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In the e-mail, Musk let his literary flair loose and gave the public a direct look at his combative side. He described Jackson as “a sycophantic jackass” and “one notch above an intern,” who had little insight into the high-level goings-on at the company. “Since Eric worships Peter, the outcome was obvious—Peter sounds like Mel Gibson in Braveheart and my role is somewhere between negligible and a bad seed,” Musk wrote. Musk then detailed seven reasons why he deserved cofounder status of PayPal, including his role as its largest shareholder, the hiring of a lot of the top talent, the creation of a number of the company’s most successful business ideas, and his time as CEO when the company went from sixty to several hundred employees. Almost everyone I interviewed from the PayPal days leaned toward agreeing with Musk’s overall assessment. They said that Jackson’s account bordered on fantasy when it came to celebrating the Confinity team over Musk and the X.com team. “There are a lot of PayPal people that suffer from warped memories,” said Botha. But these same people reached another consensus, saying that Musk had mishandled the branding, technology infrastructure, and fraud situations. “I think it would have killed the company if Elon had stayed on as CEO for six more months,” said Botha. “The mistakes Elon was making at the time were amplifying the risk of the business.” (For more on Musk’s take on the PayPal years, see Appendix 2.) The suggestions that Musk did not count as a “true” cofounder of PayPal seem asinine in retrospect. Thiel, Levchin, and other PayPal executives have said as much in the years since the eBay deal closed. The only useful thing such criticisms produced were the bombastic counteroffensives from Musk, which revealed touches of insecurity and the seriousness with which Musk insists that the historical record reflect his take on events. “He comes from the school of thought in the public relations world that you let no inaccuracy go uncorrected,” said Vince Sollitto, the former communications chief at PayPal. “It sets a precedent, and you should fight every out-of-place comma tooth and nail. He takes things very personally and usually seeks war.” The stronger critique of Musk during this period of his life was that he had succeeded to a large degree despite himself. Musk’s traits as a confrontational know-it-all and his abundant ego created deep, lasting fractures within his companies. While Musk consciously tried to temper his behavior, these efforts were not enough to win over investors and more experienced executives. At both Zip2 and PayPal, the companies’ boards came to the conclusion that Musk was not yet CEO material. It can also be argued that Musk had become a hyperbolic huckster, who overreached and oversold his companies’ technology. Musk’s biggest detractors have made all of these arguments either in public or private and a half dozen or so of them said far worse things to me about his character and actions, describing Musk as unethical in business and vicious with his personal attacks. Almost universally, these people were unwilling to go on the record with their comments, claiming to be afraid Musk would pursue litigation against them or ruin their ability to do business. These criticisms must be weighed against Musk’s track record. He demonstrated an innate ability to read people and technology trends at the inception of the consumer Web. While others tried to wrap their heads around the Internet’s implications, Musk had already set off on a purposeful plan of attack. He envisioned many of the early pieces of technology—directories, maps, sites that focused on vertical markets—that would become mainstays on the Web. Then, just as people became comfortable with buying things from Amazon.com and eBay, Musk made the great leap forward to full-fledged Internet banking. He would bring standard financial instruments online and then modernize the industry with a host of new concepts. He exhibited a deep insight into human nature that helped hisPDF Image | SpaceX and the Quest
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