Jason Badeaux

Tesla’s cell constraints are likely to continue over the medium term. Because its most profitable use of cells is likely to be in electric vehicles, we do not expect Tesla’s energy storage business to drive enterprise value meaningfully during the next five years.

Tesla doesn’t want to limit the scale of battery manufacturing to the number of cars it can produce. So Tesla is selling its batteries to other car manufacturers. This is pretty astonishing. Tesla has developed a material technology advantage over its direct competitors. Rather than using that to differentiate its product, Tesla is selling that... See more

Tesla is by far the most advanced in releasing an FSD package, announcing in early 2020 that it had completed over 5 billion kilometers of testing under autopilot, against just 2 million miles over the past two years by its nearest competitor Waymo (backed by Google).

Networks can produce value in different, sometimes completely bizarre, and inconspicuous ways. The efficiency of value production in networks could greatly outperform traditional organizations due to network effects, low operation costs, resource pooling, and trustless automation.

Is the cosmic compulsion for disorder matched by an equally powerful compulsion for order, structure, and organization?

In our view, efforts like the Cybertruck aren’t really about making money; they are about getting attention and proving that Tesla is one of the world’s most innovative companies, specifically for the purpose of building Tesla’s ability to win support from stakeholders — what we call innovation capital.