Tesla
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Electric-vehicle chargers today are designed for human drivers. Electrify America and San Francisco-based startup Stable are preparing for the day when humans are no longer behind the wheel.
Electrify America, the entity set up by Volkswagen as part of its settlement with U.S. regulators over the diesel emissions cheating scandal, is partnering with Stable to test a system that can charge electric vehicles without human intervention.
The autonomous electric-vehicle charging system will combine Electrify America’s 150 kilowatt DC fast charger with Stable’s software and robotics. A robotic arm, which is equipped with computer vision to see the electric vehicle’s charging port, is attached to the EV charger. The two companies plan to open the autonomous charging site in San Francisco by early 2020.
There’s more to this system than a nifty robotic arm. Stable’s software and modeling algorithms are critical components that have applications today, not just the yet-to-be-determined era of ubiquitous robotaxis.
While streets today aren’t flooded with autonomous vehicles, they are filled with thousands of vehicles used by corporate and government fleets, as well as ride-hailing platforms like Uber and Lyft . Those commercial-focused vehicles are increasingly electric, a shift driven by economics and regulations.
“For the first time these fleets are having to think about, ‘how are we going to charge these massive fleets of electric vehicles, whether they are autonomous or not?’ ” Stable co-founder and CEO Rohan Puri told TechCrunch in a recent interview.
Stable, a 10-person company with employees from Tesla, EVgo, Faraday Future, Google, Stanford and MIT universities, has developed data science algorithms to determine the best location for chargers and scheduling software for once the EV stations are deployed.
Its data science algorithms take into account installation costs, available power, real estate costs as well as travel time for the given vehicle to go to the site and then get back on the road to service customers. Stable has figured out that when it comes to commercial fleets, chargers in a distributed network within cities are used more and have a lower cost of operation than one giant centralized charging hub.
Once a site is deployed, Stable’s software directs when, how long and at what speed the electric vehicle should charge.
Stable, which launched in 2017, is backed by Trucks VC, Upside Partnership, MIT’s E14 Fund and a number of angel investors, including NerdWallet co-founder Jake Gibson and Sidecar co-founder and CEO Sunil Paul .
The pilot project in San Francisco is the start of what Puri hopes will lead to more fleet-focused sites with Electrify America, which has largely focused on consumer charging stations. Electrify America has said it will invest $2 billion over 10 years in clean energy infrastructure and education. The VW unit has more than 486 electric vehicle charging stations installed or under development. Of those, 262 charging stations have been commissioned and are now open to the public.
Meanwhile, Stable is keen to demonstrate its autonomous electric-vehicle chargers and lock in additional fleet customers.
“What we set out to do was to reinvent the gas station for this new era of transportation, which will be fleet-dominant and electric,” Puri said. “What’s clear is there just isn’t nearly enough of the right infrastructure installed in the right place.”
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Tesla has launched a new utility-scale energy storage product called Megapack modeled after the giant battery system it deployed in South Australia as the company seeks to provide an alternative to natural gas “peaker” power plants.
Megapack is the third and largest energy storage system offered by Tesla. The company also sells the residential Powerwall and the commercial Powerpack systems.
Megapack, which Tesla announced Monday in a blog post, is the latest effort by the company to retool and grow its energy storage business, which is a smaller revenue driver than sales of its electric vehicles. Of the $6.4 billion in total revenue posted in the second quarter, just $368 million was from Tesla’s solar and energy storage product business.
Tesla did deploy a record 415 megawatt-hours of energy storage products in the second quarter, an 81% increase from the previous quarter, according to Tesla’s second-quarter earnings report that was released July 24. Powerwalls are now installed at more than 50,000 sites.
The Megapack offering could provide an even bigger boost if Tesla can convince utilities to opt for it instead of the more common natural gas peaker plants used today. And it seems it already has.
Tesla’s Megapack will provide 182.5 MW of the upcoming 567 MW Moss Landing energy storage project in California with PG&E.
The so-called Megapack was specifically designed and engineered to be an easy-to-install utility-scale system. Each system comes fully assembled — that includes battery modules, bi-directional inverters, a thermal management system, an AC main breaker and controls — with up to 3 megawatt-hours of energy storage and 1.5 MW of inverter capacity.
The system includes software, developed by Tesla, to monitor, control and monetize the installations, the company said in a blog post announcing Megapack.
All Megapacks connect to Powerhub, an advanced monitoring and control platform for large-scale utility projects and microgrids, and can also integrate with Autobidder, Tesla’s machine-learning platform for automated energy trading, the company said.
Megapack was inspired by Tesla’s Hornsdale project, which combined its 100 MW Powerpack system with Neoen’s wind farm near Jamestown in South Australia. The Tesla Powerpack system stored power generated by the wind farm and then delivered the electricity to the grid during peak hours. The facility saved nearly $40 million in its first year.
Today, the go-to option for utilities are natural gas “peaker” power plants. Peaker power plants are used when a local utility grid can’t provide enough power to meet peak demand, an occurrence that has become more common as temperatures and populations rise.
Tesla hopes to be the sustainable alternative. And in states like California, which have ambitious emissions targets, Tesla could gain some ground. Instead of using a natural gas peaker plant, utilities could use the Megapack to store excess solar or wind energy to support the grid’s peak loads.
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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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Tesla is making a new game available to its vehicle owners, with a roll-out starting today. The company started pushing out a new “Arcade” app for its in-car infotainment system back in June at the annual E3 gaming conference, and now it’s adding to the mix the most thrilling game around: Chess.
This isn’t the first time games have been on Tesla’s infotainment screens; it has had them available as “Easter eggs,” or hidden software features. Tesla began demoing Arcade in its showrooms back in June, too, so that visitors to their showrooms could come in and give it a try through June 30.
Tesla drivers can either play against their passengers, against their car or watch the car play against itself. Tesla’s teaser for the release of the Chess game includes a western-themed Tesla driver playing in a field, which is an interesting narrative choice. The promo also notably has the person using this while parked, which is the only way you can actually play the games, for obvious reasons.
When your car can do zero-to-sixty faster than you can make your next move, we call that a checkmate.
Chess begins rolling out to the Tesla Arcade globally today
pic.twitter.com/cNRf3kAtAA
— Tesla (@Tesla) July 26, 2019
In addition to the update going out broadly, Tesla also announced that “Beach Buggy Racing,” a kart racing game you can control with Tesla’s steering wheel, gets an update, which will let you use two game controllers at once to do local multiplayer with a passenger. Again, not while driving.
Bethesda also revealed at E3 the mobile game Fallout Shelter being played on the in-car display, and Elon Musk has discussed opening up the platform more broadly to developers, so we’ll see if that’s the next step after this rollout of the Arcade app to users.
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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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Since the launch of its first electric scooter in 2015, Gogoro co-founder and CEO Horace Luke has frequently been asked when the startup is going to expand beyond Taiwan. In its home country, Gogoro’s two-wheel vehicles, with their distinctive swappable battery system, are now the top-selling electric scooters.
But Luke says the company has always seen itself as a platform company, with the ultimate goal of providing a turnkey solution for energy-efficient vehicles. Now with the launch of GoShare*, its new vehicle-sharing platform, and partnerships with manufacturers such as Yamaha, Gogoro is ready to go global.
Founded by Luke, HTC’s former chief innovation officer, and chief technology officer Matt Taylor in 2011, Gogoro develops most of its technology in-house, including scooter motors, telematics units, backend servers and software. GoShare’s pilot program will launch next month in Taoyuan City, where Gogoro’s research and development center is located, with the goal of expanding with partners into cities around the world over the next year, starting in Europe, Australia and Southeast Asia.
“Gogoro has always been out with a thesis that we will be a platform enabler,” Luke told Extra Crunch during an interview in the company’s Taipei City headquarters. “Now you’ve seen the transformation of the company. Doing something this big, like what Gogoro is doing, takes time.”
Since the release of Gogoro’s first Smartscooter in 2015, the company says it has become the best-selling brand of electric two-wheel vehicles in Taiwan, holding a 17 percent share of the country’s vehicle market, including gas vehicles.
Last year, the company began licensing its technology to manufacturers Yamaha, Aeon and PGO to produce scooters that run on Gogoro’s batteries and charging infrastructure. It also has a partnership with Coup, the European electric-scooter sharing startup that plans to increase its fleet to more than 5,000 scooters on the streets of Paris, Berlin, Madrid and Tübingen this year, and is seeking similar deals with other vehicle-sharing services, as well as local governments that want to reduce traffic and pollution (the GoShare pilot program is being launched in collaboration with Taoyuan City’s government).
GoShare’s platform is meant to be a “very robust and cost-effective, very worry-free solution for municipalities and entrepreneurs,” Luke says. Parts of the system can be licensed separately or packaged as a turnkey solution that can be deployed in as little as two weeks.
The company describes GoShare as a “mobility solution.” When asked if this means the platform can be used for other electric vehicles, including cars, Luke says “just think of us as batteries and a motor.”
“It’s just like computers and processing ram,” he adds. “It can be any form factor. It just happens to be that the two-wheel form factor is the one we’re working on and focusing on at the moment.”
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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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Tesla has made a tweak to its model lineup, eliminating the entry-level Standard Range variants of its Model S and Model X vehicles. The change means that it’s now more expensive overall to get into either the all-electric Model S sedan or the Model X SUV, but the automakers also lowered the price of the new entry-level Long Range variants of each vehicle — and dropped the starting price of the Model 3 to $38,990.
“To make purchasing our vehicles even simpler, we are standardizing our global vehicle lineup and streamlining the number of trim packages offered for Model S, Model X and Model 3,” Tesla said in a statement to Reuters regarding the reason behind the pricing and lineup changes. “We are also adjusting our pricing in order to continue to improve affordability for customers.”
Reducing the number of model variants at the top end of Tesla’s lineup should help it minimize costs and focus high-end buyer appetite on trim levels with greater profit potential for the automaker. And the upside it gains there can be applied beneficially to the cost of the Model 3, which is increasingly the source of the automaker’s growth.
Tesla’s second-quarter vehicle deliveries were the highest on record, totaling 95,200 vehicles, with the most affordable car in the lineup, the Model 3, accounting for around 80% of the overall mix.
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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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