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go-between for employees and Musk. Straubel’s engineering smarts and work ethic had earned Musk’s respect, and Straubel found that he could deliver difficult messages to Musk on behalf of other employees. As he would do for years to come, Straubel also proved willing to check his ego at the door. All that mattered was getting the Roadster and the follow-on sedan to market to popularize electric cars, and Musk looked like the best person to make that happen. Other employees had enjoyed the thrill of the engineering challenge over the past five years but were burnt-out beyond repair. Wright didn’t believe that an electric car for the masses would ever take off. He left and started his own company dedicated to making electric versions of delivery trucks. Berdichevsky had been a crucial, do-anything young engineer for much of Tesla’s existence. Now that the company employed about three hundred people, he felt less effective and didn’t relish the idea of suffering for another five years to bring the sedan to market. He would leave Tesla, get a couple of degrees from Stanford, and cofound a start-up looking to make a revolutionary new battery that could soon go into electric cars. With Eberhard gone, Tarpenning found Tesla less fun. He didn’t see eye to eye with Drori and also shied away from the idea of frying his soul to get the sedan out. Lyons stuck around longer, which is a minor miracle. At various points, he had led the development of most of the core technology behind the Roadster, including the battery packs, the motor, the power electronics, and, yes, the transmission. This meant that for about five years Lyons had been among Tesla’s most capable employees and the guy constantly in the doghouse for being behind on something and thus holding the rest of the company up. He suffered through some of Musk’s more colorful tirades—directed either at him or suppliers that had let Tesla down—that included talk of people’s balls being chopped off and other violent or sexual acts. Lyons also saw an exhausted, stressed-out Musk spit coffee across a conference room table because it was cold and then, without a pause, demand that the employees work harder, do more, and mess up less. Like so many people privy to these performances, Lyons came away with no illusions about Musk’s personality but with the utmost respect for his vision and drive to execute. “Working at Tesla back then was like being Kurtz in Apocalypse Now,” Lyons said. “Don’t worry about the methods or if they’re unsound. Just get the job done. It comes from Elon. He listens, asks good questions, is fast on his feet, and gets to the bottom of things.” Tesla could survive the loss of some of these early hires. Its strong brand had allowed the company to keep recruiting top talent, including people from large automotive companies who knew how to get over the last set of challenges blocking the Roadster from reaching customers. But Tesla’s major issue no longer revolved around effort, engineering, or clever marketing. Heading into 2008, the company was running out of money. The Roadster had cost about $140 million to develop, way over the $25 million originally estimated in the 2004 business plan. Under normal circumstances, Tesla had probably done enough to raise more funds. These, however, were not normal times. The big automakers in the United States were charging toward bankruptcy in the middle of the worst financial crisis since the Great Depression. In the midst of all this, Musk needed to convince Tesla’s investors to fork over tens of millions of additional dollars, and those investors had to go to their constituents to lay out why this made any sense. As Musk put it, “Try to imagine explaining that you’re investing in an electric car company, and everything you read about the car company sounds like it is shit and doomed and it’s a recession and no one is buying cars.” All Musk had to do to dig Tesla out of this conundrum was lose his entire fortune and verge on a nervous breakdown.PDF Image | SpaceX and the Quest
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