Robin Ren
603 posts
Robin Ren
@robinren
Believer, stakeholder and investor in the sustainable future
Many people may think it is a zero-sum game — if @elonmusk gets an outsized award, it must be at the shareholders’ expense. This is simply not the case. He will lead the company to *grow the pie* significantly in the coming years. All shareholders will benefit. Please vote FOR.
Tesla is at a critical inflection point. We need your vote ahead of our 2025 Annual Meeting on November 6. Tesla shareholders, the owners of our company, will soon receive their control numbers and voting instructions from their brokers. This will enable you to vote. We are asking you to vote with the Board’s recommendations on *all* proposals. Tesla is on the precipice of another massive wave of transformational growth, as demonstrated by the unveiling of our Master Plan Part IV. If you believe, like us, that @ElonMusk is the CEO that can make this ambitious vision a reality, vote your shares. votetesla.com
When an established American company enters a new overseas market with much anticipation, people usually expect a quick success — customers will line up outside the door and orders will immediately fly in. This is simply not the case, especially with large and complex markets such as India or China, and with a product that requires sophisticated ecosystems. When Tesla first entered China more than a decade ago, the initial excitement and fanfare quickly gave way to customer confusion and inability to charge in most places. It took the team a few quarters to truly understand the market and customer needs. Tesla opened sales and service locations in the right cities and places across a vast country, and built a supercharging network that serves the most critical needs. It also worked with local governments to open up incentives such as less restrictive EV license plates. All the hard work paid off. Tesla sales in China started to take off. Its revenue in China exceeded $1 billion in 2016, and doubled in 2017, and almost doubled again in 2018 (all this is public information you can find in TSLA annual filings). This growth was achieved *before* Tesla built a factory in Shanghai in 2019 and with 100% of its Model S/X vehicles imported from the US, subject to tariff. Tesla’s logic of localizing manufacturing has always been to do it *after* proven local demand, not the other way around. That said, I have my full confidence in Tesla sorting out the challenges. Electrification is the future. The world’s transition to sustainability cannot happen without India.
Tesla's long-awaited entry into India underwhelms, with just over 600 orders falling well short of the company's target bloomberg.com/news/articles/…
💬@CarbonologySH has inked a partnership with Shanghai's Lin-gang Special Area, launching its 300 million yuan ($41.7 million) R&D innovation hub in this dynamic area and infusing critical momentum into Lin-gang's high-end manufacturing and new energy industries. This program, backed by Lin-gang's institutional advantages, will focus on emission reduction and pioneer an industrialization project for direct air carbon capture to prepare sustainable aviation fuel.
To the 50% of Tesla owners that have never tried FSD...WHAT ARE YOU DOING?! Pay the $100 and try it for one month $TSLA
Actually, humanity is only about 1% of the way towards a Type I civilization. We could generate at least 2 orders of magnitude more electricity than we do now.
SpaceX's Mars goals for the next 8 years:
Science is the belief in the ignorance of experts. - Richard Feynman
@pmarca Also, if I am allegedly “bought” by some country or group, how can they realistically afford it? I’m too expensive 🤣🤣
Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: @ChrisWillx (2024)
Having a great time tonight at Mar-a-lago with @robinren @StevenZWang