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CRUSH Info
IT Highlights
Enterprise Applications
AT&T wireless connectivity multi-year agreement
Bunkspeed HyperShot, HyperDrive 3D rendering software
Dassault Systemes Apriso FlexNet enterprise manufacturing execution system (MES)
Dassault Systemes CATIA PLM Express
ENOVIA SmarTeam
LMS Test.Lab NVH Development and Test Systems
Microsoft Exchange 2010
TechniGraphics consulting for CATIA PLM Express implementation
Salesforce.com Service Cloud Console
Hardware/OS/Systems Environment
Apple iPhones, iPads
Apple OS X
Blackberry devices
Google Android devices
Google Glass Enterprise Edition
Microsoft Windows 2008, 7
Microsoft Windows Server 2012
Ubuntu mobile software platform
Zebra barcode scanners and printers
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and from electric vehicles from many different companies not just Tesla will change the demand curve and slope in a huge
way, he said. Its kind of like the difference between solar used for pocket calculators and satellites VS solar used for buildings.
The demand is orders of magnitude higher and puts it on a different trajectory for cost declines.
To put it in numbers, Straubel believes that the demand for batteries coming from just his company will be something like
35GWh of energy storage by 2020. That is more lithium-ion capacity than existed in the entire world in 2013.
http://www.renewableenergyworld.com/articles/2015/07/tesla-cto-bulk-energy-storage-will-grow-much-faster-than-peopleexpect.html
In September 2015, Tesla Motors signed a deal with Canadian company Pure Energy Minerals in order to develop a lithium mine
in Nevada three-and-a-half hours away from the company's Gigafactory outside of Reno.
As part of the deal, Pure Energy Minerals will provide Tesla with lithium hydroxide for producing the batteries, but it will first
need to complete a preliminary economic assessment to confirm that it can begin mining operations in Clayton Valley, Nevada.
In return, Tesla, will buy a set amount of lithium for five years at a predetermined price under current market rates.
The agreement proves critical to Tesla's "Nevada Lithium Brine Project," as the company needs a reliable amount of lithium to
produce the batteries needed to keep up with demand for its electric cars, according to Business Insider.
A good lithium supply will also help Tesla CEO Elon Musk achieve his goal of building 500,000 vehicles by 2020.
Auto World News,18-Sep-2015 2015 Moreover Technologies. Published by Avention, Inc. September 2015
New Site Opening: Tesla Triples Size of Gigafactory Nevada
In July 2015, Tesla has tripled its land holdings in Nevada, expanding its factory by nearly 2,000 additional acres to build more
batteries and store more backup batteries for their electric cars, according to the Wall Street Journal. A Tesla spokesperson
even told the Journal that a majority of the purchased land could be powered via solar panels. Tesla's new chunks of land are in
addition to the area designated for its $5 billion gigafactory.
This comes after Tesla CEO Elon Musk said that the demand for the Silicon Valley electric car maker's stationary storage
batteries was so high that the company might need to expand upon its already-massive planned space for the gigafactory. That
gigafactory only has its skeleton steel structure and roof erected thus far.
The massive factory will take up 10 million square feet and produce up to 50 gigawatt-hours of battery packs annually, making
that single Reno, Nevada plant able to produce more batteries than all of the world's current factories combined.
The battery factory and the additional purchased land could be worth up to $1.3 billion and employ approximately 6,500 people
when its construction is finished.
http://www.techtimes.com/articles/69117/20150715/tesla-triples-land-grab-nearly-2-000-acres-power-battery.htm
New Site Opening: Data Center is Part of Gigafactory in Nevada
In October 2015, work on Tesla's $5 billion battery plant's interior architecture is underway in full force, as well as a data center
to be located on the Gigafactory site at Tahoe-Reno Industrial Center.
Permits acquired through Storey County show several multimillion-dollar projects kicking off during the summer at the Tesla
Gigafactory site, where construction on the pilot plant is ongoing. The pilot plant will comprise about a fourth of the final
facility's footprint, according to Tesla CEO Elon Musk. The Gigafactory will span 10 million square feet once fully completed,
making it the largest facility of its kind in the world.
http://www.rgj.com/story/life/2015/10/06/tesla-working-gigafactory-interior-plus-data-center-permits-show/73421960/
New Site Opening: Manufacturing Plant in California
In June 2015, Tesla signed a lease to occupy a large manufacturing building a few minutes away from its existing car plant in
Fremont, Calif. At more than 500,000 square feet, the deal for the Page Technology Center at 901 Page Ave. represents Teslas
largest growth spurt in Silicon Valley since buying the former NUMMI plant in 2010.
901 Page, located conveniently down the road from the Tesla Factory, gives us the space to expand our manufacturing and
build more engineering labs as we build up production, Tesla said in an email.
San Jose Business Journal, 11-Jun-2015 2015 Moreover Technologies. Published by Avention, Inc. June 2015
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Business Info
Tesla Motors designs, develops, manufactures and sells high-performance fully electric vehicles and energy storage products. They
have established their own network of vehicle sales and service centers and Supercharger stations globally to accelerate the
widespread adoption of electric vehicles. Their vehicles, electric vehicle engineering expertise, and business model differentiates
them from incumbent automobile manufacturers.
The company currently produces and sells two fully electric vehicles, the Model S sedan and the Model X sport utility vehicle (SUV).
Both vehicles offer exceptional performance, functionality and attractive styling. They commenced deliveries of Model S in June
2012 and as of Dec. 31, 2015 they have delivered over 107,000 new Model S vehicles worldwide. They have continued to improve
Model S by introducing performance, all-wheel drive dual motor, and autopilot options, as well as free over-the-air software
updates.
They commenced customer deliveries of Model X in the third quarter of 2015. This unique vehicle offers exceptional safety, seating
for seven people, all-wheel drive, and their autopilot functionality. They are currently ramping production and deliveries of Model X
in the United States and plan to offer it in Europe and Asia in 2016.
After the Model X, their goal is to introduce the Model 3, a lower priced sedan designed for the mass market. They intend to unveil
Model 3 in the first quarter of 2016 and start production and deliveries in late 2017.
The commercial production of fully electric vehicles that meets consumers range and performance expectations requires
substantial design, engineering, and integration work on almost every system of their vehicles. Their design and vehicle engineering
capabilities, combined with the technical advancements of their powertrain system, have enabled them to design and develop
electric vehicles that they believe overcome the design, styling, and performance issues that have historically limited broad
consumer adoption of electric vehicles. As a result, their customers enjoy several benefits, including:
Long Range and Recharging Flexibility: Their vehicles offer ranges that significantly exceed those of any other commercially
available electric vehicle. In addition, their vehicles incorporate their proprietary on-board charging system, permitting
recharging from almost any available electrical outlet. Their vehicles also offer fast charging capability from their
Supercharger network. They believe the long-range and charging flexibility of their vehicles will help reduce consumer anxiety
over range, alleviate the need for expensive, large-scale charging infrastructure, and differentiate their vehicles as compared
to those of their competitors.
High-Performance Without Compromised Design or Functionality: Their vehicles deliver unparalleled driving experiences with
instantaneous and sustained acceleration through an extended range of speed. In addition, their vehicles provide best in class
storage in the trunk and hood while offering design and performance comparable to, or better than, other premium vehicles.
Energy Efficiency and Cost of Ownership: Their vehicles offer consumers an attractive cost of ownership when compared to
similar internal combustion engine or hybrid electric vehicles. Using only an electric powertrain enables them to create more
energy efficient vehicles that are mechanically simpler than currently available hybrid or internal combustion engine vehicles.
The cost to fuel their vehicles is less compared to internal combustion vehicles. They also expect their electric vehicles will
have lower relative maintenance costs than hybrid, plug-in hybrid, or internal combustion engine vehicles due to fewer
moving parts and the absence of certain components, including oil, oil filters, spark plugs and engine valves. Additionally,
government incentives that are currently available can reduce the cost of ownership even further.
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Tesla sells their vehicles through their own sales and service network which they are continuing to grow globally. They believe the
benefits they receive from distribution ownership will enable them to improve the overall customer experience, the speed of product
development and the capital efficiency of their business. They are also continuing to build their network of Superchargers in the
United States, Europe and Asia to provide fast charging that enables convenient long distance travel.
In addition to developing their own vehicles, they sell energy storage products. They recently announced the next generation of their
energy storage products, the 7 kWh and 10 kWh Powerwall for residential applications and the 100 kWh Powerpack for commercial
and industrial applications. They began production and deliveries of these products, which they market under the Tesla Energy
brand, in the third quarter of 2015.
They manufacture their products primarily at their facilities in Fremont, California, Lathrop, California, Tilburg, Netherlands and at
their Gigafactory near Reno, Nevada. They are currently using battery packs manufactured at the Gigafactory for their energy
storage products, and will do so for their vehicles in the future.
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proceeds that we get, $209 million, it's a great step-change in the right direction to getting us to net cash flow positive.
Also, CapEx we guided at $500 million last quarter on the call, and we closed out at $411 million for the quarter. That all resulted in
the ending cash balance being at $1.2 billion, which I think showcases our strong improvement in cash management and discipline
in the company.
FD (Fair Disclosure) Wire, 10-Feb-2016 2016 Acquire Media Corporation. Published by Avention, Inc. February 2016
Elon Musk, Chairman and CEO - Q3 2015
Vehicle electrification and autonomous driving are crucial to sustainable and safe personal transportation; plus these technologies
make driving more enjoyable. Recently, Tesla introduced two new groundbreaking innovations that advance driving on these fronts.
In September, we launched our third vehicle, Model X, featuring a combination of safety, performance and convenience that is
unmatched by any other sport utility vehicle (SUV). Model X demonstrates that any vehicle type can be successfully electrified, even
a large SUV that seats seven adults, carries all their gear and can tow up to 5,000 lbs. With such a comprehensive mix of best-in-class
capabilities Model X also proves, just as Model S does, that electric drive leads to better vehicles.
We also recently released a vehicle software update that delivers a range of new Autopilot features. These features relieve drivers of
the most tedious and potentially dangerous aspects of road travel. As a beta release, Autopilot is designed to improve over time,
and marks an important step toward a future of autonomous driving.
Such innovations define new frontiers for the automotive industry, but more importantly, they improve personal transportation for
everyone.
We began production of Tesla Energy products in Q3 at our Fremont factory, with a long-term plan to shift production to the
Gigafactory. Faced with growing demand for Powerpacks and Powerwalls, we have accelerated our plans to expand manufacturing
capacity. In early Q4, we relocated production from Fremont to an automated assembly line at the Gigafactory. This positions us for
strong growth in 2016, but the Gigafactory pull-ahead will push some Tesla Energy Q4 production and deliveries into Q1.
http://files.shareholder.com/downloads/ABEA-4CW8X0/1153029307x0x858516/F50A9FAF-BA73-4263-8E16DE1FAC0BABDF/Q3_15_Shareholder_Letter.pdf
Elon Musk, Chairman and CEO - Q2 2015
Looking ahead to next year, we are highly confident of a steady state production and demand of 1,600 to 1,800 vehicles per week
combined for Model S and Model X. In Q3, we expect to directly lease about the same percentage of cars that we did in Q2. As
always, we will use lease accounting for these cars even in our non-GAAP financial results, as such treatment is consistent with the
cash collected on these transactions.
We expect to sell about $45 million of regulatory credits in Q3, including $30 million from ZEV credit sales. We expect the Model S
average selling price to decline by more than 100 basis points in Q3 as the dollar has continued to strengthen against currencies in
our key markets and our delivery mix shifts towards our lower priced 70 and 70D models. We plan to partially offset this pressure
with lower production costs, and as a result we expect non-GAAP automotive gross margin, excluding ZEV credits, to be just slightly
below the Q2 level.
We are on track to start production of Tesla Energy products this quarter at our Fremont factory, with a plan to ramp up production
in Q4. As a result, we expect Q3 services and other revenue to grow modestly and gross margin to be comparable to Q2. We expect to
further expand Tesla Energy battery module and pack production at the Gigafactory in Q1 2016 on a more automated line, where
construction remains on plan. Our operating leverage is expected to improve, with revenue and gross profit both growing at a faster
rate than operating expenses during the next several quarters. Operating expenses should grow roughly 5-10 percent sequentially in
Q3, and 45-50 percent for the full year as we invest in product development, including Model 3, and expand our sales capability.
We still plan to invest about $1.5 billion in capital expenditures this year as we expand production capacity, purchase Model X
tooling, construct the Gigafactory, and expand our stores, service centers and Supercharger network. In the coming months we are
growing from a single product to a multi-product company. This is a milestone in the maturation of Tesla.
http://files.shareholder.com/downloads/ABEA-4CW8X0/604401701x0x843991/DCDCCFDA-0709-405B-931AB2F48A224CE8/Tesla_Q2_2015_Shareholder_Letter.pdf
Strategy
Teslas principal marketing goals are to:
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generate demand for their vehicles and drive leads to their sales teams;
build long-term brand awareness and manage corporate reputation;
manage their existing customer base to create loyalty and customer referrals, including through their referral programs; and
enable customer input into the product development process.
They market and sell cars directly to consumers through an international network of company-owned stores and galleries. Their
Tesla stores and galleries are highly visible, premium outlets in major metropolitan markets, some of which combine retail sales and
service. They have also found that opening a service center in a new geographic area can increase demand. As a result, they have
complemented their store strategy with sales facilities and personnel in service centers to more rapidly expand their retail footprint.
They refer to these as Service Plus locations. Including all of their stores, galleries, Service Plus and service facilities, they operated
208 locations around the world as of Dec. 31, 2015.
Tesla owns its sales and service network because the traditional franchised distribution and service model is not viable for a
business like theirs. In their company-owned network, their customers deal directly with their own Tesla-employed sales and service
staff, creating a differentiated buying experience from the buying experience consumers have with franchised automobile dealers
and service centers. They believe they will also be able to better control costs of inventory, manage warranty service and pricing,
maintain and strengthen the Tesla brand, and obtain rapid customer feedback.
Tesla Supercharger Network
Tesla is building a network of up to 120 kW fast charging equipment, each called a Tesla Supercharger, throughout North America,
Europe and Asia for fast charging of Tesla vehicles. Their Supercharger network is a strategic corporate initiative designed to remove
a barrier to the broader adoption of electric vehicles caused by the perception of limited vehicle range and to provide fast charging
to enable long-distance travel. The Tesla Supercharger is an industrial grade, high speed charger designed to replenish 170 miles of
range in the battery pack in as little as 30 minutes. Supercharger stations typically have between four to ten Superchargers and are
strategically placed primarily along well-traveled highways to allow Model S and Model X owners to enjoy long distance travel with
convenient, minimal stops. As of Dec. 31, 2015, they had 584 Supercharger stations open in North America, Europe, and Asia. They
are planning to continue to expand the Supercharger network in the United States, Europe and Asia.
The Gigafactory outside of Reno, Nevada
The company is developing the Gigafactory as a facility where they work together with their suppliers to integrate battery material,
cell, module and battery pack production in one location. They plan to use the battery packs manufactured at the Gigafactory for
their vehicles and for their Tesla Energy applications. They broke ground on the Gigafactory in June 2014 and began assembling
their Tesla Energy products in the first portion of the facility in the fourth quarter of 2015.
They currently expect to produce cells at the Gigafactory beginning in 2016 for use initially in their Tesla Energy products and later
for their vehicles. The Gigafactory is currently expected to attain full production capacity in 2020, which is anticipated to be sufficient
for the production of approximately 500,000 vehicles annually as well as for the production of their energy storage products. By that
time, they expect battery pack production capacity to reach 50 GWh. Of this, they expect to build 35 GWh of cell production capacity
at the Gigafactory and purchase 15 GWh of cells from other manufacturers.
They believe that the Gigafactory will allow them to achieve a significant reduction in the cost of their battery packs once they are in
volume production with Model 3. The total capital expenditures associated with the Gigafactory through 2020 are expected to be $4
to $5 billion, of which approximately $2 billion is expected to come from Tesla. Panasonic has agreed to partner with them on the
Gigafactory with investments in production equipment that it will use to manufacture and supply them with battery cells. They have
a supply agreement with Panasonic that, among other things, allows them to purchase a minimum of 1.8 billion lithium-ion battery
cells at preferential prices that they intend to purchase from 2014 through 2017. They have agreed to prepare and provide the land,
buildings and utilities, invest in production equipment for battery module and pack production and be responsible for the overall
management of the Gigafactory.
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They plan to invest in equipment to support cell production at the Gigafactory, begin installation of Model 3 vehicle production
machinery, open about 80 retail locations and service centers, and energize about 300 new Supercharger locations.
Their operating expenses are expected to grow by about 20 percent in 2016 as compared to 2015, driven primarily by the expansion
of their retail and service centers as well as increases in general and administrative costs to support the growth of the business. They
expect sales, general and administrative expenses to decline over time as a percentage of revenue as they focus on increasing
operational efficiency while continuing to expand their customer and corporate infrastructure. Over time, they also expect total
operating expenses to decrease as a percentage of revenue.
IT Info
Technology Initiatives
A 2014 case study written by digital transformation experts at Capgemini Consulting outline some of the technology initiatives
Tesla has developed. In addition to the internal ERP system developed by Tesla CIO Jay Vijayan, their vehicle interface is built
on Tesla's own operating system and controlled by a touch screen. Future vehicle functionalities can be added through remote
software updates.
Teslas cars are connected wirelessly to a remotely managed central corporate office. Each car generates huge amounts of
data. This is then analyzed, with any required enhancements made remotely to upgrade the cars systems. Upgrades, which are
rolled out every quarter, tend to be about the cars safety parameters or adding new features or hardware changes.
Tesla has installed 160 robots at its assembly line. While typical robots in the automotive industry perform a single function,
Tesla robots perform 4 tasks on the Model S car. For instance, a robot at the Tesla factory can be involved in welding, riveting,
bonding and installing a component, while other robots typically do only one job.
Tesla has created a digital security unit to address the security concerns that result from a car that is connected to the Internet.
The unit is even recruiting a dedicated team of hackers who help identify potential bugs within the system.
Partnerships play a key role in Teslas game plan. These include partnerships with telecom operators, content providers and
ecommerce platforms among others. For instance, Tesla has partnered with AT&T in the U.S. and Telefonica and TeliaSonera in
Europe to provide Machine-to-Machine connectivity for its Model S vehicle. The partnership is aimed at enabling connectivity
for Teslas infotainment telematics, the cars two-way vehicle communications and remote vehicle diagnostics.
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/tesla_motors.pdf
www.avention.com
the speed and agility it needs. His team built it in just four months.
Tesla was facing delivery delays of the all-electric Model S which it introduced on June 22, 2012. At the same time, Vijayans
team of about 25 software engineers was working hard to build a system that could support ramped up production. The
improved information technology systems are important for managing high volume production of the Model S, according to
company filings. The system went live in July 2012.
Building an ERP system in house is very challenging. You can shoot yourself in the foot if you dont know what youre doing,
said Vijayan. You need the right team, he said.
Yet, Vijayan was in a tough spot. It can take more than a year and millions of dollars to roll out SAP software because of all the
integration required. Tesla didnt have the time needed to undertake such a project. By creating a custom software project, he
was able to get it up and running quickly, partially because it didnt need integration of disparate applications. Because Musk
made a clear decision, it also helped Vijayan get immediate cooperation from business leaders.
Yet, there will likely be challenges ahead as Tesla grows. Building and running a lightweight enterprise resource planning
system can be done when a company is relatively small but there could be problems on a large scale. Im super confident that
its going to be able to scale very well, said Vijayan. Its now one of the best systems we have. (Article dated November 2013.)
http://blogs.wsj.com/cio/2013/11/01/how-elon-musk-approaches-it-at-tesla/
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Project Insights
Project: Salesforce Application Development
Project lead: Salesforce Developer
Location: Amsterdam, The Netherlands
Time frame: 2015
Description: Salesforce developers and support specialists are working with European sales, service and delivery teams to create
reports and dashboards using Salesforce.com Force.com development tools.
The team is using Force.com Apex and Visualforce as well as Explorer and the Service Cloud Console.
Project: Desktop Support
Project lead: Desktop Support Technician
Location: Tokyo, Japan
Time frame: 2015
Description: Desktop support technicians are tasked with troubleshooting and resolving endpoint issues and support for Tesla's
global IT infrastructure. The support team manages Microsoft Windows desktop operating systems. They are using Microsoft Active
Directory and Microsoft Exchange 2007 and 2010, in addition to Windows servers.
They team also support PDAs including Blackberry, Droid, iPhones and iPad. They use Altiris deployment software for imaging,
packaging and scripting.
Project: Marketing Intelligence Project
Project lead: Marketing Intern
Location: New York, N.Y.
Time frame: 2015
Description: Interns integrated SAS, Microsoft Excel, and SQL to analyze a large dataset to identify investment opportunities. They
applied marketing metrics and models to conduct performance analyses, and designed and implemented a dashboard in order to
view data.
The team performed a geo-demographic analysis of Pottery Barn at a postal zip code level and conducted cluster analysis using IBM
SPSS predictive analyltics software, and the ANOVA (analysis of variance) t-test to analyze a transactional dataset that contains
227,000 transactions and 100,000 customers. The test identified the most profitable customer segment with their zip codes.
Project: Automation Tools for Manufacturing Operations
Project lead: Systems Analyst, Assembly Operations
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Contacts
First Name
Last Name
Title
Phone
Functional Area
Jeff
Evanson
jeff@teslamotors.com
Corporate: Finance/Legal
Todd
Maron
General Counsel
tmaron@teslamotors.com
Corporate: Finance/Legal
Lynn
Miller
lynn@teslamotors.com
Corporate: Finance/Legal
Ken
Morgan
ken@teslamotors.com
Corporate: Finance/Legal
Sunaina
Seelam
sseelam@teslamotors.com
Corporate: Finance/Legal
Mike
Taylor
VP, Finance
Corporate: Finance/Legal
Jason
Wheeler
Corporate: Finance/Legal
Jesse
Ahluwalia
Drew
Baglino
Jim
Dunlay
Ganesh
Iyer
ganesh@teslamotors.com
Technology: General
Justin
James
justin@teslamotors.com
Technology: General
Satish
Jeyachandran
satish@teslamotors.com
Technology: General
Kurt
Kelty
Paul
Lomangino
Oscar
Moncada
Elon
Musk
Marc
Jeffrey
Technology: General
650-413-4078
drew@teslamotors.com
Technology: General
Technology: General
650-380-2996
Technology: General
paul.lomangino@teslamotors.com
Technology: General
oscar@teslamotors.com
Technology: General
elon@teslamotors.com
Technology: General
Shi
marc@teslamotors.com
Technology: General
Straubel
jb.straubel@teslamotors.com
Technology: General
Dorian
West
650-681-5305
dorian@teslamotors.com
Technology: General
Ron
Cuadro
Head of Staffing
650-681-5436
ronald@teslamotors.com
Corporate:
HR/Administration
Arnnon
Geshuri
ageshuri@teslamotors.com
Corporate:
HR/Administration
Beth
Loeb Davies
Paul
Smicker
smicker@teslamotors.com
Technology: Network
Rik
Avalos
650-681-5012
rik@teslamotors.com
Corporate: Operations
Cory
Beck
Systems Administrator
650-681-6811
cory@teslamotors.com
Corporate: Operations
Peter
Carlsson
650-681-6417
pcarlsson@teslamotors.com
Corporate: Operations
Doug
Field
doug@teslamotors.com
Corporate: Operations
Matt
Gruss
Willem
Haitink
VP, EMEA
Rich
Heley
rich@teslamotors.com
Corporate: Operations
Nick
Kalayjian
nick@teslamotors.com
Corporate: Operations
Roy
Kimber
Logistics Manager
rkimber@teslamotors.com
Corporate: Operations
Justin
Kraft
justin@teslamotors.com
Corporate: Operations
Cindy
Nicola
cindy@teslamotors.com
Corporate: Operations
Don
Olechowski
thom@teslamotors.com
Corporate: Operations
Gilbert
Passin
gilbert@teslamotors.com
Corporate: Operations
Chris
Porritt
Corporate: Operations
Greg
Reichow
VP, Production
Corporate: Operations
Franz
Von Holzhausen
Chief Designer
David
Waxman
Tom
Zhu
Colette
Bridgman
colette@teslamotors.com
Corporate:
Sales/Marketing
Kristin
Finkelstein
kfinkelstein@teslamotors.com
Corporate:
Sales/Marketing
Jerome
Guillen
jerome.guillen@teslamotors.com
Corporate:
Sales/Marketing
Jon
McNeill
650-681-6813
Corporate:
HR/Administration
Corporate: Operations
Corporate: Operations
650-921-7946
Corporate: Operations
david@teslamotors.com
Corporate: Operations
Corporate: Operations
Corporate:
Sales/Marketing
www.avention.com
Diarmuid
O'Connell
Corporate:
Sales/Marketing
Ganesh
Srivats
Corporate:
Sales/Marketing
Greg
Slettvet
greg@teslamotors.com
Technology: Security
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Org Charts
Organizational Charts can be found at the end of this CRUSH Report