A. Thomas Young is a distinguished figure in the field of space exploration, with a career marked by significant contributions to NASA and the aerospace industry. His early fascination with space led him to work on pivotal projects such as the Lunar Orbiter and various Mars missions. Young's tenure at NASA during its formative years was characterized by a dynamic and hands-on approach, particularly during the Apollo program and the development of the Viking spacecraft. His leadership and decision-making skills were crucial in overcoming the challenges these missions faced, and he was known for fostering strong teamwork and collaboration between NASA and its industry partners. As the Director of the Planetary Program at NASA Headquarters, Young navigated the complexities of budget constraints and strategic decision-making, further cementing his reputation as a skilled leader. His expertise extended to the Voyager program and the Venus Orbiter Imaging Radar, and he played a pivotal role in addressing the challenges of the Space Shuttle program during his time at NASA Ames. Young's transition to Goddard Space Flight Center and later to Martin Marietta marked his significant impact in both the public and private sectors of aerospace. His focus on quality and mission success drove organizational achievements and informed his approach to leadership and problem-solving. Even after moving into retirement, Young remained an influential figure, participating in independent reviews for NASA and the industry. His insights were sought after in high-stakes situations, such as the Mir space station and Mars '98 mission reviews, where he emphasized the importance of mission success and thorough problem-solving. Throughout his career, Young has been involved in shaping the future of space exploration, including efforts to collaborate with the Commonwealth of Virginia and the Mid-Atlantic Regional Spaceport. 

Scope and Content Note
The interview with A. Thomas Young offers a detailed account of his career trajectory and contributions to NASA and the aerospace industry. It begins with Young's initial interest in space exploration and his involvement in early NASA projects, such as the Lunar Orbiter and Mars missions. He reflects on the fast-paced environment of NASA during the Apollo program and the Viking spacecraft's development, emphasizing the importance of teamwork and collaboration with industry partners. Young recounts his experiences and challenges as the Director of the Planetary Program at NASA Headquarters, where he managed budget constraints and strategic decisions. He also discusses his role in the Voyager program and the development of the Venus Orbiter Imaging Radar, as well as the challenges faced by the Space Shuttle program during his time at NASA Ames and his expectations for leadership at Goddard Space Flight Center. The interview covers Young's transition to Martin Marietta in the private sector, his impact on both NASA and Martin Marietta, and the differences between public and private aerospace work. He shares insights into his leadership and problem-solving skills, strategic planning, and the emphasis on quality and mission success. In retirement, Young remained active, participating in independent reviews for NASA and the aerospace industry, including the Mir space station and Mars '98 mission. He stresses the importance of thorough problem-solving and prioritizing mission success. Finally, Young addresses the broader challenges facing NASA, such as the decline in human space flight strategy and funding issues, and his involvement with the Commonwealth of Virginia and the Mid-Atlantic Regional Spaceport. He concludes with thoughts on the future of space exploration and the obstacles that lie ahead.