Only someone unversed in the aerospace industry could make such a claim. The barrier to entry is vast. It isnt like other industries where you can break things and rapidly innovate. Ive seen first hand how hard it is to translate innovation onto the factory floor. For example there is innovation on AI or more accurately neural nets for the complex software governing landing gears that is functionally impossible to implement. What already exists, is essentially a million line IF statement governing every atmospheric condition and different angle gradient. The trick is getting the new innovation past the regulator in such a way that it is demonstrably more safe.

What currently exists, presumably took decades to write and improve and tweak for every possible scenario and is extremely robust. It is also proprietary vital software out of control of both Airbus and Boeing. Meaning it is both expensive and creates a huge amount of leverage on the part of the supplier as no aircraft can be delivered without a landing gear and there is a very limited amount of companies who can produce it.

While the neural nets perform better in lab scenarios it is probable the innovation will never be permitted to be deployed as it is extremely difficult to demonstrate if it is superior and more crucially: safer, than the tried and tested horreondous milion line statement. It could take 5-10 years of further testing and its only objective may be to just have some leverage in negotations (that both parties will know is very weak ammunition).

The second bottleneck is you need a huge ecosystem of suppliers (much like the electric's ecosystem in Shenzhen) which can rapidly and safely fulfill purchase orders. The manufacturing is about the highest most precise manufacturing there is. Just to train someone to install parts on the assembly line can take 12-18 months. Also some suppliers such as CFMA, Rolls royce, P&W, GE will never entertain a small start up because why would they?

They plan production in terms of 5-10 years and they need deep commitments to satisfy their creditors and their workforce. Can a startup sign a 10-15 year service agreement that guarantees revenue for maintenance? Can a start up guarantee other types of corporate agreements on spare parts or engineering workshops or the other thousand myriad different exchanges of information.

These plants produce engines on maybe a monthly or quarterly basis. The parts inside the engines are protected on a national security basis as they are so difficult to manufacture. The engineering IP is a genuine national security risk as it can be translated into jet fighters.

Aerospace industry is about as open to disruption as big pharma is. Its surrounded by arcane redtape such as Airworthiness directives that are designed to make sure no one dies.

Where you could see innovation is electric or hydrogen for short haul flights on smaller planes. The problem is the batteries and hydrogen especially, can be more dangerous than the current kerosene. And again only shorthaul. For long-haul it is likely kerosene is never replaced bar some unforseen revolution in materials science not seen in 50-100 years. You cannot fudge the physics of weight, density and speed versus power output.

The MTOW (Max take of weight) for batteries is vastly higher than kerosene and the energy is used up far faster. The aerospace manufacturers are researching green jet fuel which could be a good way to reduce emissions.

The regulators will never slacken on the rigidity of the regulation. It is so easy to make a minor mistake in manufacturing that can result in a mass casuality event.

In fact for every new engineer that joins Airbus, they are first shown a musuem dedicated to all victims of previous disasters to demonstrate what is at stake and how important engineering excellence is.