reSee.it - Tweets Saved By @GeorgeM_Growth
reSee.it AI Summary
Many believe Elon Musk founded Tesla, but he actually joined later, ousting the original founders, Martin Eberhard and Marc Tarpenning. After investing in 2004, Musk became Chairman and, amid internal tensions, pushed Eberhard out in 2007 without public acknowledgment. Musk then rebranded himself as a founder, solidifying his narrative despite Eberhard’s legal challenges. Today, Tesla is valued at over $700 billion, with Musk as a powerful CEO, illustrating the impact of personal branding in shaping public perception.
@GeorgeM_Growth - George M
Everyone thinks Elon Musk founded Tesla. He didn’t. He joined later, kicked out the real founder, and took over the company. Then he erased him from history. Here’s the wildest takeover in modern business history: 🧵 https://t.co/iC239GsQFG
@GeorgeM_Growth - George M
In 2003, Martin Eberhard and Marc Tarpenning started Tesla Motors. Their dream? Build an all-electric sports car. Reinvent the auto industry. But there was a problem they needed money... https://t.co/sBkJUWz6oI
Video Transcript AI Summary
As an electrical engineer, the speaker knew an electric car that "rocks" could be made, but no company was actually selling one. Since the speaker knew how to start companies, they decided to start one to solve this problem, applying Silicon Valley know-how to funding.
The current car is not the final answer, but the first step. The goal is to make a product that can be sold to make money, enabling the creation of more models and a more ambitious company. Future models will be lower priced and more accessible, with the ultimate goal of becoming a real car company that sells lots of cars. The speaker encourages those laughing at this goal to send their resumes, indicating the company is hiring.
Full Transcript
Speaker 0: I mean, as an electrical engineer, know that you can make an electric car that rocks if you want to. And and I looked around and said, isn't somebody making that car? And the answer was really no. There was I know that you guys are writing about some other of these companies in your magazine, but as far as I'm concerned, I mean, could not actually manage to buy a car from any of them. None of them was actually making cars that one could buy.
I also would have just bought one and I would have been a happy customer, but since it didn't exist, said, can I start that company? And I know how to start companies. I've done that before. I've done it successfully a couple of times now. And I thought, well, if I can figure out how to take Silicon Valley know how of Silicon Valley know how about how to fund a company and apply that to this problem, then we have something.
This car is not the answer. This is our first car. We expect to make more cars to reach more people and eventually make a big dent in the amount of oil we consume in this country. But you have to start someplace. It's one step at a time.
You to make a product that you can actually get on the road and sell and make money at, and that allows you to make another model and a more ambitious company, and you grow one step at a time. We hope down the road to have cars that really all of us can drive. It's not going be next year or the year after. Our next model car will be a lot lower priced and much more accessible, and the one after that will be lower price and useful in other ways. I'm not sure what that one will be.
Is it a smaller car? Is it bit more of a people mover? I don't know. I haven't decided yet. But, you know, the goal is to really to to become a real car company and sell lots of cars.
Yeah. They, of course, if they even heard me say that, would just be laughing. Yeah. But they should send their resumes my way, Definitely. So you are hiring.
@GeorgeM_Growth - George M
By 2004, they needed funding. That’s when Elon Musk showed up. Fresh off selling PayPal. He invested $6.5 million in their Series A. But Elon wanted more than just a seat at the table... https://t.co/0eQ8wS2FWP
Video Transcript AI Summary
The speaker believes space tourism will be the biggest driver of space business, followed by supplying moon and Mars bases. Lowering the cost of access to space is critical to NASA's future, as interesting achievements in space are not possible at current transportation prices.
Government agencies with an interest in space are viewed as customers, including NASA, the Air Force, and research labs. The initial focus is on unmanned transportation of satellites to orbit, with the intention to move to human transportation after proving reliability.
The speaker believes we are in a lull regarding government-led human space exploration, but a new era driven by commercial companies is beginning.
Full Transcript
Speaker 0: I think the government makes a good customer but not a good venture capitalist.
Speaker 1: Stay tuned for cnm.com. When you dream about space businesses, what do you see as possible five years from now, ten years from now, fifteen years from now, as viable space businesses that it's hard for us to see because they're not there?
Speaker 0: You know, you have the the the obvious existing business of of satellites of one kind or another, which I think with an improvement in in space transportation costs will enjoy an increase in the business, but modest. And then I think you've got space tourism or space adventure, what whatever you wanna call it. That I think is likely to be the biggest driver. And then long term, I think you've got, assuming that we fulfill the President's vision and we establish a moon base and then go on and establish a Mars base, I think supplying those bases is a huge, huge business.
Speaker 1: How does what you're doing help NASA accomplish its goals? Because NASA wants to set bigger goals.
Speaker 0: Well, think fundamentally the way we help NASA is by lowering the cost of access to space, allowing us to do more interesting things for for a given budget. In fact, I think what we're doing is critical to the future of NASA. At at the current prices that NASA pays for space transportation, I don't think we'll be able to achieve anything interesting in space. As far as business
Speaker 1: You would occasionally do a job for them.
Speaker 0: Yeah. Well, certainly But you're
Speaker 1: going into business with them.
Speaker 0: Well, actually, I view all of the the government agencies with an interest in space as customers. So I view NASA as a customer, certainly the Air Force, Labor Research Lab, National Conscience Organization, you know, all the NASA is certainly, you know, somebody we would like to be, necessary a customer of ours. When you say space transportation,
Speaker 1: we think of transportation, we always think of moving people. You think of moving people, moving satellites, moving cargo?
Speaker 0: Well, we're starting off with transportation of of satellites to orbit, or cargo, you could call it cargo. We're starting off with unmanned transportation, as we prove out the reliability, our intention is to move to human transportation as well.
Speaker 1: Where do you think we are in the life of
Speaker 0: our space exploration? We're definitely in a lull with respect to human space exploration on the government side. However, what I what I think we're beginning to see is the dawn of a new era of space exploration, but one that is driven by commercial companies as much, if not more, than by by government.
@GeorgeM_Growth - George M
Musk became Chairman of the Board. He wasn’t a founder. But now he had leverage. At first, things looked smooth. Behind closed doors? Not so much. https://t.co/3dvsCO9TBz
Video Transcript AI Summary
SpaceX faced early setbacks with engine fires and unsuccessful launches. Despite burning through $100 million, Musk announced plans for a fourth launch within months. The company then encountered the worst economic recession since the Great Depression, with General Motors going bankrupt. SpaceX was down to its last week of cash.
The fourth Falcon one launch succeeded, and NASA awarded SpaceX a $1.6 billion contract. Simultaneously, Tesla faced financial disaster. Musk chose to invest all his remaining capital from the sale of PayPal into Tesla. He raised a $40 million round, putting all the money in himself, catalyzing others to invest.
Just after this, Tesla secured a $40 million deal with Daimler for smart car batteries, followed by an additional $50 million investment for 10% of the company. The Tesla round closed in the last hour of the last possible day, narrowly avoiding bankruptcy. Failure would have set back both the electric car and private rocket industries.
Full Transcript
Speaker 0: There was an engine fire and that was it. The second flight actually did make it to space, but not to orbit. And then also flight three, we didn't get all the way to orbit.
Speaker 1: Musk burned through the 100,000,000 he had sunk into SpaceX. Now he was on his way back to the drawing board.
Speaker 2: Three days after the the failure, he announced, first, that he knew what was wrong. He announced that they'd raise money to to finance a fourth launch, and the fourth launch was gonna happen in a matter of months, which in the rocket industry was a a crazy announcement.
Speaker 0: We were able to solve the problems, and then just as we'd solve those problems, we ran smack into the the worst economic recession since the Great Depression.
Speaker 3: It's been one of the darkest days on Wall Street in recent memory. Stock markets falling the most since 09/11. The Dow off more than 500 points.
Speaker 2: This is what financial Armageddon looks like.
Speaker 0: I certainly did not anticipate that we would have the worst economic climate since the great depression and and one which was disproportionately bad for cars. I I mean, General Motors went bankrupt. General F and Motors. You know?
Speaker 1: Musk was in the fight of his life.
Speaker 0: We had maybe about a week's worth of cash in the bank or or less, and there was just very little time left in the year to resolve these these things. I mean, there were, like, two or three business days left in the year. I never thought I was it was possible for me to have a nose breakdown, but if it was possible for me to have a nose breakdown, that that was about as close as was gonna as I was gonna come.
Speaker 1: The fourth attempt to launch the Falcon one was a huge success. And three months later, NASA rewarded SpaceX with a $1,600,000,000 contract to resupply the International Space Station. But Musk had no time to celebrate. Tesla was on the verge of financial disaster.
Speaker 0: I had make a choice then that either I took all of the capital that I had left from the sale of PayPal to eBay and invest that in Tesla or Tesla would die.
Speaker 2: The company is really teetering on the brink of of failure, and there's this board meeting late in 02/2008 where they're discussing what's gonna happen, and Elon just says, well, I'm gonna raise a $40,000,000 round to keep the company going. And the board members are kind of wondering, well, how's he gonna do that? And he says, I'm gonna put it all in myself.
Speaker 1: And that incredible braggadocio confidence catalyzed a change in people's opinion. And we and everyone else around the table is like, oh my gosh. We wanna be part of this. We wanna get as much of this investment as we can. He saved the company in its darkest hour with an act of heroism that is hard to describe.
There's nothing quite like spending your last remaining dollar on a project you believe in.
Speaker 0: It was thankfully a a good week, but definitely took its toll from a mental strain standpoint. I think I mentally just burned out a few circuits.
Speaker 1: Just after his emergency cash infusion came the news they desperately needed, a $40,000,000 deal with Daimler for smart car batteries. Daimler later added 50,000,000 for 10% of the company.
Speaker 0: We closed the Tesla round. It was the last hour of the last day that it was possible to close the round, and, we would have gone bankrupt a few days after Christmas if that round hadn't closed. And I think if I hadn't invested, for sure if I had not invested everything, there would have been no chance. What's the emotion like when you go all in and it looks like you're about to lose? Well, was quite a terrible emotion I'd say.
If we had not succeeded, then we would have been used as a counter example for why people shouldn't do electric cars or shouldn't try to do private rockets. It would have been a double whammy if we would have used Tesla as an example of just another stupid car company, basically. That would have been really terrible.
@GeorgeM_Growth - George M
Musk pushed for speed. Eberhard wanted control. Costs spiraled. Timelines slipped. The board grew frustrated. And Elon made his move. https://t.co/kVRc3lYtQG
Video Transcript AI Summary
The speaker's company focused on solving screen readability for e-books, choosing Sharp's DMTN screen technology for its high contrast, no flicker, and transflexivity. Early designs involved disassembling a physical book to understand form factor, but the final Rocketbook design prioritized one-handed operation, balance, and user interface over replicating a traditional book.
Users could purchase encrypted e-books from online bookstores and download them to the Rocketbook, which weighed about one pound and had a 20-24 hour battery life with the backlight on, using nickel metal hydride batteries initially. The company was later sold to Gemstar TV Guide along with SoftBook.
The speaker is skeptical about electronic paper due to touchscreen integration issues and the need to flash the screen during page turns. Usability studies showed users preferred a simple, immediate page refresh over animated transitions. There's no single compelling reason for e-book adoption; instead, various factors like travel convenience, portability, large print accessibility, and reading in low light contribute to its appeal.
Full Transcript
Speaker 0: One of the questions that we had was, would people really read in a significant amount of time on on a screen? In the end, it came down to the screen. So that that was as we're thinking about the idea of electronic books, we focus quickly on that was a problem that had to be solved. And so before we ever started the company, we did a survey of the manufacturers of LCD screens and other technologies to see what was real and what was actually readable. And we looked at a lot of technologies that were either way too immature like electronic paper or were just unreadable.
We finally saw one screen technology that was actually readable. It was a screen technology from Sharp that was called DMTN. And it was a very high contrast ratio, no flicker, and was transflexive. It was it worked with a backlight on or off. Early on, as I was thinking about what an electron electronic book ought to look like, I went to a bookstore and I bought some book that was I bought the book for the cover, you know?
I didn't care what the title was. And I took it home and I took my table saw to it, took it apart and put in a fake screen so that it looked just like a book and you could open it, it looked like a screen. It's really tempting to make the new device look like the thing it's replacing, the cover and all that stuff. But you need to think about where this thing is gonna end up and eventually try to express the device in its the the new thing in its own way. So the the the Rocketbook lost its cover.
It had a cover in the early versions that went away, and instead was optimized on being comfortable in the hand, balanced correctly, operable with one hand, and and focused on the the user interface and the readability. The way that the the way that the Rocketbook worked is that you would, from your computer, browse to any of the online bookstores in in our dreams. And in reality, you could browse to about half a dozen online bookstores, barnesandnoble.com, for example. You could buy a book in rocket book form as one of the choices there. And if you hit then hit a button that when you hit the buy button, it would download it into your computer in its encrypted form.
The the thing was a little heavier than I wanted, but not bad. It came in at about one pound. And the batteries lasted with the light on about twenty to twenty four hours. Backlight on. So the battery life was great.
I was a little too heavy because we in order to get that battery life, we had four of the nickel metal hydride batteries in it. Second generation products had lithium ion batteries. That's where I learned about lithium ion batteries. Weighed a lot less and had roughly the same battery life. This the company was sold to Gemstar TV Guide together with SoftBook.
So we became one company for a while there. The Kindle and also the up and coming thing from Barnes and Noble are actually being sold by a bookstore. So they have the marketing engine of those two major book companies behind figuring out exactly how to market books to people on this new new medium. There's a lot of push for the electronic paper, and I'm still a little skeptical about that for two different reasons. One is that it really does not look good if you put a touch screen in front of it.
The second thing wrong with electronic paper is that as a as a side effect of the technology that makes the paper work, you have to flash the screen every time you change the page. So you have to put a negative image of what was there before you go to the next page. We did in our early usability studies with the Rocketbook, we experimented with different graphics that happened during a page change. We had one that was as it turned out identical to what Softbook they were, you know, peels one page off and the next one's there. And we tried all kinds of different things.
We had maybe a dozen different ideas we tried. And much to the chagrin of our user interface people, the one that readers liked the best was the one we didn't do anything. Just paint the next screen as quick as you could. There there isn't one single compelling reason of why somebody should have an electronic book that that's across all populations that read it. There isn't one.
You can't say you want an electronic book because of this. It's for some people, it's access to books while they're traveling. For another, it's the ability to carry a bunch of books with them. For a different group, it's it's instant access to large print for any title they want. For another group, it's reading in marginal light situations.
And and each one of those is a slice of the pie. If you saw the pie chart of why people buy electronic book, there isn't one big wedge. It's lots of small wedges. And to to be successful in this arena, I think you need to understand all those wedges and and make sure you're not losing too many of them with your design choices.
@GeorgeM_Growth - George M
In 2007, Eberhard was ousted. No public goodbye. No thanks. Just gone. “Elon Musk fired me from Tesla.” — Martin Eberhard https://t.co/P19g6Jaf0A
Video Transcript AI Summary
In the early 2000s, Martin Eberhard wanted a sports car but didn't want to pollute the environment. So, in February, Martin and Mark Tarpenning founded Tesla Motors. Previously, in 1997, Eberhard and Tarpenning founded Navo Media and created the Rocket eBook, later selling the company for $187 million.
Initially, Tesla was financed by Tarpenning. In February, Tesla sought investors, and Elon Musk invested $7.35 million, becoming chairman. Musk took control, overseeing Roadster production. In July 2006, Tesla unveiled the Roadster prototype.
Tensions rose between Eberhard and Musk, and in February, Eberhard was asked to resign as CEO. Musk became the new CEO, and Eberhard was appointed president of technology. After four months, Eberhard and Tarpenning left the company. The first Roadster was delivered to Elon Musk. Since February 2008, Tesla has faced challenges, but Musk has kept it running. Tesla is estimated to become profitable for the first time.
Full Transcript
Speaker 0: Hello, YouTube. I presume many of you are familiar with the name Tesla, the electric car manufacturer that everybody and their dog is talking about lately. And if you are familiar with Tesla, then you probably also know Elon Musk, the man behind the company, the creator or the founder of the Tesla Motors. But what if I told you that Tesla Motors was not founded by Musk, but by someone you had never heard of? Let's get into it.
The story of Tesla. It was early two thousands, and a man named Martin Eberhard wanted to own a sports car. But there was one problem. All the sports car available in the market at the time were fuel hungry monsters, and Martin didn't want to contribute in polluting the environment. At this point, any ordinary person would give up the idea of owning a sports car, but Martin was no ordinary person.
So he decided to make his own sports car, one that will not run on fuel, but will run on a cleaner source, electricity. So in the February, Martin, with his buddy Mark, founded the Tesla Motors. It was not the first time that Martin has founded a company, and not the first time he had founded one with Mark. You see, in the 1997, Martin Eberhard and Mark Tarpenning had founded a company named Navo Media at this company. They created one of the earliest eBook reader named Rocket ebook.
The product became so popular that in the year February, they sold their company, Navo Media, for $187,000,000. In the early days of the company, Tesla was totally financed by Mark Landmark. It wasn't until February that Tesla decided to get some money from the investors. So they announced series a round of investment. And here, enters Elon Musk in the picture.
By investing $7,350,000, Elon Musk became the chairman of the company. Musk quickly took control of the company. He employed the people who had created a SpaceX logo to design a logo for Tesla. At the same time, Musk was also overseeing the production of the Roadster. Things started to move ahead with minor conflicts between CEO Martin and chairman Musk.
Tesla finally unveiled the first prototype of the Roadster to the public on July 2006, and things were looking good for Tesla. Only one year had passed since Tesla had shown its Roadster to public, and the tensions were all time high between Martin Eberhard and Elon Musk. And due to these escalating tensions, in February, Martin was asked by the board of directors to resign from his post of CEO of the company. Musk was appointed as the new CEO of Tesla, and Martin had been given a new job title, president of technology. And after four months being ousted as the CEO, Martin Eberhard and Mark Tarpenning left the company in February.
Tesla finally launched the Roadster in February. And as a twisted turn of fate, the first Roadster was not owned by the man who had dreamed of this magnificent city. Rather, the first Roadster was delivered to Elon Musk. Since 02/2008, Tesla have faced many ups and downs, but Elon Musk had been able to convince the investors to keep on investing in the company and managed to keep the company running. Recently, it is estimated that Tesla is finally going to be profitable for the first time.
Tesla have come a long way since the launch of its first car. It is no longer the dream that Martin Eberhard once had. Now it is just another automobile manufacturer who want to sell its electric vehicles to everyone.
@GeorgeM_Growth - George M
Musk didn’t stop there. He launched a quiet PR campaign. In interviews, press, and events— He started calling himself “a founder.” Then: “the founder.” https://t.co/a8cPpU7GVS
Video Transcript AI Summary
Tesla's fundamental value is to accelerate sustainable energy and autonomy. Without electrification and autonomy, a new car company cannot succeed.
Car companies make money selling parts for existing cars, not new car sales. After the warranty expires, companies profit from high-margin replacement parts. This creates a barrier to entry for new car companies without an existing fleet.
To succeed, a new car company must charge more for its cars than competitors. The product must be compelling enough to justify the premium. Winning on both autonomy and electrification is essential to make the product worth the higher price.
Full Transcript
Speaker 0: What is Tesla's fundamental value? It is to it is to serve as an accelerant to sustainable energy. And if if you say, like, met before Tesla, what would the world be like? In in in ways that like, let's say you're sort of you're looking at this from, you know, the macroeconomic god standpoint or or like a civilization or, you know, the Sims or something. You know?
Like, what's the difference here? The difference between Tesla and not Tesla is by is how many years, is sustainable energy accelerated. Mhmm. That is the fundamental good of Tesla. Yeah.
And and then there's there's also the autonomy thing, which is, I think it'll also be very, very significant. It it will be very significant. But I'd say, like, in the absence of there being a fundamental technology discontinuity in the form of electrification and autonomy, both of them together, I think a new car company cannot succeed. So and I'll tell you, like, actually, the real reason that people should have been shorting Tesla, and perhaps why some of them were shorting Tesla, and the real reason that car companies, new car companies cannot succeed or or or why it's very hard for them to succeed. And this was first told to me by this automotive investor when I was at Axle Springer headquarters getting a Golden Steering World award, and this this guy who's apparently like the best automotive investor in the world, you know, comes up to me and like, he's like, hi, know why you're gonna fail.
I'm like, well, please tell me. I can think of several reasons. Tell me when I don't Yes. And he said the, he said the car companies don't make any money on the new car sales. They make all of their money selling used selling parts to cars the existing fleet.
Mhmm. So when when the the warranty runs out like, the life of a car before it hits the junkyard might be twenty years. Warranty is gonna typically run out after four years, and there's a bunch of stuff that's not covered under warranty. So if you've got a steady state fleet, it means that 80% of your fleet is not under warranty. Mhmm.
So you can sell high margin parts, replacement parts for the for the existing fleet. Mhmm. And and you can sell your new cars at effectively zero zero margin. Mhmm. It's like it's like a razors and blades thing.
Yeah. Yeah. So you sell you sell the the razor for zero margin Yep. And you sell the blades at high margin. So then this this creates an an a massive barrier to entry for any new car company because you have no existing fleet.
So so the only way for a new car company to succeed is is that does not have an existing fleet is to charge a lot more for your car than what others are paying than competitors. And in order to charge a lot more and have people actually buy it, the product must be so so compelling that people are willing to pay the premium above the alternative cars from from the incumbent carmakers. This is the only way. And I think without both electrification and autonomy, this does not succeed. So that is the only way to do it.
You have to win on autonomy, and you have to win on electrification, and you have to make the product so compelling that, that it is worth paying the paying the, the premium relative to the the incumbent competitors. For more tech news, visit em360tech.com.
@GeorgeM_Growth - George M
Eberhard sued him in 2009. For defamation and libel. The case was settled out of court. Details never revealed. But by then, it was too late. https://t.co/HodfoG4sew
Video Transcript AI Summary
Speaker 1 had a long-standing interest in electric cars, starting in undergrad. He originally came to California to do a PhD at Stanford in applied physics and material science to work on ultra capacitors in electric cars. After PayPal, he wanted to get back into electric vehicles, thinking GM would continue developing them after the EV1.
However, after California changed regulations, GM recalled and crushed all EV1s. Former EV1 owners held a candlelit vigil as they were crushed. Speaker 1 found it crazy that GM would ignore this level of passion for a product. This prompted the creation of an electric car company, even though the most likely outcome was thought to be failure.
Full Transcript
Speaker 0: The point being that these ventures now seem to have wonderful momentum and things are going well, I remember well there was a point in time when each of them had their tipping point and could have gone either way. I wonder if you could talk a little bit about the origins of Tesla.
Speaker 1: Sure. So with the as mentioned, I was quite interested in electric cars from when I was doing my undergrad physics. And in fact, I originally came out to California to do a PhD at Stanford in applied physics and material science to work on ultra capacitors in electric cars. So it was a longstanding interest of mine and the Internet kind of put that on hold for a few years, but then after PayPal I decided I wanted to get back into electric vehicles and make something happen in that arena, particularly since GM had come out with the EV1 and I thought, okay, well, there's not really a need for a startup company to develop electric cars because obviously GM is going to create the EV2 and the EV3, less logical sequence and it will get better and better with each generation and so not really a need for new company in that arena. But actually what happened was that after California changed the regulations to no longer require electric cars, GM recalled all EV1s and then just to make sure that nobody could get them back, they crushed them in a lot somewhere.
And in fact, while they were being crushed, the people who had been the EV1 owners who did not want those cards recalled actually held a candlelit vigil as though somebody was getting executed basically. And it's like, that just seemed extremely crazy that GM would ignore this because it's quite rare for people to hold a candle at Vigil about a product, and particularly a GM product. So if people are doing that, you should really pay attention. But they wanted to just sort of erase all that and so that, okay, well, we have to try to create an electric car company. But it wasn't as though in creating these companies that we thought that we would be successful.
I thought that the most likely outcome was failure, but it was still worth doing.
@GeorgeM_Growth - George M
The media crowned Musk the genius behind Tesla. The myth was cemented. And Elon? He took the wheel. He became CEO in 2008. https://t.co/iCplRv0Um2
@GeorgeM_Growth - George M
Musk restructured the roadmap. Turned the Roadster into a real car. Laid the foundation for Model S. Chased mass-market scale. And changed the future of electric vehicles. https://t.co/J3fXjifD8k
@GeorgeM_Growth - George M
Today: Tesla is worth over $700 billion. It's reshaping transportation. And Musk is the most powerful CEO on the planet. But the truth? He didn’t start Tesla. He took it. https://t.co/RznyfSdwZh
@GeorgeM_Growth - George M
The billion-dollar lesson? Elon didn’t just take control of Tesla. He controlled the narrative. He built a personal brand so strong, most people don’t even know he wasn’t the founder. That’s the power of personal branding.
@GeorgeM_Growth - George M
Want to build a brand people remember no matter what you sell? We teach solo founders how to grow on X, build influence, and own their niche. Click the link in my profile to start.
@GeorgeM_Growth - George M
I hope you've found this thread helpful. Follow me @GeorgeM_Growth for more. Like/Repost the quote below if you can:
@GeorgeM_Growth - George M
Everyone thinks Elon Musk founded Tesla. He didn’t. He joined later, kicked out the real founder, and took over the company. Then he erased him from history. Here’s the wildest takeover in modern business history: 🧵 https://t.co/iC239GsQFG
