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would put it back on and try and align it to get the fit and finish right, but then someone would push on it, and it would move again. It was one of those Wizard of Oz, man behind the curtain moments.” A couple of the Tesla engineers practiced test-driving the car for a couple of days leading up to the event to make sure that they knew just how long the car would go before it overheated. While not perfect, the display accomplished exactly what Musk had intended. It reminded people that Tesla had a credible plan to make electric cars more mainstream and that its cars were far more ambitious than what big-time automakers like GM and Nissan seemed to have in mind both from a design and a range perspective. The messy reality behind the display was that the odds of Tesla advancing the Model S from a prop to a sellable car were infinitesimal. The company had the technical know-how and the will for the job. It just didn’t have much money or a factory that could crank out cars by the thousands. Building an entire car would require blanking machines that take sheets of aluminum and chop them up into the appropriate size for doors, hoods, and body panels. Next up would be the massive stamping machines and metal dies used to take the aluminum and bend it into precise shapes. Then there would be dozens of robots that would aid in assembling the cars, computer-controlled milling machines for precise metalwork, painting equipment, and a bevy of other machines for running tests. It was an investment that would run into the hundreds of millions of dollars. Musk would also need to hire thousands of workers. As with SpaceX, Musk preferred to build as much of Tesla’s vehicles in-house as possible, but the high costs were limiting just how much Tesla could take on. “The original plan was that we would do final assembly,” said Diarmuid O’Connell, the vice president of business development at Tesla. Partners would stamp out the body parts, do the welding and handle the painting, and ship everything to Tesla, where workers would turn the parts into a whole car. Tesla proposed to build a factory to handle this type of work first in Albuquerque, New Mexico, and then later in San Jose, California, and then pulled back on these proposals, much to the dismay of city officials in both locales. The public hemming and hawing around picking the factory site did little to inspire confidence in Tesla’s ability to knock out a second car and generated the same type of negative headlines that had surrounded the Roadster’s protracted delivery. O’Connell had joined Tesla in 2006 to help solve some of the factory and financing issues. He grew up near Boston in a middle-class Irish family and went on to earn a bachelor’s degree from Dartmouth College. After that, O’Connell attended the University of Virginia to get a master’s degree in foreign policy and then Northwestern, where he got an MBA from the Kellogg School of Management. He had fancied himself a scholar of the Soviet Union and its foreign and economic policy and had studied these areas at UVa. “But then, in 1988 and 1989, they’re starting to close down the Soviet Union, and, at the very least, I had a brand problem,” O’Connell said. “It started looking to me like I was heading to a career in academia or intelligence.” It was then that O’Connell’s career took a detour into the business world, where he became a management consultant working for McCann Erickson Worldwide, Young & Rubicam, and Accenture, advising companies like Coca- Cola and AT&T. O’Connell’s career path changed more drastically in 2001 when the planes hit the twin towers in New York. In the wake of the terrorist attacks, O’Connell, like many people, decided to serve the United States in any capacity that he could. In his late thirties, he had missed the window to be a soldier and instead focused his attention on trying to get into national security work. O’Connell wentPDF Image | SpaceX and the Quest
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