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Stealth EV startup Rivian adds McLaren and Nike execs to lead development
Rivian, the stealthy, Michigan-based electric vehicle (EV) startup, is taking large steps forward in their new vehicle development program. The company recently added two new executives, Mark Vinnels and Rob Williams.
Mark Vinnels joined Rivian in November as Executive Director of Engineering and Programs, and oversees the development of Rivian’s vehicle platform. Vinnels was formerly the Executive Director of Product Development and Programme Director at McLaren Automotive. Vinnels joined McLaren in 2004 to lead the development of McLaren’s first road car since the infamous F1. Before joining McLaren, Vinnels was head of Lotus’s new vehicle programs and oversaw the Elise, Exige, and Europa new vehicle lines. Vinnels is also credited for his instrumental role in the development of GM’s Family 1 engine program.
Mark Vinnels, Rivian’s new Executive Director of Engineering & Programs at Rivian Automotive. (Credit McLaren Automotive)
While at McLaren, Vinnels helped the company grow its engineering division from roughly 50 engineers to 550 and significantly increased its vehicle lineup.
Rivian’s team also includes another former McLaren executive, Anthony Sheriff, who joined Rivian’s Board of Directors in 2016. Sheriff was the Managing Director of McLaren Automotive from 2003-2013, a period in which McLaren created a road car division in addition to the company’s rich history in the automotive racing arena. Sheriff was an executive at Fiat before his tenure at McLaren and also sits on the Board of Directors for electric supercar manufacturer Rimac.
Also joining Rivian is Rob Williams as Chief Creative Officer. Williams carries experience from both the automotive industry and the footwear industry. He was most recently a Senior Design Director of Footwear at Nike and spent four-and-a-half years at Chrysler. During his time as a product designer at Chrysler, he led several designs of Chrysler SUVs and Dodge Trucks.
Williams joins Jeff Hammoud, Director of Vehicle Design. Hammoud has extensive experience at Fiat-Chrysler and left the company as Chief of Design of the Jeep Brand. Hammoud joined Rivian in May 2017, followed by Williams in June.
Based on a combination of the design team’s backgrounds and patents released by Rivian last summer, it appears that Rivian’s first vehicle could be some sort of SUV. An in-depth analysis of Rivian’s design team members’ LinkedIn profiles reveals that nearly half of the team has experience with Fiat Chrysler Automotive (Formerly Chrysler), with many specializing in SUV/Truck designs.
Rivian’s Patent for “Reconfigurable Electric Vehicles”. It’s worth noting that patents do not usually reflect a vehicle’s actual planned design, rather the mechanism that the company is patenting. (Credit: Public Patent Filing)
Rivian currently has 225 employees, up from 115 at the start of the year. Other notable additions to Rivian’s team include 15 former Faraday Future employees. Faraday Future is nearly defunct after it continued to miss its wildly ambitious goals and saw its main financier’s global expansion fall apart. Most of the team from Faraday is working on Rivian’s autonomous driving technology or other highly technical roles.
The timeline for Rivian’s massive 2.6 million-square-foot manufacturing facility on the west side of Normal is still unknown. Rivian purchased the factory in January 2017 for $16 million, including all of the contents in the factory.
While Rivian hasn’t revealed many details about the development of its all-electric vehicle platform, the company revealed today that it has received a large strategic investment from New York-based Sumitomo Corporation of Americas (SCOA).
Rivian’s CEO RJ Scaringe couldn’t comment directly on the details of the investment, but did say the following to AdaptBN: “We are honored and excited to have Sumitomo as a strategic investor. Their global reach, expertise, and network in the automotive sector will help us in executing our vision. This investment reflects the result of our team’s hard work in developing our technology and products.”
Due to the level of mystery surrounding Rivian’s plans and product line, local residents and officials have begun comparing it to the likes of “Willy Wonka’s Chocolate Factory.” But only time will tell if Rivian holds a golden ticket to the future.
Tesla shared a striking video showcasing the decommissioning of the original Model S and Model X assembly line at its Fremont Factory in Northern California. Completed in just 46 days, the teardown involved heavy machinery dismantling concrete pits, removing robotic arms and conveyors, and clearing the space for new production.
The post, captioned “End of an era,” captured both the end of a historic chapter and Tesla’s aggressive pivot toward its next major initiative, Optimus.
End of an era: Decommissioning the original Model S & X assembly line in just 46 days pic.twitter.com/kGEdfhl62h
— Tesla Manufacturing (@gigafactories) July 10, 2026
The decision to retire the Model S and Model X originated during Tesla’s Q4 2025 Earnings Call in late January 2026. CEO Elon Musk announced that production of the company’s flagship sedan and SUV would wind down by the end of Q2 2026, describing it as bringing the programs to an “honorable discharge.”
Custom orders ceased around early April 2026, with the final vehicles rolling off the line in early May. A special signature delivery ceremony on May 20 marked the emotional close for these vehicles, which had defined Tesla’s early success and luxury EV segment since the Model S launch in 2012.
The primary reason for tearing down the lines was to repurpose the valuable factory floor space for high-volume production of Tesla’s Optimus humanoid robot. Musk had indicated on Earnings Calls that the Fremont S/X line would be replaced by a dedicated Optimus manufacturing line targeting a capacity of one million units per year.
This move aligns with Tesla’s broader strategic shift from traditional vehicle manufacturing toward robotics and artificial intelligence, leveraging the company’s expertise in autonomy, AI training, and high-volume production.
Optimus, Tesla’s general-purpose humanoid robot, is designed to perform repetitive or dangerous tasks in factories, warehouses, and eventually homes. Powered by Tesla’s AI and Neural Networks, it aims to be a versatile, affordable platform. Production of Optimus Gen 3 is already underway in limited form at Fremont, with full-scale output on the converted line expected to begin in late July or August.
Tesla is targeting rapid scaling, with internal ambitions pointing toward tens or even hundreds of thousands of units annually by the end of 2026.
Longer-term, Tesla is constructing a much larger second-generation Optimus facility at Giga Texas, with potential capacity reaching millions of units per year. The company views Optimus as a transformative product that could eventually surpass its automotive business in scale and value, enabling widespread deployment of useful robots across industries. CEO Elon Musk has even predicted it would be the most popular product of all-time.
As one era closes at Fremont, another is rapidly taking shape.
Elon Musk posted a candid admission on his social media platform X on June 9, declaring that he had been “clearly wrong” about Anthropic. The statement marked a notable reversal from his earlier skepticism toward the AI company.
In September, Musk had written, “Winning was never in the set of possible outcomes for Anthropic,” reflecting his view at the time that the startup had lacked the foundation or even the trajectory to succeed in what is an incredibly intense race for advanced artificial intelligence.
Musk’s latest post came amid discussion of Anthropic’s reliance on external compute resources. He praised the company’s progress, stating that Anthropic is “obviously currently the leader in AI” and that “no company has released a model as good as Mythos/Fable,” with expectations of a strong follow-up in Mythos 2.
The tone shifted dramatically from dismissal to acknowledgement of superior performance.
I was clearly wrong about Anthropic. They are obviously currently the leader in AI. No company has released a model as good as Mythos/Fable and they will undoubtedly have Mythos 2 ready soon.
And I would never cut them off in a way that hurt them badly, even as a competitor.…
— Elon Musk (@elonmusk) July 9, 2026
The context of Musk’s comments added significance. Anthropic has been operating under a recent compute deal with SpaceXAI, Musk’s AI infrastructure-focused venture. The pair entered a short-term GPU lease agreement initiated in May, providing Anthropic access to critical computing power for training and deploying its frontier models.
SpaceXAI signs agreement with Anthropic for massive AI supercomputer access
Some observers had speculated that Musk could leverage this dependency to disadvantage a rival. Musk directly addressed the possibility, writing, “I would never cut them off in a way that hurt them badly, even as a competitor. That’s not my style.”
To support his commitment to ethical competition, Musk referenced concrete examples from his other companies. Tesla famously open-sourced its entire portfolio of electric vehicle patents in 2014. The move was designed to accelerate the global adoption of sustainable transportation technology rather than protect proprietary advantages.
Tesla also made its Supercharger network available to competing electric vehicle manufacturers, transforming what could have remained an exclusive charging ecosystem into a shared infrastructure that benefits the broader industry and reduces barriers for EV adoption.
Musk further pointed to SpaceX’s practices, noting that the company launches satellites for competing commercial systems “with no increase in price or use of unfair terms.” He extended the principle to his social platform, observing that “even my worst enemies attack me on this platform,” underscoring preference for open discourse over retaliation.
These examples have illustrated Musk’s long-standing philosophy that long-term technological progress is best served by open competition and infrastructure sharing rather than leveraging market power to stifle rivals. In the fast-evolving AI sector, where compute resources and model capabilities determine leadership, Musk’s stance suggests a willingness to compete on innovation and performance alone.
Musk’s admission arrives as SpaceXAI itself advances its own frontier models while maintaining business relationships across the ecosystem. By publicly correcting his earlier assessment and reaffirming principles of fair play, Musk highlights a model of competition that prioritizes advancement of the field over short-term tactical advantages.
A Tesla analyst believes the company’s Full Self-Driving suite is close to an “inflection point,” where people will finally realize that it is more than what it appears, similar to how many view the iPhone.
Pierre Ferragu, an analyst who has covered Tesla for many years at New Street Research, says the Full Self-Driving suite is one piece of evidence supporting the view that a Tesla is more than a car. He compared it to the iPhone and noted that the high price tag seemed like a lot for a phone early on. Then people realized the iPhone was more than just something you make calls with. It made their lives simpler.
🚨 Analyst @p_ferragu says Tesla Full Self-Driving is at an “inflection point” in a recent commentary:
“A Tesla is not a car, the same way an iPhone was not a phone. As a tool that gets you to work peacefully every morning, it is not expensive. Give us 2 more quarters to see… pic.twitter.com/tm6xFrjVPV
— TESLARATI (@Teslarati) July 10, 2026
Suddenly, that price tag was justified.
Tesla offers several models under the average transaction price for a new vehicle, which was above $49,000, according to Kelley Blue Book. However, that does not take into account that many people can still not afford a $35,000 vehicle. Ferragu offers his thoughts:
“Remember when the addressable market of the iPhone was 10 million units? Then people realized how good it was, and now, nearly 250m are sold every year.
A similar evolution for Tesla is still on the table. A Tesla is not a car, the same way an iPhone was not a phone.
A model 3 at $35k + $100 per month is too expensive for most, but only as a car, the same way a $600 iPhone was too expensive for most, until most realized it was much more than a phone.
As a tool that gets you to work peacefully every morning, it is not expensive.”
This point is valid, especially considering the iPhone’s impact on the cell phone market. There are still a handful of players, but most people you know have an iPhone. The iPhone ties into Apple’s other ecosystem of products.
This is how Tesla plans to infiltrate the automotive market, and once the company offers a fully autonomous suite, or something that can allow for unsupervised self-driving, more and more people will flock to Tesla.
Ferragu believes Tesla needs two additional quarters of development before things will truly change. He didn’t elaborate on what will happen in two quarters, but he said it will give us all time to “see where this is heading.”
It is really quite interesting to see people’s reactions when they find out what a Tesla is capable of. Full Self-Driving is a great tool for taking stress out of travel; I use it daily, and it has made it really difficult to consider taking any other car on a drive of practically any length.
To me, it is really hard to believe that people will not at least seriously consider a Tesla as their next car if they experience Full Self-Driving. This is a major point for those who argue that Tesla should advertise in some way.
Tesla shows rapid teardown of Model S and X lines, paving the way for Optimus at Fremont
Elon Musk admits he was ‘clearly wrong’ about Anthropic
