There was definitely a change in management strategy between mid17 & mid18, but I see no evidence that this involved a slowing in growth plans.
The change was much more focus on capital efficiency:
- Model Y capex is now expected at 25-50% of Model 3 per unit.
- Model Y is now expected to be built at GF1 rather than building a new US GF4 in the East.
- Model 3 stage 1 equipment for 5k/week in Fremont is now being pushed to 7k/week rather than buying stage 2 equipment to get to 10k. This capital is now being spent to get China to 3k/week instead, where there is a far higher return on investment due to the tariffs.
- After suppliers messed up with some of the Model 3/battery pack lines, Tesla is now building all production lines in house.
- Service centre expansion has shifted into the less capital intensive roll out of Service cars.
- Supercharger rollout is being slowed until the V3 launch, which Elon says will have both lower opex and capex.
- Taking difficult decisions on staff cuts to redeploy headcount to where it is most productive.
The motive for this new strategy was partly lessons and improvements learnt from Model 3. It was also due to the need to focus on cost because Model 3 cost more than initially planned and negative cash flow lasted longer than expected.
I think it was also driven by extreme exhaustion with the short seller/fossil fuel/ICE OEM relentless propaganda and defamation campaign, and the realisation this was deterring customers and slowing down the clean energy transition. Reaching continuous profitability and positive cash flow and removing exposure to the capital markets, takes away a powerful tool in the propaganda campaign and as result the TSLAQ ranks have already started collapsing.
Relative to my expectations 2 years ago, China GF3 seems about 1-2 years ahead of plan (and is now 100% owned rather than 50%), Model Y seems on track, and Pickup looks like it could also be 1-2 years ahead. For the European factory I had no idea then when it would be built, and I still don't now.