Investor's Corner
Tesla’s veteran problem solver Jerome Guillen is Elon Musk’s most strategic appointment yet
Earlier this month, Tesla CEO Elon Musk announced a series of strategic promotions that are aimed at taking the company to reach new heights in the years to come. Among the promotions, Elon Musk’s appointment of veteran accomplisher Jerome Guillen as the company’s new President of Automotive stood out. As the end of the third quarter approaches, it is starting to look like Elon Musk’s promotion of the hands-on executive was the correct strategy.
Jerome Guillen joined Tesla back in 2010 as the director of the Model S program. Prior to his employment at Tesla, Jerome served as the project leader for Daimler’s Freightliner Cascadia program, and eventually as head of the company’s Business Innovation unit. By the time he left for Tesla, Daimler’s Business Innovation unit was profitable and self-funding.
When Jerome joined the electric car maker, Tesla was still a fledgling startup that only produced and delivered a small number of its two-door Roadster to a select group of customers. Being the first vehicle that the company designed from the ground up, a lot was riding on the Model S, particularly as critics of the company were quick to dismiss the electric car as “vaporware.” Guillen was a hands-on executive, and for some early customers of the Model S, he became the go-to person when issues arose.
And issues did arise. When Tesla started delivering the Model S to reservation holders, the company lacked sufficient sales and service centers. Tesla was delivering vehicles directly to people’s homes, and while this worked well for the first few hundred handovers in California, it became a big logistical headache for the company when customers from faraway states started ordering the electric car. Elon Musk, for his part, opted to have Jerome add sales, service, and deliveries to his portfolio. The hands-on executive handled the task well, even developing a reputation for being incredibly responsive to emails and concerns from regular customers.
Early Model S adopter Andrew Wolfe of Los Gatos, California noted in a statement to Bloomberg that he was among the customers who were in constant communication with the executive. Wolfe noted that Jerome was always open to suggestions, such as where Tesla should consider opening additional service centers, as well as the company’s points for improvement in terms of loaner vehicles.
Jerome’s work with the Model S program would ultimately help lay the groundwork for the company’s following vehicles, the Model X SUV and later, the Model 3. The executive briefly took a leave of absence from the company in 2015, but later returned to head the Tesla Semi program. Over the past months, sightings of the Semi across the United States would feature Jerome from time to time, accompanying the long-hauler’s hand-built alpha prototype on its road tests.
While he was heading the Tesla Semi program, Jerome’s out-of-the-box problem-solving skills would prove useful for the company’s overall operations. Back in June, Tesla made headlines when Elon Musk revealed that a new Model 3 assembly line had been set up inside a sprung structure on the grounds of the Fremont factory. The line, dubbed as GA4, was ultimately responsible for giving the company’s production the boost it needed to hit its target of producing 5,000 Model 3 a week before the end of the second quarter. Analysts from Evercore ISI who toured the Fremont factory later noted that GA4 “looked very much like general assembly at other auto plants which we have visited,” and that the “facility looks set to be permanent and in theory should be able to support much faster cycle times.” As Elon Musk would later reveal, GA4 was Jerome Guillen’s brainchild.
The appointment of an executive such as Jerome as the President of Automotive could prove to be Elon Musk’s most strategic move this third quarter. At this point in Tesla’s growth, with hundreds of thousands of reservations in line for the Model 3, the company is pretty much in a situation similar to the one it faced when it was struggling to deliver the Model S to customers across the US. From this perspective, at least, Jerome Guillen appears to be the right man for the job.
It remains to be seen what Jerome’s full responsibilities are now that he is serving as President of Automotive, but amidst Tesla’s end-of-quarter delivery push for the Model 3, the company has begun adopting some out-of-the-box solutions for its current logistical problems. In a recent tweet, for example, Elon Musk noted that Tesla is experiencing a bottleneck in the car carrier trailers transporting vehicles from the Fremont factory to its delivery centers. To help address this issue, Musk stated that Tesla has begun building its own car carriers to help foster quicker deliveries. This is speculation, but such an unorthodox solution carries some very Jerome Guillen-like undertones.
Elon Musk
SpaceX’s newest logo confirms everything about what it’s become
SpaceX officially absorbed xAI under the SpaceXAI brand, completing the largest private merger in history.
SpaceX made its corporate transformation official in May 2026 when Elon Musk posted on X that xAI would cease to exist as a standalone company. “xAI will be dissolved as a separate company, so it will just be SpaceXAI, the AI products from SpaceX,” he wrote.
A new SpaceXAI logo was announced today, visually embedding the xAI letters inside the SpaceX identity, which can be seen as a deliberate design choice that signals the merger is not a partnership but a full absorption and XAi a core function of the same company. The same way Starlink is not a separate brand but a SpaceX product. The announcement closed the loop on a process that began February 2, 2026, when SpaceX acquired xAI in the largest private merger in history, valued at $1.25 trillion. SpaceX at $1 trillion and xAI at $250 billion.
We are now @SpaceXAI. pic.twitter.com/ema66xDWC9
— SpaceXAI (@SpaceXAI) July 6, 2026
The reason SpaceX bought xAI was stated plainly by Musk at the time of the deal: to build orbital data centers. SpaceX had simultaneously filed with the FCC to launch up to one million satellites designed to function as AI compute nodes in low Earth orbit, escaping what Musk described as the energy constraints limiting AI development on Earth.
xAI provided the AI software stack, with Grok, the X platform, and the Colossus supercomputer infrastructure in Memphis with over 220,000 NVIDIA GPUs, while SpaceX provided the rockets, Starlink, and the capital base to fund it. The two companies needed each other. xAI was burning $2.5 billion in losses on $250 million in revenue. SpaceX was generating an estimated $8 billion in profit on $15 billion in revenue and needed an AI narrative to command the valuation it was targeting for its IPO.
What SpaceX has done, regardless of how the orbital AI vision ultimately plays out, is walk into a public market as something no company has been before: a rocket manufacturer, satellite internet provider, AI software company, social media platform, and supercomputer operator under one ticker. Whether that combination is worth $2 trillion depends entirely on which of those businesses you believe in most.
Investor's Corner
Tesla challenges startups to score a gig inside its most advanced European factory
Tesla is challenging startups to bring their best battery tech directly to Gigafactory Berlin.
Tesla has issued an open challenge to startups across Europe, inviting them to bring their best battery technology directly to the floor of Gigafactory Berlin. The program, called the JUNI x Tesla Battery Cell Giga Challenge, opened applications this month with a deadline of July 24, 2026, and is targeting startups with solutions that can make battery cell manufacturing faster, cheaper, safer, and more scalable at an industrial level.
The timing of the challenge is directly tied to Tesla’s most aggressive European battery investment yet. On May 12, 2026, Giga Berlin plant manager André Thierig announced a $250 million investment to scale the factory’s annual 4680 cell production capacity from 8 GWh to 18 GWh, more than doubling the previous target set just months earlier in December 2025. Thierig confirmed the expansion on X, saying the investment “will enable 18 GWh of annual 4680 cell production and create more than 1,500 new jobs.” Combined with a previously announced battery investment at the Grunheide site now approaches $1.2 billion.
Today, we announced a $ 250m investment for our Giga Berlin Cell factory. This will enable 18GWh of annual 4680 cell production and create more than 1500 new jobs. Good news during challenging times for the German industry. pic.twitter.com/ou4SWMfWh9
— André Thierig (@AndrThie) May 12, 2026
The challenge is looking specifically for startups with proven solutions across five categories: materials, equipment, operations, automation, and artificial intelligence. Applications are screened directly by Tesla’s cell manufacturing team in Grunheide, and the strongest submissions move through technical discussions, a pitch day in front of Tesla stakeholders, and potentially a paid pilot project with the cell team. Tesla is not looking for ideas at concept stage. The program requires applicants to demonstrate working prototypes, test data, or prior pilots before being considered.
The historical context matters here. Elon Musk first announced plans for what he called the world’s largest battery cell production facility alongside the Giga Berlin car factory back in 2020, targeting up to 250 GWh of annual capacity. Those plans were shelved in 2022 when Tesla shifted its battery investment focus to the United States to take advantage of Inflation Reduction Act incentives. The revival of cell production at Giga Berlin, now backed by over $1 billion in committed capital, represents a return to an ambition that was set aside for three years. As Teslarati has reported, the 4680 format is central to Tesla’s long-term cost reduction strategy across vehicles, energy storage, including the Tesla Semi and Cybercab.
By opening the challenge to outside startups, Tesla is acknowledging that reaching 18 GWh at Grunheide will require technology it does not currently have in-house, and it is willing to pay for the right solutions. For a startup in the battery supply chain, a paid pilot with Tesla’s European cell team is as close to a direct commercial path as the industry offers.
Investor's Corner
Tesla crushes Wall Street expectations, beats delivery estimates by over 15 percent
Tesla (NASDAQ: TSLA) beat Wall Street expectations of 406,000 vehicles delivered in Q2 by reporting 480,126 deliveries for the three months ending in June.
Tesla reported it delivered 467,762 Model 3 and Model Y units, while 12,364 Model S, Model X, and Cybertrucks switched hands during the quarter. The Model S and Model X were officially sunset this past quarter and will no longer be part of the company’s Production & Delivery reports moving forward.
🚨 BREAKING: Tesla delivered 480,126 vehicles in Q2, ANNIHILATING Wall Street expectations of 406,000. Production was reported at 451,758.
Deliveries:
Model 3/Y: 467,762
Other Models: 12,364Production:
Model 3/Y: 442,936
Other Models: 8,822 https://t.co/TTHwQAsKt8 pic.twitter.com/7qI4Zj6FE5— TESLARATI (@Teslarati) July 2, 2026
The quarter is a pleasant surprise and a good rebound from Q1, when Tesla slightly missed the Wall Street consensus of 365,645 cars by reporting 358,023 deliveries for the first three motnhs of the year.
Energy storage deployments also provided some strength in Tesla’s delivery report, hitting 13.5 GWh for Q2. This is a particular division of Tesla’s business that has been overwhelmingly robust over the past few years, truly being a strong point of the company’s overall model.
For the year, Tesla analysts still predict deliveries to trend in the 1.69 million unit region, a modest 3 to 5 percent increase from the 1.64 million cars the company delivered last year. Tesla will likely return to more sequential and noticeable year-over-year growth as the Cybercab project starts to ramp up considerably in the next few years.
Tesla has some other potential catalysts to spur vehicle deliveries, too. Not only is it expecting Cybercab to truly start making a change in the next few years, but other vehicles could be entering the company’s lineup.
Tesla sends production Cybercab with no steering wheel, pedals to on-road testing
The slightly longer Model Y L has been a highly speculated release candidate in the U.S. It has already done incredibly well in China, and U.S. buyers have been wanting slightly more interior space than the Model Y. Now that the Model X is gone, it is more needed than ever.
Q2 highlights a pretty stable automotive division within Tesla, and no true concerns arise from these figures, especially considering it managed to beat expectations convincingly.
SpaceX’s newest logo confirms everything about what it’s become
Tesla flexes how it will help the blind with Cybercab
