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<v Speaker 1>It was a little bit.

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<v Speaker 2>I was interested by your background. You Uh, you finished

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<v Speaker 2>your bachelor's degree at Warden and then you stayed on

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<v Speaker 2>an additional year and got a physics degree when I

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<v Speaker 2>imagine almost all of your classmates went to Wall Street,

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<v Speaker 2>so that must have must have been a pretty tough year.

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<v Speaker 2>Did you have a vision at this point for what

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<v Speaker 2>you ultimately wanted to achieve?

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<v Speaker 3>Well, I, uh, yeah, there were three things in college

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<v Speaker 3>that I thought would most affect the world, and there

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<v Speaker 3>were the Internet, sustainable energy, and space exploration. I didn't

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<v Speaker 3>think I'd be involved in all three of those, but

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<v Speaker 3>as it turns out, some success in the internet right

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<v Speaker 3>now I was able to get involved in rockets and cars,

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<v Speaker 3>which are pretty capital intensive.

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<v Speaker 4>And but yeah, after sort of finishing the undergrad.

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<v Speaker 3>I I decided I didn't want to work on Wall

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<v Speaker 3>Street or work for McKenzie or something like that, which

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<v Speaker 3>everybody else went to walk do do. And uh, I'd

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<v Speaker 3>taken enough sort of physics electives so that I could

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<v Speaker 3>just spend another year and finish of physics degree and

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<v Speaker 3>then and then heads to California to do grad studies

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<v Speaker 3>at Stafford and material science applied physics, working on hein

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<v Speaker 3>inch sinsity capacities for electric vehicles, and then I ended

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<v Speaker 3>up putting that on a hold too, really dropping out

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<v Speaker 3>going back technically, I'm justerment. Dean says, I can come

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<v Speaker 3>back any time, but that's unlikely.

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<v Speaker 2>So you know, with that Stanford degree, you might really

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<v Speaker 2>do something for life exactly.

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<v Speaker 4>Yeah, so.

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<v Speaker 3>Did a couple of internet companies and then kind of

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<v Speaker 3>circled back to electric cars and and then in rockets.

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<v Speaker 1>Yeah, it's a typical story, right, So.

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<v Speaker 2>You know, it seems like a long time ago now,

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<v Speaker 2>but you know, I think probably you know, your entire

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<v Speaker 2>background is very interesting, you know for us, you know,

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<v Speaker 2>we were we were you know, we were an internet

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<v Speaker 2>company at our at our core as well, and we

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<v Speaker 2>came up.

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<v Speaker 1>Really during the same period of time as PayPal.

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<v Speaker 2>To me, one of the really interesting things about you,

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<v Speaker 2>and that is very similar to some of the history

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<v Speaker 2>of our company, is that you have been very willing

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<v Speaker 2>to put your own capital and your own money into

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<v Speaker 2>into your business. And one of the most intriguing times

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<v Speaker 2>for me for you was two thousand and eight with Tesla,

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<v Speaker 2>and you went in and you were not originally the CEO,

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<v Speaker 2>you were you were the funding. You know, you were

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<v Speaker 2>the funder and the chairman, but then you were also

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<v Speaker 2>just you were a developer. So talk a little bit

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<v Speaker 2>about that time and you know what it was like

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<v Speaker 2>to have basically everything on the line.

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<v Speaker 3>Yeah, that was that was super unpleasant, that's for sure. Yeah,

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<v Speaker 3>basically two thousand and seven, two thousand and eight, and

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<v Speaker 3>two thousand and nine sucked.

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<v Speaker 4>They were really horrible.

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<v Speaker 1>It was awesome here in Washington.

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<v Speaker 3>So so yeah, so you know, my thought with what

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<v Speaker 3>I had originally hoped with Tesla, I mean, was that

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<v Speaker 3>I wouldn't that I could just dedicate enough time to

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<v Speaker 3>do product development but then not actually run the company.

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<v Speaker 3>So that turned out to be a false assumption, and

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<v Speaker 3>I was sort of faced with the choice of in

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<v Speaker 3>two thousand and eight to either run the company and.

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<v Speaker 4>Just work a lot more, or or would die mostly

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<v Speaker 4>you know.

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<v Speaker 3>So, Yeah, in two thousand and eight was particularly tough

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<v Speaker 3>on a number of number of fronts because the third

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<v Speaker 3>launch of the Falcon one rocket for SpaceX failed. The

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<v Speaker 3>Tesla financing round fell apart because or we kept people

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<v Speaker 3>kept telling us that the term sheet was just around

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<v Speaker 3>the corner.

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<v Speaker 4>They just want to see what the market's going to

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<v Speaker 4>do like.

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<v Speaker 3>It was great, we were doing the same thing right,

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<v Speaker 3>So so Tesla desperately needed money, and then Solicity had

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<v Speaker 3>a deal with Morgan Stanley, solo lease finance deal that

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<v Speaker 3>Morgan Stanley themselves could.

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<v Speaker 4>Not honor because they just didn't have money.

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<v Speaker 3>And then I was also getting divorced, So that was

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<v Speaker 3>like just ship on every level, utter misery. And then

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<v Speaker 3>fortunately things perked up towards the end of the year.

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<v Speaker 3>The fourth launch of Falcon one did work. Solicity was

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<v Speaker 3>able to get through that period by just selling solar

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<v Speaker 3>systems instead of leasing them.

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<v Speaker 4>It was very tough Tesla.

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<v Speaker 3>Tesla was probably the most difficult in that time because

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<v Speaker 3>you know, obviously General Motives and Christ they were busy

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<v Speaker 3>getting bankrupt.

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<v Speaker 4>And trying to raise money.

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<v Speaker 3>Can you imagine trying to raise money for a car

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<v Speaker 3>company in late two thousand eight while Jero's and Christs

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<v Speaker 3>are trying to are going bankrupt, and they're like asking

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<v Speaker 3>for examples of prior successful car companies and the last,

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<v Speaker 3>you know, the last examples are at least you know

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<v Speaker 3>that they're not in delivering memory, you know, So there's

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<v Speaker 3>that Tucker, Yeah, yeah, I mean they think of Tucker

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<v Speaker 3>and Laurian. You know, it's like I've had a buck

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<v Speaker 3>for every time somebody mentioned Laurien. I wouldn't need to

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<v Speaker 3>have an IPO. So yeah, that was very difficult. In fact,

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<v Speaker 3>the only way we could raise money was internally, so

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<v Speaker 3>from existing investors and uh, and then I had to

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<v Speaker 3>commit all of all of my available capital to to

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<v Speaker 3>Tesla in order to get the other investors to do

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<v Speaker 3>the other half of the round. And that was enough

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<v Speaker 3>to get Tesla through that point. And then a lot

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<v Speaker 3>of people assume that the deer we saved our butt,

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<v Speaker 3>but actually it was Daimler. So that that in early

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<v Speaker 3>two thousand and nine, Diamler invested fifty million dollars into Tesla,

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<v Speaker 3>which was extremely important. Teslas didn't actually get any dearing

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<v Speaker 3>money until twenty ten.

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<v Speaker 4>So if that was alone, correct, correct the structure.

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<v Speaker 3>Alone, and it's it's a staggered loan. It's actually what

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<v Speaker 3>it is is as we incur expenses, those expenses and

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<v Speaker 3>then audited by PwC, and the portion that is applicable

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<v Speaker 3>to the model s and to powertrain deals or powertrains

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<v Speaker 3>supply to other companies like the powertrainsply deal, we have

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<v Speaker 3>to dime level Toyota. That portion is then reimbursed about

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<v Speaker 3>a month or two later, because we also got some

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<v Speaker 3>bullshit press about like, oh, the dear Wes, you know,

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<v Speaker 3>giving us money for the for the roads to and

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<v Speaker 3>it's like no, it's like literally impossible for them to

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<v Speaker 3>do that. So yeah, I made the mistake of calling

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<v Speaker 3>some the New York Times reporter who falsely reported that

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<v Speaker 3>knowingly falsely report that a doucheback. If somebody knowingly falsely

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<v Speaker 3>reports something.

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<v Speaker 1>Look the truth. Well, I'm gonna ask you a we'll

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<v Speaker 1>go from dark to light. Here's a question.

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<v Speaker 2>I really never thought that i'd ask someone what was

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<v Speaker 2>it like to have a rocket fail?

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<v Speaker 1>I mean, I mean, that sucks.

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<v Speaker 4>It's really terrible.

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<v Speaker 1>It was, it was, but it looked kind of cool.

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<v Speaker 4>It did look kind of cool, just between you and me. Well,

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<v Speaker 4>so the first one.

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<v Speaker 1>I mean, I guess a serious question.

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<v Speaker 2>I mean, you had to expect that there was a

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<v Speaker 2>very high likelihood that the rocket was you know that

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<v Speaker 2>there were kind of a lot of things that could

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<v Speaker 2>go wrong.

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<v Speaker 4>Yes. Yes.

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<v Speaker 3>At the beginning, at the start of SpaceX, I thought

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<v Speaker 3>the chance of success of the company was less than

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<v Speaker 3>fifty percent. How are we doing now, oh, I'd say,

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<v Speaker 3>well ninety nine percent at this point, because well, SpaceX

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<v Speaker 3>has been profitable for four years and will be proffible year.

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<v Speaker 3>Is three billion dollars of contracts under revenue a contract,

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<v Speaker 3>three billion dollars in revenue under contract, even if we

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<v Speaker 3>didn't sell any more launches, would be profitable for the

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<v Speaker 3>next just for several.

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<v Speaker 1>Years existing the NASA contract.

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<v Speaker 3>Correct, Yeah, the NASA is the biggest contract. But SpaceX

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<v Speaker 3>has over thirty launches. Thirteen of those are for NASA,

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<v Speaker 3>so about forty percent of our businesses with NASA. But

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<v Speaker 3>you know, if you look at the government spending as

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<v Speaker 3>a percentage of the economy, it's about forty percent. So

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<v Speaker 3>even if you sold pencils, about forty percent of your

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<v Speaker 3>business would be with the government.

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<v Speaker 1>I've lost more.

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<v Speaker 2>And then I was like to when when when the

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<v Speaker 2>when the fourth rocket went up and it was a

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<v Speaker 2>successful launch, that that had to.

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<v Speaker 3>Be kind of cool too, Yeah, that was awesome. Was

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<v Speaker 3>it was actually more just relief. I didn't feel elation.

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<v Speaker 3>I just felt like extreme stress relief. Yeah, I actually

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<v Speaker 3>were disappointed that I didn't feel happier.

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<v Speaker 4>I just felt like.

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<v Speaker 3>Slightly less stressed, just onder the next thing, well that

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<v Speaker 3>the fourth launch just meant that we wouldn't die quite then.

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<v Speaker 1>But well that's good news, right.

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<v Speaker 3>But then we were awarded a big massa contract the

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<v Speaker 3>end of literally I think it was December twenty third.

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<v Speaker 4>In fact, the absolute low.

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<v Speaker 3>Point was for me, it was I think December twenty

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<v Speaker 3>second or twenty first of two thousand and eight, because

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<v Speaker 3>even though we'd had the that Falcone success, the I mean,

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<v Speaker 3>we didn't. We still had very few contracts and we

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<v Speaker 3>didn't have enough money to keep the company going. We

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<v Speaker 3>really needed a big contract win. And then NASA Corden

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<v Speaker 3>said that they had awarded us the main contract for

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<v Speaker 3>replacing the cargo transport function of the Space Shuttle and

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<v Speaker 3>it was one point six billion. So I was like,

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<v Speaker 3>I said, I love you guys.

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<v Speaker 4>I don't know if that's your supposed to say that, but.

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<v Speaker 1>Yeah, that was billion with a B right right right?

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<v Speaker 4>I don't know, yes, lust all decorum.

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<v Speaker 2>The I think one of the interesting things, you know,

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<v Speaker 2>taking quotes from you, is that your cost is about

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<v Speaker 2>one third you know, I believe that tried of of

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<v Speaker 2>of the competitors for for for for rocket launches or yeah,

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<v Speaker 2>are you are there things that you think that NASA

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<v Speaker 2>could learn from private companies that are that are coming

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<v Speaker 2>into the market.

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<v Speaker 3>Now, yeah, you know, I think in general it's tough

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<v Speaker 3>for government to do things efficiently, you know. So I

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<v Speaker 3>mean I generally I think that that government should do

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<v Speaker 3>try to minimize the number of things that government does.

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<v Speaker 3>So I'm generally proponent of of of smaller government, not

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<v Speaker 3>bigger government, just because government as a as a system

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<v Speaker 3>is not an efficient system. So you want to minimize

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<v Speaker 3>the government participation in the economy. That doesn't mean getting

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<v Speaker 3>rid of it, but it's just saying you have to

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<v Speaker 3>think really carefully before government does something versus free enterprise

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<v Speaker 3>does something. For erprise is always going to be more efficient.

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<v Speaker 3>So now, now there are things like like basic physics research,

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<v Speaker 3>and obviously I think would rather have a government army

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<v Speaker 3>than a private army. And I think probably a government

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<v Speaker 3>justice system than a private justice system. You know, there's

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<v Speaker 3>sort of things that are that the government should do

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<v Speaker 3>and and also kind of doing things like the Hubble

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<v Speaker 3>and the Mars rovers. You know, something like the Hubble

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<v Speaker 3>is a small amount of good for everyone. Like it's like, well,

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<v Speaker 3>we learn learn more about the universe, got some really

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<v Speaker 3>cool pictures and and and that's that's that's that's a

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<v Speaker 3>value to all of America and all of humanity really,

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<v Speaker 3>but it's hard to say, like who's going to pay

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<v Speaker 3>for it? If you try to raise private funds for it.

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<v Speaker 3>I mean, you might be able to get it, but

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<v Speaker 3>it's it's it's harder.

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<v Speaker 1>So you got your money back from the last thing, right,

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<v Speaker 1>so the.

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<v Speaker 2>You got your money back from you know, having uh

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<v Speaker 2>invested in Tesla and you know you just got the

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<v Speaker 2>contract from NASA.

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<v Speaker 3>So yeah, Actually, as it turns out, Tesla.

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<v Speaker 4>And Space extensil the city are doing really well.

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<v Speaker 3>And you know at the you know, the I think

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<v Speaker 3>it's if you look at say the Tesla stock price,

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<v Speaker 3>it's actually been remarkably stable. It's been sort of in

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<v Speaker 3>the twenties for a year, despite massive grations in the market.

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<v Speaker 3>And there was a there was a momentary short squeeze

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<v Speaker 3>in December of last year, which there's a bunch of

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<v Speaker 3>articles that reference, oh, Tesla had this high of like

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<v Speaker 3>thirty six dollars. See that's not because there was a

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<v Speaker 3>short squeeze at the end of December. It was because

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<v Speaker 3>at the end of the that was when the six

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<v Speaker 3>month lock up period for the IPO expired, and I

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<v Speaker 3>think people in the market expected that there would be

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<v Speaker 3>a lot of people selling stock at that point, and

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<v Speaker 3>actually they won't.

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<v Speaker 4>Just didn't happen, right, So it's a big short squeeze

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<v Speaker 4>it took place.

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<v Speaker 3>I think there's probably gonna be another short squeeze on

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<v Speaker 3>Tesla because, like I apparently get these Google alerts that

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<v Speaker 3>were like the third most shorted stock on the Nasdaq.

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<v Speaker 1>Twenty one million sharees short.

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<v Speaker 4>Now, I mean, somebody's got a lot of balls.

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<v Speaker 1>Yeah. Well, so.

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<v Speaker 4>All right, all right, saved.

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<v Speaker 1>I mean, what do they have wrong?

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<v Speaker 5>What?

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<v Speaker 1>Okay?

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<v Speaker 2>So that guy he's short your shares, So talk to

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<v Speaker 2>Dave Meyer. You tell him why he's wrong.

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<v Speaker 3>Dude, it's gonna sting, That's what I tell you. It's yeah,

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<v Speaker 3>I think, well, I mean, I don't know if you're

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<v Speaker 3>actually okay, but but I think generally when I told

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<v Speaker 3>people who short the shows that they're not shorting it

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<v Speaker 3>because of any they know about Tesla, they just shortened

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<v Speaker 3>it because.

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<v Speaker 4>Of historical precedent.

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<v Speaker 3>It's like, oh, there's never there hasn't been a successful

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<v Speaker 3>car company in ages, So Tesla is going to be

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<v Speaker 3>is not going to succeed.

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<v Speaker 4>Like, how about looking at the fundamentals? You know.

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<v Speaker 3>So the thing is that whenever there's a big change

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<v Speaker 3>in technology, whenever there's a big technology just continuity, that's

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<v Speaker 3>when opportunity arises in an industry. And if you look

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<v Speaker 3>at say, like the computer industry, we had IBM was

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<v Speaker 3>extremely dominant in mainframes and everyone thought, oh, you know,

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<v Speaker 3>they'll just be extremely dominant in PCs and everything, and

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<v Speaker 3>they weren't. They just they have a hard time with

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<v Speaker 3>the technology. You know, when there's a shop change in technology.

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<v Speaker 3>Gradual changes they can deal with, but but sharp changes

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<v Speaker 3>that they tend to not do well with. And and

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<v Speaker 3>you can look at the Internet and say, well, why

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<v Speaker 3>wasn't Microsoft the leader in search? Why didn't they beat Google?

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<v Speaker 3>Why didn't Google beat Facebook? And you know, it's just

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<v Speaker 3>tough to deal with big technology change. And what we're

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<v Speaker 3>seeing in the automotive industry is the biggest technology change

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<v Speaker 3>since the moving production line and the entire powertrain is changing.

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<v Speaker 3>So and and then and and then people say, well,

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<v Speaker 3>how could you possibly compete with like the big car

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<v Speaker 3>companies like Toyota, Like I mean Toyota mean our partner,

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<v Speaker 3>the one that we're providing electric power trains to that?

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<v Speaker 4>Would that be the Toyota referring to it? You know,

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<v Speaker 4>it's it.

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<v Speaker 3>You have to say, well, why is why is Toyota

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<v Speaker 3>having Tesla supply electric power trains?

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<v Speaker 4>It can't be that easy.

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<v Speaker 3>If if if if we're doing that, why is Diamond,

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<v Speaker 3>of the company that invented internal commission engines having a

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<v Speaker 3>supply components to them? And it's it's because it's it's

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<v Speaker 3>it's really hard technology, but it tells it is really

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<v Speaker 3>it's it's a we're a hardcore technology and design company.

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<v Speaker 3>You know, there's I think there's other companies out there

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<v Speaker 3>like that that that are not that are sort of

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<v Speaker 3>different and you know, like like Fisco is pretty different

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<v Speaker 3>from us, like they're not a hardcore engineering company, but

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00:16:12.480 --> 00:16:13.519
<v Speaker 3>but but we are.

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<v Speaker 4>And so I think come with me.

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<v Speaker 3>There's there's this huge value and tests in terms of

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00:16:18.679 --> 00:16:23.240
<v Speaker 3>the intellectual property that that we've developed. And if you

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<v Speaker 3>look at you know, some of our strategic investors like

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00:16:27.279 --> 00:16:31.559
<v Speaker 3>Daimler and uh and like Toyota and like Panasonic who

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<v Speaker 3>have not sold a share in fact, Diamler at the

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<v Speaker 3>last when we do secondary earlier this year, Diamler participated

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<v Speaker 3>for Parana in that secondary.

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<v Speaker 4>You know, it's difficult to ask for a better endorsement

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<v Speaker 4>than that.

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<v Speaker 2>I think that the power train contract that you all

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<v Speaker 2>signed with U with Toyto was very interesting for for

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<v Speaker 2>one reason. It's it seems to me I couldn't think

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<v Speaker 2>of another another instance where a company, a car company,

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<v Speaker 2>had outsourced such a central component, Like usually they do

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<v Speaker 2>a lot of manufacturing, but that's a central component. So

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<v Speaker 2>that feels like not just a game changer for you,

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<v Speaker 2>but a game changer for the industry.

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<v Speaker 3>Yeah, you're right, it is unusual for that to occur.

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<v Speaker 3>And part of what Akio Turta is trying to do

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00:17:19.279 --> 00:17:22.480
<v Speaker 3>with his company is is try to push it to

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00:17:22.519 --> 00:17:26.079
<v Speaker 3>be more entrepreneurial. He remembers the days of his grandfather

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<v Speaker 3>when it was very entrepreneurial. You know, Toyota made sewing

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<v Speaker 3>machines in the thirties, and then there's just decided one

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<v Speaker 3>day they're going to make cars, and people like, ah,

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<v Speaker 3>they can possibly make a car that anyone will want

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<v Speaker 3>to buy, and then.

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<v Speaker 4>They made a great car.

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<v Speaker 3>But they were very entrepreneurial, and Ako Turta's concerned that

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<v Speaker 3>they've become two set in their ways. They've become too

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<v Speaker 3>convinced in their own rightness and that's part of what

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<v Speaker 3>led to some of the issues that that he came

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<v Speaker 3>in to fix. And Akotota is a really great guy

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<v Speaker 3>about Toyota is really fortunate to have him at the

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<v Speaker 3>helm there. But but but he you know, he wants

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<v Speaker 3>to push push his team to to try new things.

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<v Speaker 3>Because when he went to his team and said, hey,

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00:18:12.680 --> 00:18:15.039
<v Speaker 3>what about electric vehicles, they said it couldn't be done.

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<v Speaker 3>And so it's like, okay, so let's see if this

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<v Speaker 3>little company to Tesla can do it. And so and

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<v Speaker 3>we're doing it and I'm like, oh, okay, I guess

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00:18:24.319 --> 00:18:24.960
<v Speaker 3>it can be done.

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<v Speaker 2>Why don't you think they could do it? I mean

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<v Speaker 2>they tried for they tried on a number for a

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<v Speaker 2>long time. They put millions of dollars into into developing

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<v Speaker 2>the technology.

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<v Speaker 1>What's what's different.

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<v Speaker 3>Well, no, I think they will be able to do

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<v Speaker 3>it over time. But it's just it's just not very

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<v Speaker 3>quick and you know they didn't, uh, the mindset of

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<v Speaker 3>trying something new and radical was just not there. That

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<v Speaker 3>it's you know, if there's people have written books about this,

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<v Speaker 3>like Crushing the.

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<v Speaker 4>Chasm and innovator's dilemma and all.

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<v Speaker 3>That about how it's difficult to do radical innovation at

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<v Speaker 3>a big company because if you try to do radical

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<v Speaker 3>innovation and you fail, you get a huge ding.

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<v Speaker 4>And and and then.

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<v Speaker 1>And especially if you have something to protect to start with.

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00:19:21.079 --> 00:19:24.200
<v Speaker 3>Yeah, right, exactly, you've got to decide that you're trying

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<v Speaker 3>to decide that you can to cannibalize your existing business

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<v Speaker 3>and take a big risk and deal with all the

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<v Speaker 3>issues that inevitably arise when you're trying to push a

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00:19:31.640 --> 00:19:35.839
<v Speaker 3>new technology, and and and and then and not get

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<v Speaker 3>fired along the way.

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<v Speaker 4>It's pretty hard.

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<v Speaker 2>One of your one of your passions has been, uh

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<v Speaker 2>been clean energy, and you know this is you know,

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<v Speaker 2>this has been something that you've done, I guess on

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<v Speaker 2>the side of the other you know, these other very

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<v Speaker 2>small projects. Do you believe that the developing markets like

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<v Speaker 2>India and China, how are they going to develop in

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<v Speaker 2>a way that sustainable and clean energy is possible?

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<v Speaker 3>Well, China is actually already moving to towards clean energy

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<v Speaker 3>very aggressively.

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<v Speaker 4>People.

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<v Speaker 3>There's a lot of press about Clendra and you know,

378
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<v Speaker 3>the dary giving flinder for hundred million dollars and cylinder

379
00:20:17.839 --> 00:20:20.799
<v Speaker 3>failed and should should the government really have given them.

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<v Speaker 4>A hundred million dollars?

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<v Speaker 3>And well, it's worth pointing out that they got about

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<v Speaker 3>eight hundred million dollars from from private investors, primarily Silicon

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<v Speaker 3>Valley venture capitalists, including some very big names.

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<v Speaker 4>So we're suckers who got that money.

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00:20:33.599 --> 00:20:36.680
<v Speaker 3>And the fundamental issue with Slender was they would have

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<v Speaker 3>been okay at about two dollars or work for solar,

387
00:20:39.039 --> 00:20:41.599
<v Speaker 3>but the Chinese pushed it down to a claskal white.

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00:20:41.680 --> 00:20:41.839
<v Speaker 4>Yeah.

389
00:20:41.839 --> 00:20:44.640
<v Speaker 3>The prices collapsed, right, Yeah, and the Chinese government invested

390
00:20:44.680 --> 00:20:50.720
<v Speaker 3>forty billion in their solar industry. And so people were like, like, Slender,

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00:20:50.759 --> 00:20:54.720
<v Speaker 3>you suck for failing. I'm like, yeah, they had literally

392
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<v Speaker 3>one percent the resources of their competitors.

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00:20:59.720 --> 00:21:03.200
<v Speaker 4>Who would win in that situation, It's pretty hard. You

394
00:21:03.240 --> 00:21:04.640
<v Speaker 4>did well? Okay?

395
00:21:04.759 --> 00:21:08.279
<v Speaker 3>Yeah, but you know in the case of Solar City,

396
00:21:10.319 --> 00:21:13.759
<v Speaker 3>so I mean I did I thought this would occur,

397
00:21:14.680 --> 00:21:17.440
<v Speaker 3>you know, I thought there would be a rabbit competition

398
00:21:17.680 --> 00:21:21.519
<v Speaker 3>in the cost per what of solar the somewhat inevitable

399
00:21:21.599 --> 00:21:27.440
<v Speaker 3>with Korea, Japan, China, Germany or competing like mad On

400
00:21:27.440 --> 00:21:29.599
<v Speaker 3>on cost per WAT and it's a very much a

401
00:21:29.640 --> 00:21:33.400
<v Speaker 3>commodity that you do not want to be in that

402
00:21:33.519 --> 00:21:36.240
<v Speaker 3>in that business. And then so Solo City's focus is

403
00:21:36.279 --> 00:21:39.480
<v Speaker 3>on balance of system. They're kind of like Dell or Apple.

404
00:21:39.559 --> 00:21:43.799
<v Speaker 3>You know Dell Apple. They don't make the memory chips

405
00:21:43.880 --> 00:21:46.799
<v Speaker 3>or the CPU or the hard drive, but they designed

406
00:21:46.799 --> 00:21:49.279
<v Speaker 3>the overall system. They put it together, they handle the

407
00:21:49.279 --> 00:21:52.119
<v Speaker 3>customer relationship, They own the customer brand, they own the relationship.

408
00:21:52.160 --> 00:21:54.720
<v Speaker 3>I mean, if you've got Solar City in slation in

409
00:21:54.720 --> 00:21:56.200
<v Speaker 3>your house, you have no idea what panels you've got.

410
00:21:56.319 --> 00:21:59.119
<v Speaker 4>I mean it's like panel panel dumbing Solo City panels.

411
00:21:59.160 --> 00:21:59.720
<v Speaker 4>You might as well know.

412
00:22:00.119 --> 00:22:02.720
<v Speaker 3>Like people know about as much about what panels are

413
00:22:02.759 --> 00:22:04.160
<v Speaker 3>on the roof as they know about what de ram

414
00:22:04.200 --> 00:22:07.400
<v Speaker 3>chips are in their computer. Daku major de ram chips

415
00:22:07.400 --> 00:22:08.359
<v Speaker 3>in your mac Apple.

416
00:22:08.519 --> 00:22:09.680
<v Speaker 4>No, it was not Apple.

417
00:22:11.799 --> 00:22:14.759
<v Speaker 3>So in fact, I think I think that there's a

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00:22:14.799 --> 00:22:17.920
<v Speaker 3>lot of parallels between the d RAM business and and

419
00:22:17.960 --> 00:22:20.720
<v Speaker 3>the solar panel business. I think it's going to go

420
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<v Speaker 3>through the same sort of boom bust microscopic margin situation.

421
00:22:25.319 --> 00:22:28.960
<v Speaker 3>But the bull competition there is in panel cost for

422
00:22:29.039 --> 00:22:31.920
<v Speaker 3>what the better solace that he is. So they're kicking butt.

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<v Speaker 3>I mean they're growing at fifteen a year and positive

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<v Speaker 3>cash flow.

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<v Speaker 2>Uh, you have a you have a pretty tight time frame,

426
00:22:39.880 --> 00:22:41.359
<v Speaker 2>so I want to make sure that we open it up.

427
00:22:41.720 --> 00:22:41.960
<v Speaker 5>Uh.

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<v Speaker 2>Two questions from from the audience, if that's if that's okay?

429
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<v Speaker 6>So well, and thank you very much for visiting us today.

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<v Speaker 6>Just a couple of questions. The first is why are

431
00:22:54.240 --> 00:22:57.880
<v Speaker 6>there so many fewer IPOs now than have been the

432
00:22:57.880 --> 00:23:02.640
<v Speaker 6>case in years past? And the second question is having

433
00:23:02.680 --> 00:23:04.920
<v Speaker 6>never had the pleasure of working with you or for you?

434
00:23:05.000 --> 00:23:07.119
<v Speaker 6>This might actually be a better question for your associates,

435
00:23:07.119 --> 00:23:09.680
<v Speaker 6>but you know, I always think of CEOs and leaders

436
00:23:09.720 --> 00:23:14.440
<v Speaker 6>as creating cultures around them. Bill's interview very much was

437
00:23:14.480 --> 00:23:18.400
<v Speaker 6>focused on exploits, achievements and forward looking things for your businesses.

438
00:23:18.400 --> 00:23:20.559
<v Speaker 6>What's it like to work with you on a daily basis?

439
00:23:20.559 --> 00:23:23.839
<v Speaker 6>What kind of a culture do you typically create around yourself?

440
00:23:24.319 --> 00:23:26.240
<v Speaker 6>Are there catchphrases you use?

441
00:23:26.279 --> 00:23:26.880
<v Speaker 4>How do you roll?

442
00:23:29.720 --> 00:23:29.839
<v Speaker 5>Well?

443
00:23:30.119 --> 00:23:31.160
<v Speaker 4>I don't normally wear a suit.

444
00:23:31.240 --> 00:23:33.240
<v Speaker 3>The reason I'm wearing a suit is because I'm in DC,

445
00:23:34.440 --> 00:23:38.039
<v Speaker 3>and you know when in Rome, although you guys are

446
00:23:38.119 --> 00:23:39.039
<v Speaker 3>wearing suits, but.

447
00:23:39.799 --> 00:23:43.519
<v Speaker 1>We roll a little differently, right, You're no normal for DC.

448
00:23:44.920 --> 00:23:46.200
<v Speaker 1>Welcome to differentia, right.

449
00:23:48.039 --> 00:23:49.880
<v Speaker 3>I just gave a toalk at the National Press Club,

450
00:23:49.920 --> 00:23:52.119
<v Speaker 3>and I'm headed to the Pentagon right after this. That's

451
00:23:52.160 --> 00:23:54.079
<v Speaker 3>why I need to leave on time because they're quite

452
00:23:54.119 --> 00:24:00.720
<v Speaker 3>punctual over there, So, you know, I don't know, I'm

453
00:24:00.880 --> 00:24:04.680
<v Speaker 3>I'm not sure exactly how to describe the culture of

454
00:24:05.200 --> 00:24:10.720
<v Speaker 3>SpaceX or TESLA, but I do try to think of

455
00:24:10.759 --> 00:24:12.839
<v Speaker 3>it in kind of like signal to noise, you know,

456
00:24:12.880 --> 00:24:16.039
<v Speaker 3>where signal is getting useful things done, noises everything else.

457
00:24:16.079 --> 00:24:20.160
<v Speaker 3>And so we want to get have people do you know,

458
00:24:20.519 --> 00:24:24.759
<v Speaker 3>be focused on doing useful things and not involved in

459
00:24:24.839 --> 00:24:31.839
<v Speaker 3>sort of internescing politics, and uh, you know, I think, yeah,

460
00:24:32.119 --> 00:24:34.559
<v Speaker 3>the role of the managers like basically to make sure

461
00:24:34.720 --> 00:24:37.319
<v Speaker 3>people are well You need to be able to decide

462
00:24:37.359 --> 00:24:40.000
<v Speaker 3>what is the right strategy, what's the direction to go,

463
00:24:40.680 --> 00:24:43.759
<v Speaker 3>and then and then make sure people are are doing

464
00:24:43.799 --> 00:24:47.039
<v Speaker 3>things that are pointed in that direction and that the

465
00:24:47.200 --> 00:24:49.440
<v Speaker 3>that the their talents, the.

466
00:24:49.559 --> 00:24:51.119
<v Speaker 4>Other opportunities are maximized.

467
00:24:52.000 --> 00:24:53.799
<v Speaker 3>And I just sort of like iterate on that loop

468
00:24:54.440 --> 00:24:57.200
<v Speaker 3>that that's that That's kind of how I think. And

469
00:24:57.240 --> 00:25:00.920
<v Speaker 3>then I think in terms of of recruiting and motivating

470
00:25:01.200 --> 00:25:05.680
<v Speaker 3>the best people having you've got to make sure it's

471
00:25:05.880 --> 00:25:08.119
<v Speaker 3>a reasonably fun work environment. So people are looking forward

472
00:25:08.119 --> 00:25:09.519
<v Speaker 3>to coming in the work to work in the morning,

473
00:25:10.839 --> 00:25:14.039
<v Speaker 3>it's a lot easier to be productive and folks, but

474
00:25:14.160 --> 00:25:17.200
<v Speaker 3>if you if you're interested in what you're doing and

475
00:25:17.200 --> 00:25:18.839
<v Speaker 3>and and you're looking forward to it, then if your

476
00:25:18.839 --> 00:25:21.319
<v Speaker 3>mind's trying to escape and it feels like prison where

477
00:25:21.319 --> 00:25:23.559
<v Speaker 3>you leave at five five pm or something like that.

478
00:25:24.119 --> 00:25:26.799
<v Speaker 3>And then the other is that is the financial reward

479
00:25:26.880 --> 00:25:32.119
<v Speaker 3>needs to be commensurate with the effort expended. So if

480
00:25:32.119 --> 00:25:34.599
<v Speaker 3>they work really hard, they've got to think, okay, that that.

481
00:25:34.559 --> 00:25:37.880
<v Speaker 4>Will the reward will be proportionate to my effort. You know.

482
00:25:38.559 --> 00:25:41.039
<v Speaker 3>Obviously, if you have a situation where where you see

483
00:25:41.079 --> 00:25:44.480
<v Speaker 3>somebody is highly rewarded for doing much less effort than you,

484
00:25:44.680 --> 00:25:46.000
<v Speaker 3>then that's demotivating.

485
00:25:47.079 --> 00:25:48.480
<v Speaker 4>So you want to avoid situations like that.

486
00:25:49.160 --> 00:25:53.039
<v Speaker 3>And then the third thing is I think if people

487
00:25:53.119 --> 00:25:54.920
<v Speaker 3>think that what they're working at on it there's a

488
00:25:54.920 --> 00:25:56.079
<v Speaker 3>greater cause.

489
00:25:56.000 --> 00:25:59.920
<v Speaker 4>You know, that there's something that could change the world,

490
00:26:00.119 --> 00:26:02.279
<v Speaker 4>then I think that that's also a motivating factor.

491
00:26:02.599 --> 00:26:04.720
<v Speaker 3>Now, not everything changes the world, I mean, or it

492
00:26:04.839 --> 00:26:07.960
<v Speaker 3>changes to various degrees, but I think for the most

493
00:26:07.960 --> 00:26:11.319
<v Speaker 3>talented and driven people, it's important that there'd be a

494
00:26:11.440 --> 00:26:13.079
<v Speaker 3>larger purpose how do.

495
00:26:13.119 --> 00:26:16.079
<v Speaker 1>You view well conceived failures in your company?

496
00:26:18.759 --> 00:26:23.359
<v Speaker 4>Uh, well, I think it's important.

497
00:26:23.440 --> 00:26:27.880
<v Speaker 3>Like nobody bats a thousand obviously, and no matter how

498
00:26:27.880 --> 00:26:29.839
<v Speaker 3>smart you are, you will make some number of mistakes.

499
00:26:30.039 --> 00:26:32.599
<v Speaker 3>Everyone makes mistakes. It's just a question of how many

500
00:26:32.799 --> 00:26:34.039
<v Speaker 3>and how often, and do you.

501
00:26:34.000 --> 00:26:37.079
<v Speaker 1>Have a good whether a rocket blows on right.

502
00:26:39.359 --> 00:26:43.000
<v Speaker 3>I didn't fire anyone responsible for particular failures associated with

503
00:26:43.039 --> 00:26:50.279
<v Speaker 3>the first three flights, actually, and because they I mean,

504
00:26:50.880 --> 00:26:54.200
<v Speaker 3>they could have made better decisions, but they're smart, hardworking,

505
00:26:54.240 --> 00:26:57.240
<v Speaker 3>and it's sort of like, you know, it just wouldn't

506
00:26:57.240 --> 00:27:02.039
<v Speaker 3>be fair in that situation. So it's only if somebody

507
00:27:02.119 --> 00:27:06.000
<v Speaker 3>is either they can't that they're like they can't get

508
00:27:06.000 --> 00:27:10.440
<v Speaker 3>themselves motivated around the core mission, or they're really not

509
00:27:10.599 --> 00:27:11.799
<v Speaker 3>giving it everything they can.

510
00:27:14.039 --> 00:27:15.359
<v Speaker 4>In some cases that they may be.

511
00:27:15.519 --> 00:27:19.079
<v Speaker 3>Not the right fit for a particular role, or there's

512
00:27:19.079 --> 00:27:21.960
<v Speaker 3>an error in the hiring process. But other than that,

513
00:27:22.200 --> 00:27:23.920
<v Speaker 3>it's it's pretty forgiving I think.

514
00:27:27.279 --> 00:27:29.480
<v Speaker 7>Okay, So, Hi, I've got a question. It's a nice

515
00:27:29.480 --> 00:27:32.880
<v Speaker 7>segue to your next appointment at the Pentagon. So I'm

516
00:27:32.880 --> 00:27:36.680
<v Speaker 7>interested in what the US military is doing with green energy,

517
00:27:36.720 --> 00:27:38.519
<v Speaker 7>how they're going to use it in the future. For them.

518
00:27:38.559 --> 00:27:43.319
<v Speaker 7>It's probably a matter of national security. I'm that's very important,

519
00:27:43.319 --> 00:27:45.039
<v Speaker 7>but I also care a lot about our planet, and

520
00:27:45.079 --> 00:27:49.160
<v Speaker 7>I know you do too. So any comments on upcoming

521
00:27:49.160 --> 00:27:53.839
<v Speaker 7>opportunity for either solar or electronic vehicles or anything green

522
00:27:53.920 --> 00:27:55.119
<v Speaker 7>with the military.

523
00:27:55.279 --> 00:27:57.279
<v Speaker 3>Yeah, absolutely, Well you know that the military does does

524
00:27:57.559 --> 00:27:59.799
<v Speaker 3>so the military does have a mandate to move to

525
00:28:00.079 --> 00:28:04.039
<v Speaker 3>it's sustainable energy, and and it does have the dual

526
00:28:04.240 --> 00:28:06.200
<v Speaker 3>advantage of being good for the environment and good for

527
00:28:06.319 --> 00:28:10.200
<v Speaker 3>national security. I think certainly solar is is very important

528
00:28:10.279 --> 00:28:12.640
<v Speaker 3>because a lot of the military bases out there, they

529
00:28:12.680 --> 00:28:15.759
<v Speaker 3>operate on generators and and so it's there they're pretty

530
00:28:15.799 --> 00:28:19.839
<v Speaker 3>inefficient from electricity generation standpoint. They're just importing a lot

531
00:28:19.880 --> 00:28:23.480
<v Speaker 3>of oil and it actually takes.

532
00:28:23.240 --> 00:28:24.200
<v Speaker 4>A lot of oil.

533
00:28:24.359 --> 00:28:28.880
<v Speaker 3>It's oil to get the oil there, so it's really inefficient.

534
00:28:29.759 --> 00:28:33.279
<v Speaker 3>So going big on solar is pretty important for the military,

535
00:28:33.240 --> 00:28:35.640
<v Speaker 3>and Solar City is actually trying to do that, uh

536
00:28:36.000 --> 00:28:41.759
<v Speaker 3>with with a big solar installation at military bases. It

537
00:28:41.799 --> 00:28:45.279
<v Speaker 3>was announced recently it was actually going to be funded

538
00:28:45.279 --> 00:28:48.160
<v Speaker 3>by in part by the DOE, but then the slender

539
00:28:48.200 --> 00:28:51.480
<v Speaker 3>thing kind of threw everything for a loop, and so

540
00:28:52.279 --> 00:28:57.079
<v Speaker 3>it doesn't look like that's going to happen unfortunately. But

541
00:28:57.279 --> 00:29:00.160
<v Speaker 3>on the on the positive use side, the solar that

542
00:29:00.200 --> 00:29:01.240
<v Speaker 3>he thinks they could they might be.

543
00:29:01.400 --> 00:29:04.519
<v Speaker 4>They can probably get done without the doe. So I

544
00:29:04.519 --> 00:29:05.480
<v Speaker 4>think I.

545
00:29:05.559 --> 00:29:09.279
<v Speaker 3>Want to jump the gun here, but but I think it.

546
00:29:09.519 --> 00:29:11.920
<v Speaker 3>I think they'll be able to move forward even without

547
00:29:11.920 --> 00:29:14.759
<v Speaker 3>the doe. The cost is going to be a little higher,

548
00:29:15.240 --> 00:29:16.799
<v Speaker 3>you know, because the cost of solar is so dependent

549
00:29:16.839 --> 00:29:18.640
<v Speaker 3>on the capital cost of the thing, because it doesn't

550
00:29:18.640 --> 00:29:21.319
<v Speaker 3>cost anything to run it, really, it's just the capital cost.

551
00:29:23.519 --> 00:29:26.000
<v Speaker 3>So so yeah, I think things are moving in a

552
00:29:26.000 --> 00:29:30.279
<v Speaker 3>good direction there and then and then over time I

553
00:29:30.319 --> 00:29:37.680
<v Speaker 3>think we'll see military vehicles going increasingly electric. But you know,

554
00:29:37.680 --> 00:29:41.000
<v Speaker 3>if the military can be a relatively slow adopter, you know,

555
00:29:41.039 --> 00:29:44.319
<v Speaker 3>and unless there's like a pressing need, it can be

556
00:29:44.359 --> 00:29:46.799
<v Speaker 3>a pretty slow adopter of technology. I mean, some of

557
00:29:46.839 --> 00:29:50.960
<v Speaker 3>the planes that are up there flying pretty ancient. So

558
00:29:51.119 --> 00:29:54.559
<v Speaker 3>I think it'll probably take a while for before the

559
00:29:54.599 --> 00:29:56.880
<v Speaker 3>military will not be the probably not be the first.

560
00:29:57.599 --> 00:30:05.079
<v Speaker 8>Here more of a whimsical question and a dream of mine.

561
00:30:05.880 --> 00:30:08.319
<v Speaker 8>Chances of passenger flights how soon?

562
00:30:08.880 --> 00:30:13.359
<v Speaker 3>Sure, well, I think we could do passenger flights. I

563
00:30:13.400 --> 00:30:19.000
<v Speaker 3>think maybe best case three three years, but probably worst

564
00:30:19.000 --> 00:30:23.920
<v Speaker 3>case five years, and these will be orbital flights, and

565
00:30:23.960 --> 00:30:26.920
<v Speaker 3>depending upon what level of reusability we're able to achieve

566
00:30:27.039 --> 00:30:31.119
<v Speaker 3>with the vehicle, that will drive the cost on a

567
00:30:31.119 --> 00:30:33.160
<v Speaker 3>completely expendable basis.

568
00:30:33.799 --> 00:30:35.759
<v Speaker 4>I think that the cost per seed.

569
00:30:35.640 --> 00:30:37.400
<v Speaker 3>Would be on the order of twenty million dollars, which

570
00:30:37.440 --> 00:30:41.079
<v Speaker 3>is obviously pretty expensive, but that's because you're throwing the

571
00:30:41.119 --> 00:30:41.640
<v Speaker 3>rock or away.

572
00:30:41.799 --> 00:30:41.960
<v Speaker 4>You know.

573
00:30:41.960 --> 00:30:44.119
<v Speaker 3>It's sort of like, you know, imagine how much an

574
00:30:44.160 --> 00:30:45.720
<v Speaker 3>air ticket would cost if you had to throw the

575
00:30:45.720 --> 00:30:50.200
<v Speaker 3>plane away every time. Be really expensive, you know. Seven

576
00:30:50.240 --> 00:30:51.839
<v Speaker 3>forty seven is about three hundre million dollars and you

577
00:30:51.920 --> 00:30:53.559
<v Speaker 3>two for a round trip. But nobody's playing half a

578
00:30:53.559 --> 00:30:57.119
<v Speaker 3>billion dollars for a plane ticket or even you know

579
00:30:57.160 --> 00:30:59.559
<v Speaker 3>whatever it is w under passengers times that, so like

580
00:30:59.599 --> 00:31:01.079
<v Speaker 3>one and a half plian dollars a ticket.

581
00:31:02.359 --> 00:31:04.440
<v Speaker 4>So they do it.

582
00:31:04.480 --> 00:31:05.759
<v Speaker 1>If they could get away with it.

583
00:31:06.759 --> 00:31:08.960
<v Speaker 4>Well that's beauty of competition and everything.

584
00:31:09.759 --> 00:31:11.359
<v Speaker 3>But you can use that some forty seven over and

585
00:31:11.359 --> 00:31:13.799
<v Speaker 3>over again, like ten thousand times or more. So the

586
00:31:13.839 --> 00:31:17.160
<v Speaker 3>capital cost is of the you know, in your ticket price.

587
00:31:17.200 --> 00:31:19.559
<v Speaker 3>The capital cost has to be accounted somehow, but it's

588
00:31:19.599 --> 00:31:20.440
<v Speaker 3>a pretty small portion.

589
00:31:21.519 --> 00:31:23.079
<v Speaker 2>So we have time, I think for maybe two more

590
00:31:23.160 --> 00:31:26.839
<v Speaker 2>questions right here, and keeping with the what do you

591
00:31:26.880 --> 00:31:30.119
<v Speaker 2>see in the future discussion we've got going with Tesla,

592
00:31:30.160 --> 00:31:31.920
<v Speaker 2>it seems like the odd industry is, you know, right

593
00:31:32.000 --> 00:31:33.839
<v Speaker 2>for disruption as well.

594
00:31:33.519 --> 00:31:35.799
<v Speaker 5>How long do you think it'll be till we're we're

595
00:31:35.799 --> 00:31:38.279
<v Speaker 5>all driving Teslas to work? You know, it'll be a generation,

596
00:31:38.480 --> 00:31:41.480
<v Speaker 5>it'll be ten years. What do you think the technology

597
00:31:41.519 --> 00:31:45.279
<v Speaker 5>will really be commercially viable for the everyday consumer?

598
00:31:47.039 --> 00:31:50.160
<v Speaker 3>Well, so we're trying to get to mass mark electric

599
00:31:50.200 --> 00:31:54.359
<v Speaker 3>cars as fast as possible, and if that's really been

600
00:31:54.359 --> 00:31:56.240
<v Speaker 3>my goal with Tila from the beginning is to make

601
00:31:56.279 --> 00:31:59.000
<v Speaker 3>mass mark electric cars. But as a small company, we

602
00:31:59.039 --> 00:32:02.119
<v Speaker 3>didn't have economies of scale and the technology wasn't refined

603
00:32:02.200 --> 00:32:05.759
<v Speaker 3>enough to go to mass market right away. So the

604
00:32:05.839 --> 00:32:09.960
<v Speaker 3>master plan has always been to start with expensive vehicles

605
00:32:09.960 --> 00:32:12.000
<v Speaker 3>and low volume, go to mid price mood volume, and

606
00:32:12.039 --> 00:32:15.440
<v Speaker 3>then low price high volume. And so we're about to

607
00:32:15.480 --> 00:32:17.480
<v Speaker 3>do step two in that strategy, which is mid price,

608
00:32:17.480 --> 00:32:20.519
<v Speaker 3>mid volume with the model S, which I'm highly confident

609
00:32:20.599 --> 00:32:22.640
<v Speaker 3>we'll hit the market and get delivered.

610
00:32:22.359 --> 00:32:24.079
<v Speaker 4>To customers middle of next year.

611
00:32:25.000 --> 00:32:27.240
<v Speaker 3>In fact, we've got a big event this weekend which

612
00:32:27.279 --> 00:32:31.319
<v Speaker 3>is the first customer drive or the first first some

613
00:32:31.400 --> 00:32:37.480
<v Speaker 3>anyone will drive the Modelist Beta, which is essentially indistinguishable

614
00:32:37.519 --> 00:32:40.839
<v Speaker 3>from the production car except for slight bugs and things.

615
00:32:42.000 --> 00:32:43.960
<v Speaker 3>And that's a car that starts at fifty thousand dollars,

616
00:32:44.200 --> 00:32:49.680
<v Speaker 3>so it's comparable to you know, Mercedes BMW Lexus type

617
00:32:49.680 --> 00:32:54.319
<v Speaker 3>of thing. And then hopefully in about four years or so,

618
00:32:54.559 --> 00:32:57.960
<v Speaker 3>we can get to the kind of the sub thirty

619
00:32:58.000 --> 00:33:03.319
<v Speaker 3>thousand or maybe around thirty thousand dollars car, and and

620
00:33:03.359 --> 00:33:04.839
<v Speaker 3>we have the factory to do it. The great thing

621
00:33:04.839 --> 00:33:07.279
<v Speaker 3>about the factory that we acquired from GM and Toyota

622
00:33:07.400 --> 00:33:10.079
<v Speaker 3>is that it has about a half million vehicle your capacity.

623
00:33:10.119 --> 00:33:11.680
<v Speaker 4>We're just using a little tiny portion of it.

624
00:33:11.720 --> 00:33:15.599
<v Speaker 3>In fact, we've literally turned the lights out and cut

625
00:33:15.640 --> 00:33:18.640
<v Speaker 3>off the main breakers in the rest of the building

626
00:33:19.039 --> 00:33:19.559
<v Speaker 3>so not.

627
00:33:19.519 --> 00:33:20.319
<v Speaker 4>To use baseload.

628
00:33:22.119 --> 00:33:25.319
<v Speaker 3>But we have this huge asset, which is that this

629
00:33:25.440 --> 00:33:28.680
<v Speaker 3>factory that that we can leverage and scale up at

630
00:33:28.680 --> 00:33:30.079
<v Speaker 3>a relatively low capital cost.

631
00:33:30.240 --> 00:33:34.599
<v Speaker 1>And you're you're a bull on manufacturing. Domestically, I really.

632
00:33:34.400 --> 00:33:38.359
<v Speaker 3>Like manufacturing, and I think sometimes manufacturing is looked at

633
00:33:38.440 --> 00:33:41.559
<v Speaker 3>as kind of a boring like you're just making copies

634
00:33:41.640 --> 00:33:43.599
<v Speaker 3>or something like that. But there's a huge amount of

635
00:33:43.599 --> 00:33:47.880
<v Speaker 3>innovation that occurs in manufacturing, and I think it's it's

636
00:33:47.920 --> 00:33:53.440
<v Speaker 3>actually a really interesting problem. So I'm very pro manufacturing

637
00:33:53.440 --> 00:33:56.839
<v Speaker 3>and a very very much in favor of thinking manufacturing

638
00:33:56.880 --> 00:33:59.519
<v Speaker 3>like a technology problem and not just like you're just

639
00:33:59.559 --> 00:34:01.519
<v Speaker 3>going to make copies bending iron.

640
00:34:01.640 --> 00:34:03.400
<v Speaker 4>Yeah, you think.

641
00:34:03.319 --> 00:34:06.960
<v Speaker 3>About like this, if you're trying to take raw materials

642
00:34:06.960 --> 00:34:10.920
<v Speaker 3>and get them into the desired shape, if if as

643
00:34:10.920 --> 00:34:13.800
<v Speaker 3>efficiently as possible, and it's a really interesting puzzle as

644
00:34:13.840 --> 00:34:17.599
<v Speaker 3>to how you do that. And there's a huge amount

645
00:34:17.599 --> 00:34:19.760
<v Speaker 3>of innovation that can be applied there. Toyota showed this

646
00:34:19.840 --> 00:34:22.800
<v Speaker 3>with the total production system, and I think, I like

647
00:34:22.920 --> 00:34:24.920
<v Speaker 3>this is actually there's more, even more that can be

648
00:34:25.000 --> 00:34:27.800
<v Speaker 3>done in that in that regard, but I think you

649
00:34:27.880 --> 00:34:30.079
<v Speaker 3>have to have a tight iteration loop between engineering and

650
00:34:30.119 --> 00:34:34.000
<v Speaker 3>production in order to experience that, in order to apply

651
00:34:34.039 --> 00:34:37.119
<v Speaker 3>that innovation. That's why we've got engineering and production closely

652
00:34:38.119 --> 00:34:42.119
<v Speaker 3>physically located in Silicon Valley, I think.

653
00:34:42.519 --> 00:34:43.760
<v Speaker 4>Jeff J.

654
00:34:43.880 --> 00:34:47.360
<v Speaker 2>Loy, actually I was curious what you thought of the

655
00:34:47.400 --> 00:34:50.800
<v Speaker 2>future of the Vasimir rocket and does SpaceX have any

656
00:34:50.840 --> 00:34:53.440
<v Speaker 2>plans on working with that astra at all.

657
00:34:53.880 --> 00:34:55.360
<v Speaker 4>So the Vasimir is.

658
00:34:56.800 --> 00:35:01.239
<v Speaker 3>It's basically an in space propulsion. It's it's basically an

659
00:35:01.280 --> 00:35:06.880
<v Speaker 3>ion drive, and uh, it's you can't use it to

660
00:35:07.519 --> 00:35:09.639
<v Speaker 3>depart from Earth. You can only use it in space

661
00:35:09.679 --> 00:35:12.559
<v Speaker 3>because the actual thrust is quite low. That's true for

662
00:35:12.599 --> 00:35:19.440
<v Speaker 3>all ion drives. And I think it's okay as far

663
00:35:19.440 --> 00:35:22.199
<v Speaker 3>as ion drives go. I mean, it's it's I think

664
00:35:22.199 --> 00:35:25.559
<v Speaker 3>there's some question marks around how much energy is required

665
00:35:25.599 --> 00:35:29.639
<v Speaker 3>to operate the Vasimir, and I think that generally pre

666
00:35:29.840 --> 00:35:32.679
<v Speaker 3>sort of presupposed as a nuclear reactor and and all

667
00:35:32.719 --> 00:35:33.320
<v Speaker 3>that sort of stuff.

668
00:35:33.360 --> 00:35:36.480
<v Speaker 4>So I think that's that's a bit.

669
00:35:36.320 --> 00:35:39.760
<v Speaker 3>Tricky, and it's not clear to me that the Vasimir

670
00:35:39.840 --> 00:35:45.840
<v Speaker 3>wins when when you're looking at you know, basically watts

671
00:35:45.880 --> 00:35:48.639
<v Speaker 3>of input energy per neutint of thrust, which is sort

672
00:35:48.679 --> 00:35:49.119
<v Speaker 3>of a.

673
00:35:49.199 --> 00:35:50.159
<v Speaker 4>Key figure of merit.

674
00:35:51.639 --> 00:35:53.440
<v Speaker 3>I do, I do believe in ion drives, and it's

675
00:35:53.480 --> 00:35:56.000
<v Speaker 3>saying it's that something SpaceX will get into. But but

676
00:35:56.039 --> 00:35:59.639
<v Speaker 3>I think we'll probably be more in the in favor

677
00:35:59.679 --> 00:36:04.519
<v Speaker 3>of sort of things like coal effect thrusters and and

678
00:36:04.519 --> 00:36:09.800
<v Speaker 3>and and you know, maybe maybe maybe laser accelerated particles

679
00:36:09.880 --> 00:36:10.599
<v Speaker 3>or something like that.

680
00:36:11.920 --> 00:36:13.519
<v Speaker 2>So well on I think you can get a sense

681
00:36:13.519 --> 00:36:15.639
<v Speaker 2>from you know, from our audience that We are enormous

682
00:36:15.760 --> 00:36:19.320
<v Speaker 2>fans of purpose driven entrepreneurship and you know, you're one

683
00:36:19.320 --> 00:36:21.719
<v Speaker 2>of the embodiments of of that and we, you know,

684
00:36:21.760 --> 00:36:22.880
<v Speaker 2>we really appreciate that you.

685
00:36:22.880 --> 00:36:25.400
<v Speaker 1>Took the time to come and speak with us today.

686
00:36:25.440 --> 00:36:26.199
<v Speaker 1>Thank you, thank you,
