As Tesla navigates a difficult stretch marked by declining sales, rising competition, and a pivotal robotaxi launch, CEO Elon Musk is pledging his full attention to the company, Business Insider reports.
After a period of divided focus — including involvement with controversial cost-cutting measures under the DOGE initiative — Musk now says he is committed to leading Tesla for at least the next five years, joking he would only stop “if I’m dead.”
The announcement was welcomed by investors, helping drive Tesla’s stock up over 40% since Musk signaled he would step away from his political and DOGE-related entanglements. The company now faces a critical test: whether Musk’s leadership is the right fit for Tesla’s current phase.
Musk’s influence on Tesla is indisputable. Former employees describe him not just as a CEO, but as the company’s de facto “product manager.” Chris Walti, who worked on the Optimus robot project, said Musk’s direction permeated all levels of the company.
“That direction comes down, and then the engineers execute,” he noted.
Gene Berdichevsky, one of Tesla’s earliest employees, recalls Musk’s deep involvement with the Roadster prototype in the mid-2000s. He says Musk’s knack for identifying revolutionary ideas gives Tesla an edge — even if not every gamble pays off.
“You don’t have to always be right, because when you are, you get really, really good outcomes,” he said.
Musk’s technical skills and broad business acumen also drew praise. Quincy Lee, a former SpaceX employee, highlighted Musk’s strengths in engineering and manufacturing.
“He’s extremely good at physics, and he’s really good at manufacturing,” said Lee, now CEO of Electric Era.
Tesla insiders acknowledge that Musk’s intense leadership style is not for everyone. Former employees described expectations of near-constant availability, including middle-of-the-night messages requiring prompt responses.
“He demands a lot,” said Walti. “Some people just get burned out.”
Still, others say that same intensity helps Musk push through tough decisions and move faster than traditional automakers.
Tobias Kahnert, who worked on Tesla’s software during the Model 3’s production ramp-up, said Musk’s ability to navigate “production hell” was key to scaling the company.
“Even being there, you sometimes thought, ‘OK, this isn’t the normal way of doing things.’ Then later, it would turn out to be the right way,” he said.
Despite Musk’s return to the helm, some question whether his vision still aligns with Tesla’s most urgent needs. The company is pushing into ambitious areas like full autonomy and robotics, yet its core EV lineup has stagnated. Tesla hasn’t launched a new model since the Cybertruck, and sales of that vehicle have underwhelmed.
Former employees voiced concerns about Musk’s interest in tackling more grounded challenges, such as releasing a lower-cost EV or improving battery efficiency.
“If it’s not audacious or against the grain, it seems like it doesn’t interest him,” Walti said.
Tesla is also preparing to launch a robotaxi service as early as next month and has teased a more affordable EV, though details remain sparse. Some analysts argue that the company should focus on more incremental improvements and broader market appeal, rather than revolutionary bets.
As Tesla heads into a critical period, opinions are divided on Musk’s leadership. Some say his bold vision and technical expertise continue to be invaluable. Others worry that his instincts may no longer align with the practical demands of a maturing car company.
“There’s no question Elon makes a difference,” said Kahnert. “But it’s always hard, even inside Tesla, to know whether that difference is helping or hurting in the moment.”
