TRP | TheRationalPerspective

I plan on owning my own Tesla Robotaxi fleet one day. And the more I run the numbers, the more I realize this new business could become one of the most powerful income opportunities I've ever seen. This is how I'm thinking about it. Based on many analyst models and Tesla’s long-term vision, a reasonable base case assumption is about ~$30,000 per year in net profit per Robotaxi to the owner. This is after things like Tesla’s platform fee, charging, tires, maintenance, insurance, and cleaning. Of course, the network is still early and Tesla is just beginning to roll this out in pilot programs in a few cities, so there’s no official real-world owner earnings yet... but using reasonable assumptions around utilization, pricing per mile, and operating costs, the math starts to get really interesting. If one Robotaxi can earn around $30,000 per year, here’s what a fleet might look like: • $100,000 per year → about 4 Robotaxis • $500,000 per year → about 17 Robotaxis • $1,000,000 per year → about 34 Robotaxis It may sound a bit crazy at first, but when you break it down, it starts to make more sense. These vehicles could potentially drive 50,000 to 100,000+ miles per year in high demand areas. If the economics land somewhere around $0.25-$0.50 profit per mile after all costs, you end up right around that ~$30k per vehicle per year range. And remember, the Tesla’s Robotaxi network is going to work a lot like Airbnb for cars. You add your vehicle to the network, Tesla handles the software, routing, payments, and rider experience, and they take a platform fee (often modeled around 25-35%). The owner keeps the rest after operating costs. Another thing that makes this interesting is the expected cost of the vehicles themselves. Tesla has talked about the purpose-built Cybercabs costing roughly $25k-$30k and Elon told me production is starting in 1 month! If that’s even close to reality, a fleet capable of generating around $1 million per year could theoretically cost somewhere around $850k-$1M in vehicles. That ROI is pretty freakin good! Now to be clear, none of this is guaranteed. I'm just thinking out loud and sharing it with you... a lot still depends on regulations, how fast unsupervised FSD scales, demand in each city, insurance costs, and how Tesla structures the network. But if the system works the way Elon has described it for years, owning a Robotaxi fleet could become one of the most powerful forms of passive income I've ever seen. And I plan on sharing the numbers with everyone on 𝕏 when the day comes. Personally, that’s why I’m paying such close attention. Bc one day, owning a fleet of autonomous Teslas working for me 24/7 might be the modern version of owning a rental property, except instead of tenants, you’ve got robots driving people around all day while you sleep. This next book of Tesla is going to be so exciting!

Hard to fathom how impoverished a person must be in mind and spirit to not see the value in space exploration. I think this is awesome. I'd much rather spend billions on rocket ships and lunar bases than buying junk food for fat people, or any of the countless other wasteful expenditures. Western civilization has always been marked by its curiosity about the universe and desire to expand, explore, and grow. We've lost that spirit in recent years. It's time to reclaim it.

Jensen Huang just reverse-engineered why Elon Musk operates at a speed no one on the planet can match. Three traits. The first is deletion. Huang: “He has the ability to question everything to the point where everything’s down to its minimal amount.” Most engineers solve problems by adding. Musk solves them by subtracting. Every part. Every process. Every assumption that survived because no one had the nerve to kill it. He picks it up. Asks if it’s load-bearing. If the answer is anything less than absolutely, it is gone. Not simplified. Not optimized. Removed. What survives is the skeleton. The bare physics of the problem. Nothing between intent and execution. Huang said it plainly. As minimalist as you could possibly imagine. And he does it at system scale. Not at a product level. Not at a department level. Across entire companies. Entire industries. Entire supply chains. He strips a rocket the same way he strips a meeting. Down to the load-bearing walls and nothing else. The second is presence. Huang: “He is present at the point of action. If there’s a problem, he’ll just go there and show me the problem.” Not a Slack message. Not a report filtered through four layers of people who weren’t there when it broke. He walks to the failure. Stands over it. Puts his hands on it. Most executives have never seen the actual problem their company is trying to solve. They have seen slides about it. Read summaries of it. Formed opinions about it in rooms that are nowhere near it. Musk stands over the broken hardware and does not leave until it works. That collapses the distance that buries most organizations. The gap between something breaking and the person with authority to fix it actually understanding what broke. In most companies, that gap is weeks. For Musk, it is hours. The third is the one that bends everyone around him. Huang: “When you act personally with so much urgency, it causes everybody else to act with urgency.” Every supplier has a hundred customers. Every vendor has a dozen priorities. Every manufacturer has a backlog stretching months into the future. Musk makes himself the top of every single one of those lists. Not by demanding it. By demonstrating it. When the CEO shows up at your facility at midnight. When he is moving faster than your own internal team. When his timeline makes yours look like a suggestion. You do not put him in the queue. You rearrange the queue around him. Huang watched this up close. Huang: “He does that by demonstrating.” Not by asking. Not by negotiating. Not by leveraging a contract clause. By moving so fast that everyone else’s normal pace feels like standing still. Three traits. Strip everything down. Show up at the failure. Move so fast the world rearranges around you. That is not a management philosophy. That is why one man runs six companies while entire boards cannot keep one moving.

Elon says 100 million sqft is the right order of magnitude for Tesla/SpaceX's Terafab. Let's put that into perspective. 100 million square feet is equivalent to: • 3 New York Central Parks • 15 U.S. Pentagons • 2,300 acres • 3.6 square miles • 555 Walmart Supercenters • 1,736 football fields • 23 Disneyland Parks • 8.8% the size of Paris • 10 Tesla Giga Texas buildings Absolutely wild scale.

I want to share a quick update with all of you. Recently, I was involved in a motorcycle accident while avoiding a family of deer. I’m grateful to say that I’m okay and taking the necessary time to recover. It’s been a sobering reminder of how quickly things can change—and how important it is to stay grounded, present, and appreciative of the people around us. I’ve always believed that resilience isn’t just about enduring challenges, but learning from them and moving forward with purpose. This is no different. To everyone who has reached out—thank you. Your support means more than I can adequately express. And to those planning to join me on the upcoming podcast tour: I’m still very much looking forward to seeing you all. We’ve got important conversations ahead, and I intend to be there for them. Stay safe, stay curious, and I’ll see you soon