Elon Musk has been a fixture in Washington since Donald Trump became president, but he’s stepping away from DOGE to refocus on Tesla.Graeme Sloan/Getty Images
Elon Musk is stepping back from DOGE to focus on Tesla, as the company faces many challenges.
BI spoke to four people who worked with him about what the billionaire is like as a company leader.
One said Musk was Tesla’s “product manager” but questioned whether that’s what the embattled company needs.
Elon Musk is turning his attention back to Tesla — and apparently for the long haul. The question is whether Musk’s rededication to Tesla is what the electric-car maker needs right now.
The billionaire said this week he was committed to leading Tesla for the next five years, adding he would only stop running it “if I’m dead.”
Investors have applauded Musk’s renewed commitment to Tesla, with the stock up more than 40% since he signaled he was stepping back from the Trump administration and its DOGE cost-cutting efforts.
Musk’s DOGE work — and the ensuing vandalism and protests that targeted his company — had normally bullish analysts urging him to refocus on Tesla. Days after Musk announced he was stepping back from DOGE to do that, Tesla’s chair denied a report it had explored replacing him as CEO.
A protester at the Tesla Takedown demonstration in Detroit.Nic Antaya for Business Insider
Business Insider spoke with former employees at Musk’s companies — three from Tesla, one from SpaceX — about what he’s like as a business leader and what his renewed focus on Tesla means at a time when the company is suffering from falling sales, growing competition from rivals like BYD, and a critical robotaxi launch scheduled for next month.
Tesla and Musk did not respond to requests for comment.
Musk’s importance to Tesla is undeniable.
Chris Walti, who led development of the Optimus humanoid robot before leaving Tesla in 2022 to found the robotics startup Mytra, said he saw how the company’s flat management structure meant Musk had a larger influence over Tesla’s product direction than most CEOs.
He said that during his time at the company, Musk was “the product manager for the whole company.” “That direction comes down, and then the engineers execute,” he added.
Gene Berdichevsky, a former Tesla tech lead and the company’s seventh employee, worked there when Musk was a major investor and board member. He said the billionaire brought a fanatical attention to detail even before he became CEO in 2008.
Berdichevsky recalled when the company was building the first prototype of its Roadster. “We spent the afternoon after the board meeting driving it around the parking lot and getting into all the details,” he said.
He added that having Musk more focused on Tesla would up its chances of beating rivals to “the next big thing.”
Elon Musk with the Roadster, Tesla’s first product, in 2008.Patrick Tehan/MediaNews Group/Mercury News via Getty Images
“The revolutionary product isn’t obvious when it first shows up. But I think that Elon’s always pushing for something revolutionary, and you don’t have to always be right, because when you are, you get really, really good outcomes,” said Berdichevsky, who now runs the battery materials firm Sila Nanotechnologies.
Tobias Kahnert, the CEO of the powertrain startup EFT Mobility, was a senior Tesla software engineer when the company was struggling to ramp up production of the Model 3.
Musk has said he slept on the factory floor as Tesla grappled with the “production hell” of scaling the mass-market EV.
Kahnert told BI that Musk and other Tesla leaders pushed to balance the “scrappiness” of innovating quickly with the need to convert Tesla’s startup mentality into “something that actually scales.”
“Even being there, you sometimes thought, ‘OK, this isn’t the normal way of how we would do it.’ Then often it only turned out a lot later that this approach was the right one,” he said.
Musk is famously demanding. Walti said he would get “texts on Sunday at 3 a.m. and was expected to respond in 15 minutes.”
“That’s not for everyone. Some people just get burned out,” he said.
While Musk runs companies with a range of focuses, Tesla will benefit from him being an “extremely good design engineer,” said Quincy Lee, who worked at SpaceX for six years and helped roll out its Starlink satellite network.
“I’ve been in meetings with him, and I spent a lot of time with his executive staff,” said Lee, who now runs the EV charging startup Electric Era.
“He’s extremely good at physics, and he’s really good at manufacturing. And of course, he’s a good businessman, and he’s able to pull all of that into a really strong set of skills,” Lee told BI.
Musk is known for pushing Tesla in ambitious new directions. But when the company’s Q1 delivery figures showed it was in trouble, none of the analysts BI spoke to said it needed to take a big swing to make a comeback.
They said it should launch new models, improve its battery tech, and advertise more. The company has not launched a new vehicle since the Cybertruck in 2023, and sales of the electric pickup have underwhelmed.
Walti told BI Musk seemed “kind of bored with just building good products that the market needs.”
“If it’s not audacious, and if it’s not against the grain, it feels like it doesn’t personally interest him,” he added.
“His connection with the customer 10 years ago was awesome. Elon had a really good sense of what the customer wanted. I don’t know if that’s the case anymore,” Walti continued.
Tesla is racing to launch a robotaxi service in Austin next month, and Musk has said that Tesla’s future lies in self-driving cars and Optimus.
Tesla has said it will also launch an affordable electric-car model this year, but has not provided details. Reuters reported in April that the new EV could be a stripped-down version of Tesla’s Model Y.
Walti said that he’d like to see the company build more mass-market EVs, but added, “Part of me is like, I don’t know if Musk is the right person for the role. Not because he couldn’t do a good job, but because I don’t think he is genuinely excited about it.”
But Kahnert said that Musk had an ability to push through decisions that others wouldn’t agree with, making him a “differentiator” that other carmakers lack.
He said it is hard to say whether that was what the company needed, adding it was, “always hard, even while you are inside Tesla, to see and to acknowledge how much he benefits Tesla at times and how much he is distracting Tesla at times.”
