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three mechanical engineers, and a few assembly people. The main team of prototype builders consisted of Straubel, Berdichevsky, and David Lyons, a very clever mechanical engineer and employee No. 12. Lyons had about a decade of experience working for Silicon Valley companies and had met Straubel a few years before when the two men struck up a conversation at a 7-Eleven about an electric bike Straubel was riding. Lyons had helped Straubel pay bills by hiring him as a consultant for a company building a device to measure people’s core body temperature. Straubel thought he could return the favor by bringing Lyons on early to such an exciting project. Tesla would benefit in a big way as well. As Berdichevsky put it, “Dave Lyons knew how to get shit done.” The engineers bought a blue lift for the car and set it up inside the building. They also purchased some machine tools, hand tools, and floodlights to work at night and started to turn the facility into a hotbed of R&D activity. Electrical engineers studied the Lotus’s base-level software to figure out how it tied together the pedals, mechanical apparatus, and the dashboard gauges. The really advanced work took place with the battery pack design. No one had ever tried to combine hundreds of lithium ion batteries in parallel, so Tesla ended up at the cutting edge of the technology. The engineers started trying to understand how heat would dissipate and current flow would behave across seventy batteries by supergluing them together into groups called bricks. Then ten bricks would be placed together, and the engineers would test various types of air and liquid cooling mechanisms. When the Tesla team had developed a workable battery pack, they stretched the yellow Lotus Elise chassis five inches and lowered the pack with a crane into the back of the car, where its engine would normally be. These efforts began in earnest on October 18, 2004, and, rather remarkably, four months later, on January 27, 2005, an entirely new kind of car had been built by eighteen people. It could even be driven around. Tesla had a board meeting that day, and Musk zipped about in the car. He came away happy enough to keep investing. Musk put in $9 million more as Tesla raised a $13 million funding round. The company now planned to deliver the Roadster to consumers in early 2006. Once they’d finished building a second car a few months later, the engineers at Tesla decided they needed to face up to a massive potential flaw in their electric vehicle. On July 4, 2005, they were at Eberhard’s house in Woodside celebrating Independence Day and figured it was as good a moment as any to see what happened when the Roadster’s batteries caught on fire. Someone taped twenty of the batteries together, put a heating strip wire into the bundle, and set it off. “It went up like a cluster of bottle rockets,” Lyons said. Instead of twenty batteries, the Roadster would have close to 7,000, and the thought of what an explosion at that scale would be like horrified the engineers. One of the perks of an electric car was meant to be that it moved people away from a flammable liquid like gasoline and the endless explosions that take place in an engine. Rich people were unlikely to pay a high price for something even more dangerous, and the early nightmare scenario for the employees at Tesla was that a rich, famous person would get caught in a fire caused by the car. “It was one of those ‘oh shit’ moments,” Lyons said. “That is when we really sobered up.” Tesla formed a six-person task force to deal with the battery issue. They were pulled off all other work and given money to begin running experiments. The first explosions started taking place at the Tesla headquarters, where the engineers filmed them in slow motion. Once saner minds prevailed, Tesla moved its explosion research to a blast area behind an electrical substation maintained by the fire department. Blast by blast, the engineers learned a great deal about the inner workings of thePDF Image | SpaceX and the Quest
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