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prepayments back. Tesla employees soon got to witness the same Musk that SpaceX employees had seen for years. When an issue like the Roadster’s faulty carbon-fiber body panels cropped up, Musk dealt with it directly. He flew to England in his jet to pick up some new manufacturing tools for the body panels and personally delivered them to a factory in France to ensure that the Roadster stayed on its production schedule. The days of people being ambiguous about the Roadster’s manufacturing costs were gone as well. “Elon got fired up and said we were going to do this intense cost-down program,” said Popple. “He gave a speech, saying we would work on Saturdays and Sundays and sleep under desks until it got done. Someone pushed back from the table and argued that everyone had been working so hard just to get the car done, and they were ready for a break and to see their families. Elon said, ‘I would tell those people they will get to see their families a lot when we go bankrupt.’ I was like, ‘Wow,’ but I got it. I had come out of a military culture, and you just have to make your objective happen.” Employees were required to meet at 7 A.M. every Thursday morning for bill-of- materials updates. They had to know the price of every part and have a cogent plan for getting parts cheaper. If the motor cost $6,500 a pop at the end of December, Musk wanted it to cost $3,800 by April. The costs were plotted and analyzed each month. “If you started falling behind, there was hell to pay,” Popple said. “Everyone could see it, and people lost their jobs when they didn’t deliver. Elon has a mind that’s a bit like a calculator. If you put a number on the projector that does not make sense, he will spot it. He doesn’t miss details.” Popple found Musk’s style aggressive, but he liked that Musk would listen to a well-argued, analytical point and often change his mind if given a good enough reason. “Some people thought Elon was too tough or hot-tempered or tyrannical,” Popple said. “But these were hard times, and those of us close to the operational realities of the company knew it. I appreciated that he didn’t sugarcoat things.” On the marketing front, Musk would run daily Google searches for news stories about Tesla. If he saw a bad story, he ordered someone to “fix it” even though the Tesla public relations people could do little to sway the reporters. One employee missed an event to witness the birth of his child. Musk fired off an e-mail saying, “That is no excuse. I am extremely disappointed. You need to figure out where your priorities are. We’re changing the world and changing history, and you either commit or you don’t.”* Marketing people who made grammatical mistakes in e-mails were let go, as were other people who hadn’t done anything “awesome” in recent memory. “He can be incredibly intimidating at times but doesn’t have a real sense for just how imposing he can be,” said one former Tesla executive. “We’d have these meetings and take bets on who was going to get bloodied and bruised. If you told him that you made a particular choice because ‘it was the standard way things had always been done,’ he’d kick you out of a meeting fast. He’d say, ‘I never want to hear that phrase again. What we have to do is fucking hard and half-assing things won’t be tolerated.’ He just destroys you and, if you survive, he determines if he can trust you. He has to understand that you’re as crazy as he is.” This ethos filtered through the entire company, and everyone quickly understood that Musk meant business. Straubel, while sometimes on the bad end of the critiques, welcomed Musk’s hard-charging presence. The five years to get to this point had been an enjoyable slog for him. Straubel had transformed from a quiet, capable engineer who shuffled around Tesla’s factory floor with his head down into the most crucial member of the technical team. He knew more about the batteries and the electric drivetrain than just about anyone else at the company. He also began developing a role as aPDF Image | SpaceX and the Quest
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