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engineering prototype went to the same collision testing facility used by large automakers, giving Tesla access to top-of-the-line high-speed cameras and other imaging technology. Thousands of other tests, though, were done by a third party that specialized in computer simulations and saved Tesla from building a fleet of crash vehicles. Tesla also had equal access to the big guys’ durability tracks made out of cobblestones and concrete embedded with metal objects. It could replicate 100,000 miles and ten years of wear at these facilities. Quite often, the Tesla engineers brought their Silicon Valley attitude to the automakers’ traditional stomping grounds. There’s a break and traction testing track in northern Sweden near the Arctic Circle where cars get tuned on large plains of ice. It would be standard to run the car for three days or so, get the data, and return to company headquarters for many weeks of meetings about how to adjust the car. The whole process of tuning a car can take the entire winter. Tesla, by contrast, sent its engineers along with the Roadsters being tested and had them analyze the data on the spot. When something needed to be tweaked, the engineers would rewrite some code and send the car back on the ice. “BMW would need to have a confab between three or four companies that would all blame each other for the problem,” Tarpenning said. “We just fixed it ourselves.” Another testing procedure required that the Roadsters go into a special cooling chamber to check how they would respond to frigid temperatures. Not wanting to pay the exorbitant costs to use one of these chambers, the Tesla engineers opted to rent an ice cream delivery truck with a large refrigerated trailer. Someone would drive a Roadster into the truck, and the engineers would don parkas and work on the car. Every time Tesla interacted with Detroit it received a reminder of how the once-great city had been separated from its own can-do culture. Tesla tried to lease a small office in Detroit. The costs were incredibly low compared with space in Silicon Valley, but the city’s bureaucracy made getting just a basic office an ordeal. The building’s owner wanted to see seven years of audited financials from Tesla, which was still a private company. Then the building owner wanted two years’ worth of advanced rent. Tesla had about $50 million in the bank and could have bought the building outright. “In Silicon Valley, you say you’re backed by a venture capitalist, and that’s the end of the negotiation,” Tarpenning said. “But everything was like that in Detroit. We’d get FedEx boxes, and they couldn’t even decide who should sign for the package.” Throughout these early years, the engineers credited Eberhard with making quick, crisp decisions. Rarely did Tesla get hung up overanalyzing a situation. The company would pick a plan of attack, and when it failed at something, it failed fast and then tried a new approach. It was many of the changes that Musk wanted that started to delay the Roadster. Musk kept pushing for the car to be more comfortable, asking for alterations to the seats and the doors. He made the carbon-fiber body a priority, and he pushed for electronic sensors on the doors so that the Roadster could be unlocked with the touch of a finger instead of a tug on a handle. Eberhard groused that these features were slowing the company down, and many of the engineers agreed. “It felt at times like Elon was this unreasonably demanding overarching force,” said Berdichevsky. “The company as a whole was sympathetic to Martin because he was there all the time, and we all felt the car should ship sooner.” By the middle of 2007, Tesla had grown to 260 employees and seemed to be pulling off the impossible. It had produced the fastest, most beautiful electric car the world had ever seen almost from thin air. All it had to do next was build a lot of the cars—a process that would end up almost bankrupting the company. The greatest mistake Tesla’s executives made in the early days were assumptions around thePDF Image | SpaceX and the Quest
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