Elon Musk
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Tesla will debut a new, third iteration of its solar roof tile this week — with an official debut tomorrow afternoon. Tesla CEO Elon Musk said during the company’s earnings call on Wednesday that it’ll make an official announcement detailing the differences in generation three on Thursday afternoon.
Tesla originally unveiled its solar roof tile product back in 2016, and officially opened pre-orders in 2017. During the company’s annual shareholder meeting in June, Musk said that the product was already in its third iteration, which he said improved performance and put the product on cost parity with cheap, non-solar roofing tiles, once you factor in savings over time on utility cost plus the cost of purchase for the new roof.
It seems like that version was in testing at that point, and is now ready for general consumer sales and purchase. The solar tiles have not seemed to have seen consumer installations in any kind of significant scale to date, with existing customers with reservations in place claiming they haven’t heard much in the way of installation timeline expectations. Perhaps we’ll learn more about availability and roll-out plans along with tomorrow’s “official” launch of the version-three product.
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Walmart came out swinging earlier this week in a lawsuit that accused Tesla of breach of contract and gross negligence over problems with rooftop solar panel systems installed at the retail giant’s stores.
Now, just days later, the lawsuit has been placed on hold while the two companies try to reach an agreement that would keep the solar installations in place and put them back in service, according to a joint statement issued late Thursday night.
“Walmart and Tesla look forward to addressing all issues and re-energizing Tesla solar installations at Walmart stores, once all parties are certain that all concerns have been addressed,” the statement read. “Together, we look forward to pursuing our mutual goal of a sustainable energy future. Above all else, both companies want each and every system to operate reliably, efficiently, and safely.”
Walmart hasn’t dropped the lawsuit. The complaint is still on file with New York state court. But the two parties are going to try to reach an agreement that would avoid a lawsuit.
The lawsuit, which is aimed at Tesla’s energy unit that was formerly known as SolarCity, alleges that seven fires on Walmart rooftops were caused by the solar panel systems. Walmart asked Tesla to remove the solar panel systems on all 244 stores where they are currently installed and to pay for damages related to fires that the retailer alleges stem from the panels.
Now, a Walmart spokesperson said it is “actively working towards a resolution” with Tesla.
Neither Tesla or Walmart would explain the details of the negotiations.
The stakes are high for Tesla. Earlier this month, Tesla CEO Elon Musk announced a new rental offering for solar power in a bid to reboot the flagging renewable energy business.
Tesla’s share of the solar market has declined since its merger with SolarCity in 2016. In the second quarter Tesla deployed only 29 megawatts of new solar installations, while the number one and two providers of consumer solar, SunRun and Vivint Solar, installed 103 megawatts and 56 megawatts, respectively.
Tesla’s renewable energy business includes residential and commercial solar and energy storage products. The company also has a utility-scale energy product called Megapack. While Tesla still produces solar panels for residential use, much of its focus has been on developing its solar roof, which is comprised of tiles. It still operates a commercial business, which targets municipalities, schools, affordable housing, enterprise and agriculture and water districts as customers.
The company doesn’t provide a breakdown of its solar installations, making it difficult to determine if the commercial business is flat, falling or on the rise. Language in its latest 10-Q suggests Tesla is putting a renewed effort into its solar business.
Tesla said it’s working on revamping the customer service experience for solar products, according to the 10-Q. The company said while its retrofit solar system deployments have decreased it expects they “will stabilize and grow in the second half of the year.”
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Tesla’s games library is getting bigger, and the latest announced title is probably a familiar one to gaming fans: Cuphead. This indie game was released in 2017 for Xbox One and Windows after making a big debut in 2013, attracting a lot of attention thanks to its hand-drawn, retro Disney-esque animation style.
Tesla CEO Elon Musk revealed that Cuphead would be getting a Tesla port sometime in August, replying to a post in which Tesla announced its latest addition to the in-car arcade library: Chess. The game will run at 60fps on the in-car display, Musk added, noting that while 4K isn’t supported for Tesla’s screens, the game “doesn’t need” that high resolution.
Cuphead for Tesla coming out in August
— e^
(@elonmusk) July 27, 2019
Cuphead has since been released for both macOS and Nintendo Switch, and has gained critical acclaim for its challenging gameplay in addition to its unique graphic style. The game works with one or two players (which Tesla cars also now support via gamepad controllers for some other titles) and basically involves side-scrolling run-and-gun action punctuated by frequent boss fights.
Musk continued on Twitter regarding the Cuphead port that it will use a Unity port for Tesla’s in-car OS, which is already done, and currently they’re in the process of refining the controls. A limit of available onboard storage will be solved by allowing added game storage via USB, so that Tesla owners will be able to add flash drives to hold more downloaded games.
Earlier this month, Netflix announced that it would be developing an animated series based on Cuphead, and the game has sold over 4 million copies world-wide so far. Tesla launched Tesla Arcade last month as a dedicated in-car app to host the growing collection of games it’s brought to the car – and it’s worth noting that you can only access these games while in park.
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Elon Musk’s SpaceX managed to pull off something very few people thought it could — by disrupting one of the most fixed markets in the world with some of the most entrenched and protected players ever to benefit from government contract arrangements: rocket launches. The success of SpaceX, and promising progress from other new launch providers, including Blue Origin and Rocket Lab, have encouraged interest in space-based innovation among entrepreneurs and investors alike. But is this a true boom, or just a blip?
There’s an argument for both at once, with one type of space startup rapidly descending to Earth in terms of commercialization timelines and potential upside, and the other remaining a difficult bet to make unless you’re comfortable with long timelines before any liquidity event and a lot of upfront investment.
There’s no question that one broad category of technology at least is a lot more addressable by early-stage companies (and by extension, traditional VC investment). The word “satellite” once described almost exclusively gigantic, extremely expensive hunks of sophisticated hardware, wherein each component would eat up the monthly burn rate of your average early-stage consumer tech venture.
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Tesla is set to aggressively ramp up the rate at which it opens new service facilities, according to CEO Elon Musk’s guidance on the company’s Q2 2019 earnings call. In total, Tesla opened 25 new service centers during the quarter, and added 100 new service vehicles to its existing fleet — which is in contrast to an earlier statement made by Musk that they’d look to close most of their physical stores in an effort to reduce costs.
Notably, Musk referred to the locations only as “service centers” during his comments on the subject on Wednesday’s earnings call, and never as stores — asked about “retail locations,” he corrected the analyst asking and again said that what Tesla opened were “service centers” specifically. He also emphasized the importance of ensuring that service scales in line with the size of Tesla’s overall fleet of vehicles in active use. Musk mentioned that the number of Tesla cars on the road doubled in the last year alone, meaning it’s seeing exponential growth in terms of the total size of the fleet it needs to service.
“Service scales not just with new production, but as the whole fleet sales,” Musk said, adding that they want to grow their service capabilities in a way that’s responsible when it comes to cost, but that that is “quite difficult” when it comes to the rate at which the company’s sales and shipments are increasing.
Even so, Tesla is taking on still more of its service work itself, rather than outsourcing to external vendors.
“We’ve in-sourced a great deal of the collision repair activities, which I think had quite a good impact on customer happiness,” Musk said. “This will continue in the months to come.” Musk also noted that the company is working hard to reset its processes in order to ensure that parts are available on-hand when and where needed for service, which is a gap that has prompted customer complaints in the past.
The Tesla CEO said that he meets with the Tesla service team “multiple times a week” to “get updates on the reliability of the vehicle,” noting the best service possible is “no service” because that would represent maximum reliability (and of course, lowest possible ongoing costs for Tesla). He also said that they’ve seen “fewer and fewer service visits for the most recent cars that we’re building, so we’re on a good trend there.”
Jerome Guillen, President of Automotive at Tesla also noted that the number one reason for service visits is actually people looking to learn how to use Autopilot, and in general education represents a high percentage of visits.
Tesla CFO Zach Kirkhorn addressed a question about the service center expansion later in the call, adding that the company is pursuing a path of systematic “focus on service and supercharging, as opposed to a retail presence.” He also noted that he believes efforts to improve their parts distribution, with a focus on ensuring that parts are available on-hand in inventory at the service centers where they’re needed will actually help bring down costs overall versus housing them centrally or ordering on-demand from suppliers and Tesla’s own fabrication facilities.
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Tesla has already started the preparations required to get production started on its forthcoming Model Y compact all-electric SUV, according to Tesla CEO Elon Musk . During his introductory comments on the automaker’s Q2 2019 earnings call, Musk noted that prep had started at its facility in Fremont, confirming a report from CNBC from March.
In Tesla’s first earnings call for 2019, Musk said that it was in the process of deciding between Fremont and its Gigafactory in Nevada for production of the Model Y, which is going to be based on the Model 3 platform and will share some of its componentry, something that Musk noted will help reduce its cost of production.
The Model Y, revealed in March, looks quite similar at first glance to the Model 3. It has a slightly higher profile, however, putting it in this compact SUV range. It has similar interior features to the Model 3, including the horizontal 15-inch touchscreen, and also features a panoramic roof more like its larger Model X premium all-electric SUV sibling. Pricing for the Model Y will begin at $39,000, and that version will have a 230-mile range. It’s currently planned to ship sometime in the fall of 2020.
Tesla should be able to get to around 7,500 to 8,000 Model Ys produced at Fremont by the end of the year, Musk confirmed in response to a question from an analyst on the call.
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Tesla has opened a massive next-generation electric vehicle charging station in Las Vegas that combines the company’s core products into one sustainable energy ecosystem, fulfilling a vision CEO Elon Musk laid out nearly three years ago.
The new V3 Supercharger, which supports a peak rate of up to 250 kilowatts, is designed to dramatically cut charging times for its electric vehicles. Tesla unveiled its first V3 Supercharger in March at its Fremont, Calif. factory. A second V3 Supercharger is located in Hawthorne, Calif., near the Tesla Design Studio. Both of these locations, which were initially used as test sites, lack two key Tesla products.
This new location in Las Vegas is considered the first V3 Supercharger. It’s notable, and not just because of the size — there are 39 total chargers in all. This V3 Supercharger also uses Tesla solar panels and its Powerpack batteries to generate and store the power needed to operate the chargers. The result is a complete system that generates its own energy and passes it along to thousands of Tesla vehicles.
The new Supercharger, located off the Las Vegas Strip, below the High Roller on the LINQ promenade, was built on Caesars Entertainment property. The site is part of Caesars Entertainment’s goal to reduce greenhouse gas emissions 30% by 2025.
There are caveats to the capabilities of this Supercharger station. Only one Tesla vehicle — the Model 3 Long Range iteration — can charge at the peak rate of 250 kW. The 250 kW results in up to 180 miles of range added to the battery in 15 minutes on a Model 3 Long Range.
The company’s new Model S and Model X vehicles can charge up to a 200 kW rate.
However, even older Model S and X vehicles and more basic versions of the Model 3 will experience faster charging rates at this location because there is no power sharing, a standard practice at Tesla’s other charging stations.
Improvements to charging times are critical for the company as it sells more Model 3 vehicles, its highest-volume car. Wait times at some popular Supercharger stations can be lengthy. Early adopters might have been content to wait, but as new Tesla customers come online, that patience could dwindle. And as more of these V3 Superchargers come online, potential customers might be encouraged to buy the pricier long-range version Model 3.
Tesla has said in the past that these improvements will allow the Supercharger network to serve more than twice as many vehicles per day at the end of 2019 compared with today.
The V3 is not a retrofit of the company’s previous generations. It’s an architecture shift that includes a new 1 MW power cabinet, similar to the company’s utility-scale products, and a liquid-cooled cable design, which enables charge rates of up to 1,000 miles per hour. Tesla uses air-cooled cables on V2 Superchargers.
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Michael Bloomberg is an unrepentant capitalist who, as he says in his 2017 book A Climate of Hope, is “not exactly your stereotypical environmentalist.” Yet over the past decade, Bloomberg has become arguably the biggest environmental philanthropist in the world — especially given the $500 million investment Bloomberg announced last month that he would soon make in rapidly moving the U.S. “Beyond Carbon,” off both coal and natural gas and to a “100% clean energy economy.” How did this happen?
It turns out one of the biggest factors in Bloomberg’s green transformation has been his friendship with Carl Pope, the longtime former head of the Sierra Club, whom Bloomberg first met about a decade ago, as Mayor of New York.

Pope is not exactly a household name, but nonetheless at this point can probably be called one of the most influential environmental activists in history. He wears a leather jacket and a weathered-looking sweater on the cover of Climate of Hope alongside Bloomberg’s suit, tie, and flag pin.
The two co-authored the book — and not just in the sense that Pope ghost-wrote Bloomberg’s opinions, as happens regularly when busy political and cultural celebrities take on a lesser-known co-author for some glamour project they may barely even read. A Climate of Hope is an extended dialogue between Bloomberg and Pope, with the two alternating chapters throughout and at times even disagreeing on potentially important issues.
What there’s no disagreement on, however, is that Pope “convinced” his co-author to dive into massive environmental spending (a feat accomplished in part by showing the health-conscious Bloomberg the numbers on how lethal coal can be).
Pope is no stranger to controversy — perhaps unsurprising for a nonprofit leader who has raised money well into the nine figures. He’s a “pragmatist,” as he says many times in the interview below, which depending on who you ask either means compromise to the point of being compromised, or simply that he has a knack for actually getting things done where others merely talk.
His legacy has previously been associated with taking money from natural gas executives in a fundraising bid some saw as necessary and others called ethically tainted; with overlooking people’s polluting individual choices to buy large cars and even bigger homes; and with “looking forward to an active partnership” with Republican leaders when it was obvious they weren’t completely on board with key tenets of the environmental movement.
But Pope has also been equally or better known for pushing the Clinton/Gore administration to be better on emissions; preventing neoliberal environmentalists from adopting a nativist stance on immigration; championing a more diverse and inclusive environmental movement; and now, of course, with potentially ending the use of carbon fuel in America.
Despite 30+ years in the public eye, Carl Pope is a relatively private person who doesn’t seem to like to talk much about himself. So for starters below, I wanted to see if I could figure out what makes him tick.
Because if we could get into the heads of people who persuade billionaires to act against their short-term economic interests, with the bigger human picture in mind, maybe we could do it more often.
Then our conversation moved on to NASA, Ro Khanna, Tesla, AOC and the Green New Deal, and more. And in a soon to come follow up piece, I’ll talk with Pope about the details of the Beyond Carbon plan, including how he was able to persuade Bloomberg to take it on, and some areas of controversy that could arise as the $500 million is distributed.
All of this, after all, is part of what it means to think about the ethics of technology — Pope and Bloomberg’s work, love it or not, is certainly an attempt to reform or transform some of the most influential technologies human hands have ever touched.
How do we motivate people of all backgrounds and means to help make changes for the greener? How do we know what the right changes are to make? How do we grapple with the ethical dilemmas involved and the compromises that can seem to be required?
(Oh and by the way: in the weeks since I spoke with Pope, I have mostly been skipping big evening meals and eating more healthily in the afternoon. So at least there’s that!)

Greg Epstein: I have enjoyed discovering you as — I would even say as a historical figure, though important parts of your story are yet to be told.
I’d like to hear a bit about the key developments in your life that gave you the ethical perspective that you have.
Carl Pope: I can tell you some things about my childhood and my formation. Which particular ingredients formed my ethical perspective, I’m not sure I’ll be able to tell you, but I’ll tell you some things [that might] help.
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With commercial launch services expected to reach $7 billion by 2024, there’s increasing demand for an array of new technologies that can offer advantages to companies looking to get communications infrastructure in orbit.
That’s one of the reasons behind the new $25.5 million financing for Momentus, which sells in-space shuttle services to move satellites between orbits.
The company joins other satellite and telecommunications technology vendors like Akash Systems, which raised $14.5 million for its advanced telecommunications chipsets used in satellites, that have raised money from investors looking beyond basic launch services.
A motley assortment of venture capital firms, hedge funds, family offices and other institutional investors came in to finance the new round of funding for Momentus including: Y Combinator, the Lerner Family, the University of Wyoming Foundation, Quiet Capital, Mountain Nazca, ACE & Co., Liquid 2 Ventures and Drake Management. The financing was led by Prime Movers Lab.
With $34 million in funding to date, Momentus said it will use its new cash to continue the development of its two shuttles designed to move payloads between different orbits. As the space in space fills up, the ability to maneuver payloads once they reach low Earth orbit will become more important.
“In the past 18 months, Momentus has rapidly matured their water plasma propulsion system to deliver the world’s safest and most affordable in-space transportation services. They recently launched their first demonstration and are on track to radically reshape the landscape of the space economy,” said Dakin Sloss, founder and general partner at Prime Movers Lab, in a statement. “I look forward to Momentus delivering on their massive backlog of contracts and partnerships with NASA, SpaceX and other top players in the space ecosystem.”
A backlog of contracts is impressive, but the down payment on a potential flight is minimal compared to the ability to get on a vehicle, so companies tend to spread the wealth.
The money will also pay for building in-house research and development for the company’s technology and additional flight demonstrations throughout 2020, according to Momentus chief executive Mikhail Kokorich. The company expects to generate its first revenue next year, as well, Kokorich said.
The company has three flights scheduled for 2020.
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Automaker Tesla is looking into how it might own another key part of its supply chain, through research being done at a secret lab near its Fremont, Calif., factory, CNBC reports. The company currently relies on Panasonic to build the battery pack and cells it uses for its vehicles, which is one of, if not the most significant component in terms of its overall bill of materials.
Tesla is no stranger to owning components of its own supply chain rather than farming them out to vendors as is more common among automakers – it builds its own seats at a facility down the road from its Fremont car factory, for instance, and it recently started building its own chip for its autonomous features, taking over those duties from Nvidia.
Eliminating links in the chain where possible is a move emulated from Tesla CEO Elon Musk inspiration Apple, which under Steve Jobs adopted an aggressive strategy of taking control of key parts of its own supply mix and continues to do so where it can eke out improvements to component cost. Musk has repeatedly pointed out that batteries are a primary constraint when it comes to Tesla’s ability to produce not only is cars, but also its home power products like the Powerwall consumer domestic battery for solar energy systems.
Per the CNBC report, Tesla is doing its battery research at an experimental lab near its factory in Fremont, at a property it maintains on Kato road. Tesla would need lots more time and effort to turn its battery ambitions into production at the scale it requires, however, so don’t expect it to replace Panasonic anytime soon. And in fact, it could add LG as a supplier in addition to Panasonic once its Shanghai factory starts producing Model 3s, per the report.
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