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<v Speaker 1>When Elon was twenty three, he got out of college.

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<v Speaker 1>He went to San Francisco, the Bay Area, with a car,

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<v Speaker 1>a computer, and two thousand dollars. Yeah, that's right, and

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<v Speaker 1>he started a company called zip two. It was sort

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<v Speaker 1>of like what the early Yahoo was.

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<v Speaker 2>It was an online directory.

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<v Speaker 1>Four years later, when he was about my age, he

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<v Speaker 1>sold the company for just over three hundred million dollars

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<v Speaker 1>to compac. And I bring this up not because it

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<v Speaker 1>was the largest internet company acquisition at the time, but

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<v Speaker 1>because he's done so much stuff since.

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<v Speaker 2>Then that nobody even remembers.

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<v Speaker 1>This initial success for zip to doesn't get much play.

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<v Speaker 2>So I'm gonna ask him some questions.

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<v Speaker 1>We're going to go through he's got, you know, as

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<v Speaker 1>Jane said, three mind blowing companies, and then hopefully we'll

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<v Speaker 1>have some time for you all to ask him some questions.

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<v Speaker 1>So start thinking and we'll get to those. So I'm

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<v Speaker 1>gonna put up something that probably looks familiar to most

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<v Speaker 1>people here. This is the home page of PayPal. In

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<v Speaker 1>two thousand, Elon was a co founder and the company

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<v Speaker 1>was sold to eBay and two for one point five

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<v Speaker 1>billion dollars. And we all know what PayPal is today.

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<v Speaker 1>But I was hoping you could sort of share with

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<v Speaker 1>us kind of what your vision was from the beginning.

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<v Speaker 3>Well, it certainly evolved over time.

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<v Speaker 4>Initially the well, after selling ZIP two, I want to

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<v Speaker 4>do something more on the Internet. And it seemed to

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<v Speaker 4>me that there hadn't been all that much innovation in

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<v Speaker 4>the financial sector. And given that money is kind of

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<v Speaker 4>just an entry in a database and it was low bandwidth,

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<v Speaker 4>you s didn't require some big infrastructural upgrade to the Internet.

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<v Speaker 4>It seemed it should lend itself to innovation. So I

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<v Speaker 4>try to think of what could be you know, what're

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<v Speaker 4>something compelling it could be done? And I thought, well,

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<v Speaker 4>if we can combine all types of financial services in

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<v Speaker 4>one so you can have like mortgages, like basically all

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<v Speaker 4>your your entire financial relationships seamlessly integrated together in one

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<v Speaker 4>place online, that would be cool. And then there was

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<v Speaker 4>a little feature that just seemed like an obvious feature,

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<v Speaker 4>which was the ability to transfer money from one person

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<v Speaker 4>to another by entering a nique identifier like an email address.

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<v Speaker 3>There was like just the sort of a little feature.

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<v Speaker 4>But then whenever we demonstrate the product, people wouldn't get

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<v Speaker 4>excited about the consolidated financial services, but they would get

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<v Speaker 4>excited about emailing money, so you're sort of focusing our

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<v Speaker 4>energy on that, and that really ended up being the

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<v Speaker 4>big driver of growth.

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<v Speaker 1>Right, So it sort of went from a super bank

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<v Speaker 1>I think that's what the media called.

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<v Speaker 4>Yeah, like a super financial services thing, to really narrowly

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<v Speaker 4>focusing on email payments. Although I should point out that

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<v Speaker 4>actually a lot of people aren't aware that a lot

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<v Speaker 4>of the success of paypalt is due to the underlying

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<v Speaker 4>financial services that are there, such as the money market fund,

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<v Speaker 4>which is one of the highest yielding, in fact, I

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<v Speaker 4>think the highest yielding in the country. And the fact

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<v Speaker 4>that there's a PayPal debit card which operates off the

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<v Speaker 4>massive card system, so you can you can buy things,

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<v Speaker 4>you know, by thinkings in the real world and get

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<v Speaker 4>cash from an ATM that directly taps into your PayPal account.

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<v Speaker 4>Those are actually very important to the PayPal business model.

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<v Speaker 3>Right.

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<v Speaker 1>So you were CEO of the company for for most

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<v Speaker 1>of two thousand, I think, and you went PayPal merged

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<v Speaker 1>or sorry, Elon's company merged with.

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<v Speaker 2>Another company it became PayPal.

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<v Speaker 1>He was running the company, he went on an investment

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<v Speaker 1>raising trip and when he got back.

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<v Speaker 4>What happened?

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<v Speaker 3>Well, yeah, so.

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<v Speaker 4>You know, I think it's not a good idea to

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<v Speaker 4>leave the office when there are like a lot of

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<v Speaker 4>major things underway which are causing people a great deal

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<v Speaker 4>of stress. But it was a combination of needing to

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<v Speaker 4>raise money and I had not gotten married earlier that

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<v Speaker 4>year and not had any vacation or honeymoon or anything.

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<v Speaker 4>So it was kind of a combined financing trip, sash honeymoon, yeah,

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<v Speaker 4>and and.

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<v Speaker 3>Anyway, but away for two weeks.

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<v Speaker 4>And there was just so much that there was just

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<v Speaker 4>a lot of worry, and that that caused the management

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<v Speaker 4>team to decide that I wasn't the right guy to

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<v Speaker 4>run a company. And so the bard was like, you know, geez,

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<v Speaker 4>what do we do? So basically I could, I could

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<v Speaker 4>afford it really hard, but instead I except, you know,

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<v Speaker 4>rather than fight at it at this critical time, best

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<v Speaker 4>to sort of concede.

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<v Speaker 2>It's amazing to me how you managed.

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<v Speaker 1>When I first asked you about this, you said you

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<v Speaker 1>buried their hatchet. And you know, one of the basically

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<v Speaker 1>the person who replaced you just put I think twenty

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<v Speaker 1>million dollars or so into your company. And how did

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<v Speaker 1>you get past that? Kind of betrayal. I mean, did

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<v Speaker 1>you how did you guys patch it up?

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<v Speaker 4>Yeah, that's actually an interesting story. Well, well, I didn't

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<v Speaker 4>agree with their conclusion. I understood why they took the

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<v Speaker 4>action they did. And they're not you know, Peter and

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<v Speaker 4>Max and David and the other guys not. I mean,

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<v Speaker 4>they're smart people with generally the right motivations. They did

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<v Speaker 4>what they thought was was right, and I think for

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<v Speaker 4>the right reasons. I mean, except that the reasons weren't

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<v Speaker 4>valid in my opinion. But it's hard to argue with

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<v Speaker 4>the ultimate outcome, which is which is positive.

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<v Speaker 3>So you know, I just thought, you know.

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<v Speaker 4>It's just easy to be better and and uh and

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<v Speaker 4>and have I just hate them forever, but you know,

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<v Speaker 4>it's best that the right better course of action is

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<v Speaker 4>to any other cheek and and sort of you know,

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<v Speaker 4>make make the relationship good. And and it was, you know,

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<v Speaker 4>but I've put a lot of effin into sort of

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<v Speaker 4>making things good and and then yeah, actually, recently, the

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<v Speaker 4>Founder's Fund, which is comprised primarily of ex PayPal people,

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<v Speaker 4>including Peter, who replaced me as CEO, invested in SpaceX.

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<v Speaker 3>Yeah, and I invested in Peter's things before that.

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<v Speaker 1>So I want to put up something about what this,

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<v Speaker 1>you know, PayPal sale to eBay helped make possible.

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<v Speaker 2>Uh, tell us, tell us what we're looking at.

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<v Speaker 4>That's the Tesla Roadster, which is the world's first production

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<v Speaker 4>electric sports car.

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<v Speaker 2>And how much does it cost? Give us the sales pitch. Okay,

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<v Speaker 2>they just opened a dealership, so he should be good

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<v Speaker 2>at this.

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<v Speaker 4>Yeah. Actually, I've sold a lot of cars. So the

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<v Speaker 4>Tesla Roadster is the nutshell that you know. The elevator speech.

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<v Speaker 4>Thing is that the Roadster is faster than a Ferrari

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<v Speaker 4>and more efficient than a Prius, so it actually has

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<v Speaker 4>been better acceleration than any Ferrari except the Enzo. And

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<v Speaker 4>it's about a three point nine seconds zero to sixty,

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<v Speaker 4>and that actually understates the true acceleration because zero sixty

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<v Speaker 4>for a gasoline car is measured from when the wheels

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<v Speaker 4>start moving, but the wheels only stop moving when you

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<v Speaker 4>engage the clutch, and it typically takes about a quarter

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<v Speaker 4>second or more to engage the clutch. But there's no

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<v Speaker 4>clutch for our car. It's direct drive, so you don't

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<v Speaker 4>have a clutch engagement delay. So it's like equivalent to

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<v Speaker 4>a gasoline car with a zero to sixty for about

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<v Speaker 4>three point six seconds, and it's good, incredibly good handling.

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<v Speaker 4>And then the energy efficiency of the car is probably

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<v Speaker 4>the most amazing thing. It only costs four dollars at

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<v Speaker 4>current California rates to go about two hundred and fifty miles.

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<v Speaker 4>So the range, the current EPA rated range, which is

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<v Speaker 4>a combination of highway in the city with the conditioning on,

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<v Speaker 4>is two hundred and forty four miles.

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<v Speaker 2>So it's amazing.

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<v Speaker 1>So this is I mean, it's so cool. It costs

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<v Speaker 1>one hundred and nine thousand dollars. If anybody's interested.

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<v Speaker 4>It's it's expensive, but it's comparable to like a portion

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<v Speaker 4>nine lemon, you know. So we wanted to have something

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<v Speaker 4>which was in the price range of a comparable guesstline

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<v Speaker 4>car that it could, you know, probably beat, and you know,

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<v Speaker 4>so that's that's key because you know, it's one thing

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<v Speaker 4>to have a compelling product, but it has to be

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<v Speaker 4>a compelling product a compelling price.

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<v Speaker 1>Right you in the press obviously, this this has gotten

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<v Speaker 1>a lot of attention, and Elon has taken a lot

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<v Speaker 1>of flak for various redesigns. You've sort of been you've

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<v Speaker 1>been portrayed as a micromanager, you know, redesigning the headlights

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<v Speaker 1>or whatever.

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<v Speaker 3>I thought it was a nano manager. I've improveditude.

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<v Speaker 2>So why why does the car need to be perfect?

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<v Speaker 1>I mean, why did you need to redesign you know,

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<v Speaker 1>the doors for instance.

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<v Speaker 4>Well, first of all, the car is definitely not perfect.

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<v Speaker 4>In fact, one of the things that that troubles me

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<v Speaker 4>personally is like when I see a product, it's sort

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<v Speaker 4>of I commediately see a readout of all the flaws.

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<v Speaker 4>I need to reprogram myself or remind myself to like

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<v Speaker 4>look at the good things as well. So it's certainly

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<v Speaker 4>far from perfect.

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<v Speaker 3>But the.

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<v Speaker 4>Acceptance, I mean fundamentally, if you don't have a compelling

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<v Speaker 4>product at a compelling price, you don't have a great company.

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<v Speaker 4>And that's that was really my gate, the gate that

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<v Speaker 4>the product that the car had to pass through. And

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<v Speaker 4>so there were things like the dorsals because we used

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<v Speaker 4>a chassis that was inherited from the Lotus lease. In retrospect,

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<v Speaker 4>we should have completely redesigned the car and not and

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<v Speaker 4>not use any a lease componentory because we really it's

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<v Speaker 4>sort of like you go into a house and you

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<v Speaker 4>think you'll just change this or that, and it'll be okay,

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<v Speaker 4>and then you end up changing everything in the house.

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<v Speaker 3>It would have been better to just level the house and.

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<v Speaker 4>Start and produce the knew Because the car, our car

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<v Speaker 4>is thirty percent heavier, the load points are all different,

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<v Speaker 4>so we had to really redesign the chassis. And one

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<v Speaker 4>of the things I said, we've got to do is

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<v Speaker 4>to lower the dorsals.

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<v Speaker 3>And as it is, that dorsals is still too high.

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<v Speaker 4>But if I'd say, imagine if they're two inches higher,

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<v Speaker 4>because that's what they were, it made it almost unusable

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<v Speaker 4>in my view.

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<v Speaker 2>Yeah, I mean, what are you on.

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<v Speaker 1>I think you were quoted saying something like Dolorean failed

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<v Speaker 1>because we built a bad car, and you need to

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<v Speaker 1>the car needs to be worth one hundred and nine

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<v Speaker 1>thousand dollars.

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<v Speaker 4>Absolutely, absolutely exactly if you don't exactly, We did not

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<v Speaker 4>want to create another Dolorian, and the Dolorian kind of

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<v Speaker 4>looked kind of cool, but it was really weak on performance.

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<v Speaker 3>It was unreliable, and there were.

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<v Speaker 4>Lots of little issues with the car, and we just

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<v Speaker 4>didn't want to be in that situation. And it's not like,

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<v Speaker 4>I mean, we could have built a worse car and

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<v Speaker 4>still sold a bunch of them. But if you don't

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<v Speaker 4>sell enough to make it make the business look attractive

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<v Speaker 4>to future investors, you're not going to attract the capital

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<v Speaker 4>to take it to the next level or even to

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<v Speaker 4>sustain where it is.

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<v Speaker 3>How many orders have you taken? Twelve hundred deposits?

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<v Speaker 4>Wow, so we only take orders when somebody puts down

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<v Speaker 4>a deposit of at least five thousand dollars.

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<v Speaker 1>Yeah, so I'm going to move to another company. But

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<v Speaker 1>you told me that the last successful car startup was Jeep.

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<v Speaker 2>In nineteen forty one.

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<v Speaker 3>Yeah in the US. Yeah, in the US.

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<v Speaker 1>So doesn't that kind of say something bad about going

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<v Speaker 1>to the car business?

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<v Speaker 2>I mean, why why go for this?

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<v Speaker 4>Well, it certainly I would not have done this if

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<v Speaker 4>it were a gasoline car. So this is not about

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<v Speaker 4>it's not because I thought the world had a shortage

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<v Speaker 4>sports cars that we started Tesla. It's because it's very

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<v Speaker 4>important that we accelerate the transition away from gasoline for

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<v Speaker 4>environmental reasons, for economic reasons, for national security reasons. It's very,

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<v Speaker 4>very fundamental and frankly, so you know, even if you

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<v Speaker 4>don't think believe in the environ bental reasons, even if

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<v Speaker 4>you don't believe in the national security issues reasons. It's

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<v Speaker 4>obviously gasoline oil is not a renewable resource, and sooner

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<v Speaker 4>or later, the economic issues are going to cause a

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<v Speaker 4>collapse of the economy, literally a collapse of the economy

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<v Speaker 4>if we don't find an alternative, because you'll be paying

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<v Speaker 4>twenty thirty forty dollars gas for gasling. The stuff's going

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<v Speaker 4>to get you know, it's going to start approaching the

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<v Speaker 4>price of gold. I mean, it's going to be crazy.

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<v Speaker 4>So we got to find a renewable alternative. And the

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<v Speaker 4>good that Tesla's doing is not just Tesla's what Teslas itself,

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<v Speaker 4>it's the example that Tesla sets for the rest of

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<v Speaker 4>the industry. In fact, people are probably see the announcement

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<v Speaker 4>for the Chevy Vault. Well, Bob Lat's Bob Blatz is

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<v Speaker 4>the champion of the Chevy Vault, and he credits Tesla

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<v Speaker 4>with the with starting getting the Chevy volt started. Because

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<v Speaker 4>when we unveiled our Tesla Roads to a couple of

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<v Speaker 4>years ago, he saw the press release, he took the

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<v Speaker 4>Tesla press release, went to his development guys and said,

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<v Speaker 4>if a little company in California can do this, why

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<v Speaker 4>can't we Yeah, and that's what prompted the Chevy Vault.

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<v Speaker 2>Yeah. Well, let's let's talk about how we power these things.

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<v Speaker 1>Uh oh, that's a that's a picture of the workshop

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<v Speaker 1>in uh In Center or just south of San.

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<v Speaker 3>Francisco, right.

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<v Speaker 1>And then this is another company that you on. This

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<v Speaker 1>is probably the one that you're maybe least involved with

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<v Speaker 1>on a day to day basis, but it's uh it's

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<v Speaker 1>Solar City, And sort of the elevator pitch for this one,

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<v Speaker 1>as you've told it to me before, is you know

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<v Speaker 1>you're gonna do for solar power what Dell did for computers,

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<v Speaker 1>which I think is such a nice way of putting it,

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<v Speaker 1>and I was hoping you could just unpack that for

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<v Speaker 1>us a little bit.

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<v Speaker 4>Certainly, Well, Dell doesn't make the CPU or the hord

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<v Speaker 4>drive or the memory, but they put it all together,

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<v Speaker 4>and they managed their relationship with the end customer, and

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<v Speaker 4>they manage the service and all that. And that's a

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<v Speaker 4>very important element because if you had to go to

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<v Speaker 4>Intel and buy your CPU and somewhere else and buy

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<v Speaker 4>your hard drive and put that all together, very few

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<v Speaker 4>people would have computers. So Solo City is about packaging

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<v Speaker 4>that or making it really easy to use. Would just

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<v Speaker 4>basically make one call. It's just seamless and painless. And

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<v Speaker 4>then they also have a lot of innovation on the

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<v Speaker 4>financing front. So they did a three undred million dollar

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<v Speaker 4>debt facility with the mortgage Stanley that allows the end

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<v Speaker 4>consumer to sign up for solar power, put no money down,

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<v Speaker 4>and your utility build decreases.

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<v Speaker 3>So it's a complete no brainer.

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<v Speaker 4>Now, it doesn't work for every house because your house

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<v Speaker 4>has to be you know, south face, you know, have

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<v Speaker 4>a south facing roof and of sufficient size, and you

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<v Speaker 4>have to be in an area where electricity is not

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<v Speaker 4>super cheap.

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<v Speaker 3>But it works for a lot of a lot.

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<v Speaker 4>Of houses and you know, maybe a third probably third

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<v Speaker 4>of the house in California and something like that. And

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<v Speaker 4>so they've just enjoyed phenomenal growth. I mean they're literally

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<v Speaker 4>growing as fast as they can hire good people. And

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<v Speaker 4>I mean the numbers for the month of August came

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<v Speaker 4>in and solar cities as big as the next five

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<v Speaker 4>solar power providers combined in California. So and all credit

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<v Speaker 4>to them. I mean, really, it's a phenomenal job. I

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<v Speaker 4>mean I was sort of weighing every now and again,

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<v Speaker 4>like yeah, how about that?

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<v Speaker 3>So how about that? But really is of very little credit?

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<v Speaker 2>No, no, no managing.

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<v Speaker 3>There, No, not at all. Yeah, thank goodness.

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<v Speaker 1>So Jane brought up Mars in our introduction and you know,

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<v Speaker 1>you got out of PayPal with and zip to, you know,

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<v Speaker 1>with a lot of money. And I think, I'm sure

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<v Speaker 1>people in this room have had this happen to them,

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<v Speaker 1>and many people will have it happened sometime in the future,

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<v Speaker 1>I hope.

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<v Speaker 2>And instead of buying mutual.

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<v Speaker 1>Funds or I don't know, doing whatever one does with

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<v Speaker 1>several hundred million dollars, you decided.

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<v Speaker 3>To emolts backed securities. There they're great.

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<v Speaker 1>You you decided to start a rocket company with the

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<v Speaker 1>express purpose of well making it cheaper to get stuff

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<v Speaker 1>in outer space and then eventually going to Mars for

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<v Speaker 1>helping humanity go to Mars.

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<v Speaker 2>And I just wanted to.

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<v Speaker 1>Know, you know, why, why do that?

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<v Speaker 3>It isn't obvious.

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<v Speaker 4>Well, when I was in college, there was sort of

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<v Speaker 4>three areas that sort of what's really going to affect

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<v Speaker 4>the future humanity in a significant way. The three things

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<v Speaker 4>that seemed to be most significant to me were the

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<v Speaker 4>Internet of the transition to a sustainable energy economy, and

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<v Speaker 4>the third was the extension of life beyond Earth becoming multiplanetary.

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<v Speaker 4>I didn't think i'd be involved in at all in

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<v Speaker 4>option three, But the reason I think it's important is

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<v Speaker 4>is it goes to how we decide that anything is important,

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<v Speaker 4>and the lens of history is a good way to

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<v Speaker 4>distinguish what seems important in the moment from what is

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<v Speaker 4>truly important over the long term. And if you zoom

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<v Speaker 4>out and look at a long enough period of time

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<v Speaker 4>and sell the four billion year history of Earth and

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<v Speaker 4>the evolution of life itself, then there's only about half

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<v Speaker 4>a dozen or so major of milestones in the.

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<v Speaker 3>History of life.

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<v Speaker 4>There's obviously single celled life, multiceliar life, differentiation to plants

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<v Speaker 4>and animals, the transition from oceans to land, mammals, consciousness

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<v Speaker 4>so and then also on that scale would fit life

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<v Speaker 4>becoming multiplanetary. It would be I think at least important

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<v Speaker 4>as life going from the oceans to land, and probably

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<v Speaker 4>more important or more significant, because at least that that

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<v Speaker 4>was a gradual transition. If you didn't, if land was

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<v Speaker 4>if things got a little uncomfortable on land, you could

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<v Speaker 4>just hop back in the ocean, and that's not really

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<v Speaker 4>feasible on interplanetary journeys.

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<v Speaker 3>So you know, here we are.

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<v Speaker 4>It's sort of the first time in the four billionaire

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<v Speaker 4>history of Earth that life has been able to go

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<v Speaker 4>beyond Earth. And that window may be opened for a

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<v Speaker 4>long time, and I'm optimistic that I hope it will,

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<v Speaker 4>and I'm actually fairly optimistic about the future of Earth.

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<v Speaker 4>But something may happen that that closes that window and

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<v Speaker 4>prevents us, prevents life from extending beyond Earth, and that

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<v Speaker 4>risks the extension of life, or at least consciousness as

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<v Speaker 4>we know it, and that would be a terrible thing.

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<v Speaker 4>Life is a terrible thing.

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<v Speaker 1>Aways, So I want to give people a sense of

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<v Speaker 1>what kind of we're talking about.

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<v Speaker 2>So we just have a shut Oh, this is you know,

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<v Speaker 2>building the rocket, and this should give people a sense

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<v Speaker 2>of So so that's your rocket, and and and that launched.

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<v Speaker 1>Yeah, that that that launched, Uh what about three three

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<v Speaker 1>weeks ago or four weeks ago?

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<v Speaker 2>And we'll get to what happened.

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<v Speaker 1>But I just want to ask you, I mean, watching

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<v Speaker 1>that and and and when you watch that for the

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<v Speaker 1>first time, the first your first rocket went in five

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<v Speaker 1>I believe.

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<v Speaker 2>Or I mean, how did that how did you feel when.

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<v Speaker 1>You know, one hundred million dollars years of work and

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<v Speaker 1>you know you're shooting something, you know, in the air.

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<v Speaker 2>I mean it must have been amazing.

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<v Speaker 4>Yeah, it's pretty new wracking, that's for sure. The Parker

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<v Speaker 4>factor on launch day is very high. So now you

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<v Speaker 4>know me, well, yeah, I mean, you know, I'm actually

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<v Speaker 4>should be said, I'm actually kind of like a physics guy.

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<v Speaker 4>I mean, I'm like an engineer really, and I do

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<v Speaker 4>kind of the business stuff because you know, you kind

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<v Speaker 4>of have to do the business stuff, or if you

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<v Speaker 4>don't do the business stuff, somebody's else can to do

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<v Speaker 4>it for you, and then then you could.

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<v Speaker 3>Be in trouble. And I actually the chief designer of

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<v Speaker 3>the rocket.

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<v Speaker 4>I mean I could tell you I could redraw that

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<v Speaker 4>rocket without without the benefit of blueprints for the most part.

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<v Speaker 4>So it's sort of like seeing my baby go up there,

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<v Speaker 4>you know, and it's it's pretty scary.

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<v Speaker 3>Yeah.

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<v Speaker 1>So, so there have been three flights so far, and

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<v Speaker 1>each one has obviously the goal is to get into orbit.

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<v Speaker 2>Each one has sort of not made it.

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<v Speaker 3>Did you deal with the Well, we got to space.

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<v Speaker 1>Okay, you got to space, but it didn't you didn't

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<v Speaker 1>get where you wanted.

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<v Speaker 4>To go not all the way sorry, well you know,

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<v Speaker 4>but necessarily go all the way on the first few days.

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<v Speaker 2>SpaceX has.

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<v Speaker 3>You gotta work your way up there.

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<v Speaker 4>So but it certainly flights two and three got to

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<v Speaker 4>well into well beyond the boundaries of space. It didn't

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<v Speaker 4>get to full a little velocity though.

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<v Speaker 1>Yeah, but I mean you've got SpaceX has several hundred employees,

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<v Speaker 1>and obviously you said it was like your baby. I mean,

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<v Speaker 1>how did you deal with it personally? And then how

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<v Speaker 1>did you deal with the company as a manager, sort

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<v Speaker 1>of helping them get past it and helping your customers

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00:21:31.119 --> 00:21:34.640
<v Speaker 1>get past it obviously to keep their money because nobody's

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00:21:34.680 --> 00:21:37.799
<v Speaker 1>taking their money out of SpaceX. They've sold twelve flights

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<v Speaker 1>and none of the customers have asked.

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00:21:38.920 --> 00:21:39.319
<v Speaker 2>For their money.

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<v Speaker 3>Bet, that's true.

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<v Speaker 2>So how did you do that?

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<v Speaker 3>Lots of therapy, lots of handholding. It was just I think.

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<v Speaker 4>The customers that are that are signed up for SpaceX

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<v Speaker 4>are pretty sophisticated.

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<v Speaker 3>They understand that.

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<v Speaker 4>In the early early attempts at flight, you know, in

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<v Speaker 4>the development phase essentially called the beta phase if it

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<v Speaker 4>was software, there will be crashes and things.

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<v Speaker 3>Things won't initially go hum percent.

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<v Speaker 4>They obviously do expect that once we get out of

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<v Speaker 4>the development phase that there will be a good reliability

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<v Speaker 4>and that really is function of eliminating design related issues.

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<v Speaker 4>You know, the last launch had a problem because we

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<v Speaker 4>had a brand new engine on it that had a

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<v Speaker 4>a thrust transit that was longer than the last one,

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<v Speaker 4>and so there was an issue following stage separation. But

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<v Speaker 4>generally they're quite sophisticated customers and they understand what's going on.

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<v Speaker 4>And actually the first three flights were paid for by well,

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<v Speaker 4>first two were paid for by DARPER, the Defense Advanced

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<v Speaker 4>Research Project Agency, and the third one is played for

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<v Speaker 4>by the Air Force Operational Responsor Space Office. And their outcome,

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<v Speaker 4>the outcomes they were looking for were not really the

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<v Speaker 4>delivery of a satellite to all bit. They were actually

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<v Speaker 4>looking for demonstration of rapet launch, right, and so they

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<v Speaker 4>actually felt that that we were fully paid full three flights.

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<v Speaker 3>Right.

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<v Speaker 1>So I'm gonna ask one more question and then we'll

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<v Speaker 1>have some time for a quick Q and A. You know,

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<v Speaker 1>there's there's another rocket that looks just like this right

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<v Speaker 1>now in the Marshall Islands where SpaceX launch is from,

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<v Speaker 1>and it's I think you told.

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<v Speaker 3>Me it's going to go on this coming week, hopefully.

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<v Speaker 2>Hopefully this week.

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<v Speaker 1>And you know you told me, and I think you've

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<v Speaker 1>written this elsewhere that starting a rocket company is it's

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<v Speaker 1>so risky, it's like playing Russian Roulette, and uh.

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<v Speaker 3>Well each launch is a bit like Russian Roulette.

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<v Speaker 2>Yeah okay, and.

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<v Speaker 4>But yeah left Russian. Let you know, it's with pointing

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<v Speaker 4>out that you're probably gonna win.

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<v Speaker 1>But but I wanted to ask you, you know, Russian roulette.

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<v Speaker 1>You know, how do you know that you're dead? I mean,

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<v Speaker 1>when do you when do you stop? When do you

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<v Speaker 1>say you know what I've I'm not going to make it?

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<v Speaker 2>Or how do you know?

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<v Speaker 4>I think if we run out of money, but we

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<v Speaker 4>actually I know this sounds crazy, but we were profitable

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<v Speaker 4>last year.

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<v Speaker 3>We're going to be profitable this year. I'm not a

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<v Speaker 3>big profits.

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<v Speaker 4>We feel a small profit and we have enough funding

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<v Speaker 4>on hand and with existing contracts that independent of Falcon one,

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<v Speaker 4>to last through the end of next year.

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<v Speaker 1>Okay, So I was just told I guess we don't

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<v Speaker 1>have time for questions, and I'll let that be my

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<v Speaker 1>last question. But Elon, thank you so much for being

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<v Speaker 1>here and just sharing your story with us, it's it's

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<v Speaker 1>so inspiring and thank you, thank you,
