery are simpler, and

it provides a more benign environment during re-entry. In

addition, ACES, which is ULA’s fully reusable upper stage,

brings revolutionary new capabilities to the Vulcan rocket

fleet, including 30 per cent more performance than the Delta

IV Heavy, mission durations extended to weeks, unlimited

engine burns and refuelling/reuse.

Q As it currently stands, for the Vulcan you look likely to go for the liquid oxygen (LOx)/liquid natural gas (LNG) BE4 engine built by Blue Origin. Are there any issues with respect to using an engine from a potential competitor, and is there any chance of you staying with a LOx/Kerosene type instead?

A The BE4 remains our primary path with its expected

completion approximately a year and a half ahead of our

back-up, AR1. We also expect the BE4 to be significantly

more affordable. Our partnership with Blue Origin

remains strong and reflects complimentary capabilities

and future market positioning.

Q The Atlas V is regarded, along with the Ariane 5, as one of the best rockets globally in terms of launch vehicle reliability. How will you ensure that reliability of the new Vulcan launch vehicle matches the high expectations your customers and insurers have of ULA?

A The backbone of ULA’s phenomenal record is our

processes and disciplines, along with our technology. Our

perfect record of 111 is all the more remarkable when

you consider that it is spread across the 41 configurations

we offer. Even the mighty Atlas V, at 65 flights, has

accomplished its success with many configurations having

flown as little as two times. We will bring the best of the

Atlas and Delta technology forward, along with our know-

how and disciplines, which have made our fleet of rockets

the most reliable in the world. The Vulcan will do it all—

affordability with higher performance—while continuing

to deliver ULA’s unparalleled reliability and precision.

Using US-built solutions, state-of-the-art design and

manufacturing techniques, the Vulcan will result in a low

recurring cost. Additionally, the Vulcan will offer more

purchasing flexibility – for both civil and commercial

customers – with critical missions. Instead of a dozen

different rockets, all of which require their own research,

development, maintenance and other costs, the Vulcan

will be one system for all missions.

Q Access to Space is very important for our industry and availability of launch services often seems to be caught in a bottle-neck these days. How does the launch industry respond to this concern?

A ULA will continue to lead the industry in making space

more accessible by offering the marketplace a sure ride,

“THE BACKBONE OF ULA’S PHENOMENAL RECORD IS OUR PROCESSES AND DISCIPLINES, ALONG WITH OUR TECHNOLOGY. OUR PERFECT RECORD OF 111 IS ALL THE MORE REMARKABLE WHEN YOU CONSIDER THAT IT IS SPREAD ACROSS

THE 41 CONFIGURATIONS WE OFFER.”



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one that will always get you to your destination, when you

want to go. Our new innovations like RapidLaunch™ will

make it even easier to find your ride. And, as we bring all of

this to the marketplace, at a substantially reduced cost, we are

making space more accessible. When Vulcan/ACES comes on

line, going to space will feel as easy as catching the afternoon

commuter train.

Q You have a history in missile defence and nuclear weaponry. How does the launch industry differ?

A I do. I have been building rockets my entire life. I spent several

decades in Missile Defence and Strategic Deterrence. These are

high consequence systems that must be completely safe and

utterly reliable. I now have the unique perspective of having

managed the only two major systems that have broken the

100 consecutive successes mark. This is the “sound barrier”

of large rocket reliability. My years developing and managing

systems that absolutely had to work, where lives were at risk if

they did not, prepared me well to join the world’s best Space

Launch team.

Q You have written books about the Knights Templar. What key things should we know about them and are you one?

A My books focus on how the Knights ran their multinational

business and how they were challenged by a fundamental

disruption in their environment. They conclude with lessons

learned for powerful, highly successful intuitions that

face a need to transform. I am a member of the Sovereign

Military Order of Jerusalem, and its Order of Merit, a modern

charitable society and UN NGO patterned after the medieval

organisation.

Q If you could go back in time and be a knight of old (like Mark Twain’s Connecticut Yankee) what would be on your coat of arms? Do you do any of the modern equivalents of those traditional knight activities of jousting, archery, falconry etc (i.e. horse riding or fencing, shooting, owning a budgie, etc.)?

A I fenced competitively in college, along with archery. I

collect the odd medieval antique which usually turns into

a dust collector. Growing up on a ranch in the Sierras, I

shoot and ride. I still have two horses and am on horseback

whenever I have the time. If you catch me on the trail,

you’d likely see some yahoo’ing and breakneck galloping

through the woods, but don’t tell my wife. My coat of arms

needs some rockets and an eagle.

COMMENT BY DAVID TODD:

Tory Bruno has convincingly laid out his mission to keep ULA

competitive following the loss of its US Government launch monopoly.

Initially this will be achieved via a combination of high reliability and

quick availability in ULA’s RapidLaunch™ service. which will also

be open for commercial flights via LMCLS. Longer term, however,

Bruno sees reusability as the way forward. He explained why Vulcan’s

somewhat complex air-capture technique for engine recovery is more

fuel efficient for payload injection than other forms of rocket reuse.

Perhaps it is best not to challenge him to a joust or duel on

any of the above points as he knows how to ride a horse, wield

a sword and even shoot accurately, although presumably

never from the roofs of ULA’s buildings at Cape Canaveral.

Tory Bruno’s code of honour, probably derived from the Knights

Templar’s chivalric notions, is apparent in the Latin motto meaning

“Honour and Family” on his suggested coat-of-arms. By the way, his

design’s black eagle shield supported by two rockets is just about

allowable on a medieval coat of arms (China’s black powder secret

had been imported by then). Having said that, one wonders whether,

given his apparent colourful personality, a more colourful bird might

have been more appropriate for his shield? Although probably not a

budgie.



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“ULA IS TRULY REVOLUTIONISING THE LAUNCH INDUSTRY AND MAKING SPACE MORE ACCESSIBLE.“

Yourpioneering

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A worldof opportunities

We’re smarter togetherwww.swissre.com/corporatesolutions

Jan SchmidtHead SpaceP&C and Special LinesTelephone +41 43 285 2486Mobile +41 79 207 [email protected]

With your interests orbiting high above, you need financial strength and expertise by your side.

Swiss Re Corporate Solutions has you covered.



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PAC Ô M E R É V I L LO N C E O O F E U RO CO N S U LT TA L K S TO

CTO, Inmarsat

M I C H E L E F R A N C I

Q Inmarsat has been developing Global Xpress (GX), what are the challenges you are facing with this project? What function is the I-5 F4 satellite going to carry out in orbit in addition to the previous three satellites?

A Global Xpress was certainly a challenging project. Building the

world’s first globally available high-speed, mobile broadband

network by a single operator is a complex undertaking.

We set ourselves an ambitious set of objectives; to create a

truly mobile broadband experience anywhere in the world – on

land, at sea, and in the air – and to surpass other offerings both

globally and regionally.

Added to this, we set out to build this new, market-changing

network from scratch, to ensure that, as with our other satellite

communication constellations, Global Xpress was designed

specifically for mobility.

Through a combination of our in-house engineering expertise

and the support of a set of world-class partners, including Boeing,

VT iDirect and Cisco, we overcame all these challenges to deliver

a commercially operational network at the end of 2015.

Of course, challenges remain but the vast majority of the risk

is now behind us.

What we are focused on now is supporting the launch

of industry-specific broadband services powered by Global

Xpress. This has already been successfully achieved within our

Maritime, Enterprise and Government business units. Our

Aviation offering is currently undergoing flight tests and is on

course to be commercially available by the close of this year.

From a broader perspective, our next challenge is to

supplement global coverage with coverage in depth in key

regions; providing additional GX capacity where we believe

we will or are experiencing greatest potential demand.

We are achieving this with the launch of Inmarsat-5 F4.

I-5 F4 was originally created as a back-up should any issues

occur in completing the initial network. Now we have

global coverage, the business case is already there to launch

I-5 F4.

Additionally, we have begun work on constructing our

6th generation fleet (Inmarsat-6), which will be a dual

L-band/Ka-band payload. When the first I-6 satellite is

expected to be launched at the end of this decade, it will

further increase the depth of GX/Ka-band capacity we are

able to offer.

Q How are you planning to tackle global telecom expansion requirements, what new innovations are you looking at implementing to keep up with demand?

A We are living through an era of unprecedented growth in

demand for data services. That much of this demand is about

access to data ‘on the move’ is an important underpinning of

our investment strategy. In fact, it was Inmarsat’s ability to

forecast this trend ahead of the curve that led to our multi-

billion dollar investment in our new Ka-band platform for

global mobile high-speed broadband delivered by a single

operator, and enabled us to deliver this well ahead of our

competitors’ offerings.

However, we are seeing not just growth in demand for

mobile data capacity. There is, equally, a growing expectation

that along with great capacity comes ever more sophisticated

services and applications.

Inmarsat’s strategy is, therefore, not focused on adding

capacity alone; although this is important and alongside our

recent investment in our Global Xpress, Ka-band platform,

we have now commissioned the first of our sixth generation

fleet (Inmarsat-6), the first of which is expected to be launched

at the end of the decade. Inmarsat-6 satellites will be our first

dual-payload spacecraft, providing both a new generation

of L-band services, as well as enabling us to significantly

increase the depth of Ka-band capacity we are able to deploy

in specific, bandwidth hungry regions.

In terms of providing additional services and applications

over our Ka-band platform, we are building a new ecosystem

of partners; one that takes us well beyond the traditional

relationships seen in satellite communications. Over the

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coming years, you will see a host of apps that originated in

terrestrial telecoms being ported over to our satellite platform

but, additionally, you will see a unique set of applications that

are designed to exploit the new capabilities available through

satellite-delivered, high-speed mobile broadband.

One such partnership is the new relationship announced last

year between Inmarsat and Rolls-Royce, which sees Inmarsat

participating in the Advanced Autonomous Waterborne

Applications Initiative (AAWA) recently launched by Rolls-

Royce. This project brings together industry partners together

with universities, research institutes, ship owners and other

stakeholders to explore the economic, social, legal, regulatory

and technological factors which need to be addressed in order to

make autonomous ships a reality.

Inmarsat’s role in the project is to provide the satellite

communications link and platform, which is essential to remote

control capability. For Inmarsat, the goal is not the autonomous

ship per se but rather the incremental technologies and new

applications that will enable ship owners and operators to

enhance their capabilities, generate additional revenues or

reduce costs; all powerful motivators for deploying new services

and applications.

We also recently announced a long-term strategic partnership

with VT iDirect to create a joint research & development (R&D)

team – i2 – to support the development of the next generation

satellite communications technologies.

If we look at our innovative approach to airline passenger

connectivity in Europe, Inmarsat is building the world’s first

dedicated, hybrid satellite and air-to-ground network to deliver

unprecedented broadband capacity for commercial aircraft;

an initiative that is being turned into reality through our

partnership with Deutsche Telekom.

Underpinning these initiatives, Inmarsat is creating an

even broader community through our annual Inmarsat

Developer Conferences (IDC), which attract hundreds of

technology companies and app developers; many of whom

had never previously considered creating services for use

over satcom networks.

Q How are you using risk transfer mechanisms to further enable your innovations?

A We see Inmarsat’s role in future to be as both a network,

delivering connectivity, and as a platform, through which

other companies can create and deploy new services. In

this scenario, our focus is to build the core space and

ground infrastructure necessary, whilst ensuring that our

platform is fully accessible to those companies who are not

dedicated solely to satcoms.

One example of this approach is our Public Private

Partnership (PPP) agreement with the European Space

Agency (ESA) to support the Inmarsat Communications

Evolution (ICE) initiative. ICE aims to identify the new

technologies necessary to create the next generation of

space-enabled communications services, and is focused on

creating an open architecture with standardised interfaces

that will ensure an easy entry point for application

developers, thereby stimulating the creation of new

products and services.

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Our role is to create the building blocks that technology

companies and app developers need to create new services. We

do not believe that we will decide on the range or type of apps

that could operate over these platform; that is for our partners

and end-users to determine.

Q We are aware that you have used different launch providers in the past, but in appointing SpaceX for satellite launches what was the specific strategy for this decision?

A Today, SpaceX is a mainstream provider and has already

demonstrated an excellent record of innovative and success.

We work SpaceX alongside other launch providers, such as ILS

and Arianespace, and this diversity of partners is something we

intend of maintain.

Q What part are you playing in the Internet of Things (IOT?)A Inmarsat currently operates to distinct (although linked)

networks with very different characteristics.

Our Ka-band platform enables us to manage the ‘big data’

requirements of a diverse range of end-users. Our L-band

network offers lower bandwidth capabilities but, particularly

in terms of IoT applications, provides more efficient data

collection capabilities. The recent announcement that we have

commissioned the first two Inmarsat-6 satellites from Airbus,

which includes a dual Ka-band and L-band payload, underlines

our continuing commitment to L-band services and to building

ever greater IoT capabilities into our network.

As with our approach to the building services for our high-

speed broadband network (Global Xpress), our approach to

IoT is to create partnerships. Inmarsat recently announced

its partnership with Actility, the industry leader in Low

Power Wide Area Networks (LPWAN), and a founding member

of the LoRa Alliance, to enable an end-to-end IoT solution to

connect assets over public and private networks, anywhere in

the world.

We have also introduced the Inmarsat BGAN Radio Module

(BRM) to make it easier and cheaper for application developers

to build satellite-connected products and enable the millions

of new connected objects and machines, without the need

for a wealth of in-depth knowledge about satellites and how

they work.

At the heart of BRM lies all the technology and IP necessary

to interface with a complex satellite network, embodying it

in a small, cheap, simple to use module.

We’re taking millions of lines of code, hundreds of

thousands of hours of developing, testing and debugging,

and thousands of pages of specification and delivering them

as a pre-tested, pre-certified module.

By taking away the huge start-up cost for our partners and

developers to build a satellite-connected device, they can

concentrate on putting their development dollars into the

differentiators that drive their business.

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Space Powwow! by

THE MEAN IS MEANINGLESS! Dr. Darren S. McKnight, Technical Director, Integrity Applications Inc.

Space debris is a growing concern for the operational integrity of payloads in Earth orbit. While modelling of the evolving hazard has highlighted what we know about this growing environmental concern, recent analysis focuses on what we do not know. Unfortunately, what we do not know may be more impactful and relevant than what we do know.

WEDNESDAY 2ND NOV 3:30PM TO 3:45PM

MOONSHOTS - THE ONLY WAY TO SURVIVE IN THE FUTURETariq Qureishy, Founder/CEO MAD Talks

“Moonshot thinking” to make a difference in business and in life. The only way to do it now is by being creatively disruptive. Taking a massive global issue to solve, take a completely radical and unorthodox approach and throw science & technology coupled with some art & design at it to find the solutions. This is 10x thinking (not 10% growth thinking anymore).

Space Powwow! A series of dynamic short talks on illuminating and inspiring tales of innovation and entrepreneurship that will be an essential part of the upcoming WSRF 2016 event program. Enlightenment for all!

Brief summary details of all the Space Powwow! talks can be seen below:

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HOPE - MISSION TO MARS Mohammed bin Rashid Space Centre (MBRSC)

MBRSC is a strategic initiative by the Dubai government to inspire scientific innovation, technological advancement, and to advance sustainable development in the UAE. The Emirates Mars Mission is one such project and will see the launch of the historic Hope Probe in 2021, on the 50th anniversary of the union of the emirates.

THE UNKNOWNBarry A. Matsumori, SVP – Business Development & Advanced Concepts, Virgin Galactic

Our activities in Space are filled with unknowns; ranging from technologies to business. Yet that set of unknowns is the whole source of opportunity and growth. Unknowns are the allure of Space and why we are all involved. Space continues to be filled with unknowns due to new applications, technology, and architectural changes.

THURSDAY 3RD NOV 3:30PM TO 3:45PM

THURSDAY 3RD NOV 2:00PM TO 2:15PM

IS THE MOON STILL THERE IF WE CLOSE OUR EYES?Reto Schneider, Director, Swiss Re

This short talk will cover uncertainty and how to manage VUCA (vulnerabilities, uncertainties, complexity and ambiguity). Is success in business really plannable or do we rather depend upon serendipity? What is needed to cope with future trends ranging from “cyborgisation” to “gamification” and from “smart city” to “space reloaded”?

WHAT’S OLD IS NEW AGAIN – RETURN OF THE LEO CONSTELLATIONSChris Quilty, President, Quilty Analytics, Inc.

“Commercial space” has once again emerged as the key force propelling the industry, but do the lessons of the 1990s still pertain today? Will the combined effects of low-cost launch, smallsats, and agile business models enable the current generation of LEO constellations to avoid a 1990s redux or will the bankruptcy courts once again separate the (eventual) winners from the losers?

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