Sitting from outside you or I couldn’t have foreseen the things Deepak could have, and that is the point of my criticism. This is one of the main jobs of the CFO.
For future they can do a few things.
In the end, the board should also step up and hold the CFO accountable. We focus too much on Elon, but being a clever finance/business guy is not his strong suit.
- Do some stress testing of balance sheet and liquidity, play what-if scenarios.
- Remember capital and liquidity is important to any business, whether it is a start-up or mega banks. So keep sufficient cash. Don’t spend all of 2.6B, put at least half for buffer.
- Never put yourself in a box by saying we will pay bonds in cash or we will not raise capital. Say when market is appropriate we will raise capital if needed.
- Operations should work with finance..which means the “Wave” decision is not just operations decision but very much a finance decision.
- Timing is important in liquidity. Space out big capital outlays. So if FSD is the big investment, GF4 can wait a year (unless you are awash with cash, in that case deploying unused cash faster is the main concern).
I think there's really only one "overall" lesson to be learned (apart from the various tactical mistakes of the quarter... which will always happen at random as the company grows). And that lesson is: "You're not maintaining enough cash in the bank to stop institutionals from freaking out if anything bad happens."
You don't have to be like Apple, but if you want institutionals to stop periodically dumping your stock whenever anything bad happens, you need to keep more cash on hand.