Jason Badeaux

In Tesla’s 2016 annual shareholders meeting, Musk said:“We realized that the true problem, the true difficulty, and where the greatest potential is — is building the machine that makes the machine. In other words, it’s building the factory. I’m really thinking of the factory like a product.”

Crypto mullet’s customers don’t think about wallets, tokens or crypto. Instead, they log in with their email addresses, pay with their credit cards and access the company’s services through a normal web browser/app. Crypto mullet’s back offices, however, are decentralized and governed using thoughtful tokenomics and encoded via smart contract. They... See more

Our multi-year research effort into Tesla’s manufacturing capabilities andsupply chain integrations suggest that Tesla is more than 6 years ahead of anycompetitor. This lead is expanding.

And when was the last time you tried to go to fill up your tank and you couldn’t because there was no fuel? The 70's? That was one of the worst existential crises our real economy has faced since the Great Depression. This is a far more frequent occurrence on the electricity grid: nodes can’t function individually, unlike how cars and boilers can.

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.

Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day.

Early on in an energy transition, there is often more attention on how well they can do existing things. Examples include how well coal could heat and oil and electricity could light. But the larger impact for any energy transition, like other new technologies, is to enable us to do brand new things.

Web 3 introduces a powerful new tool for bootstrapping networks: token incentives.The basic idea is: early on during the bootstrapping phase when network effects haven’t kicked in, provide users with financial utility via token rewards to make up for the lack of native utility.