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ideas. Musk, by contrast, seemed to know what he was doing, weeding out the naysayers meeting by meeting and forming a crew of bright, committed engineers. Mueller had helped Musk fill out that spreadsheet around the performance and cost metrics of a new, low-cost rocket, and, along with the rest of Team Musk, had subsequently refined the idea. The rocket would not carry truck-sized satellites like some of the monster rockets flown by Boeing, Lockheed, the Russians, and others countries. Instead, Musk’s rocket would be aimed at the lower end of the satellite market, and it could end up as ideal for an emerging class of smaller payloads that capitalized on the massive advances that had taken place in recent years in computing and electronics technology. The rocket would cater directly to a theory in the space industry that a whole new market might open for both commercial and research payloads if a company could drastically lower the price per launch and perform launches on a regular schedule. Musk relished the idea of being at the forefront of this trend and developing the workhorse of a new era in space. Of course, all of this was theoretical—and then, suddenly, it wasn’t. PayPal had gone public in February with its shares shooting up 55 percent, and Musk knew that eBay wanted to buy the company as well. While noodling on the rocket idea, Musk’s net worth had increased from tens of millions to hundreds of millions. In April 2002, Musk fully abandoned the publicity-stunt idea and committed to building a commercial space venture. He pulled aside Cantrell, Griffin, Mueller, and Chris Thompson, an aerospace engineer at Boeing, and told the group, “I want to do this company. If you guys are in, let’s do it.” (Griffin wanted to join but ended up declining when Musk rebuffed his request to live on the East Coast, and Cantrell only stuck around for a few months after this meeting, seeing the venture as too risky.) Founded in June 2002, Space Exploration Technologies came to life in humble settings. Musk acquired an old warehouse at 1310 East Grand Avenue in El Segundo, a suburb of Los Angeles humming with the activity of the aerospace industry. The previous tenant of the 75,000-square-foot building had done lots of shipping and had used the south side of the facility as a logistics depot, outfitting it with several receiving bays for delivery trucks. This allowed Musk to drive his silver McLaren right into the building. Beyond that the surroundings were sparse—just a dusty floor and a forty-foot-high ceiling with its wooden beams and insulation exposed and which curved at the top to give the place a hangarlike feel. The north side of the building was an office space with cubicles and room for about fifty people. During the first week of SpaceX’s operations, delivery trucks showed up packed full of Dell laptops and printers and folding tables that would serve as the first desks. Musk walked over to one of the loading docks, rolled up the door, and off-loaded the equipment himself. Musk had soon transformed the SpaceX office with what has become his signature factory aesthetic: a glossy epoxy coating applied over concrete on the floors, and a fresh coat of white paint slathered onto the walls. The white color scheme was intended to make the factory look clean and feel cheerful. Desks were interspersed around the factory so that Ivy League computer scientists and engineers designing the machines could sit with the welders and machinists building the hardware. This approach stood as SpaceX’s first major break with traditional aerospace companies that prefer to cordon different engineering groups off from each other and typically separate engineers and machinists by thousands of miles by placing their factories in locations where real estate and labor run cheap. As the first dozen or so employees came to the offices, they were told that SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.” SpaceX would build its own engines andPDF Image | SpaceX and the Quest
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