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reSee.it AI Summary
I hear Jason warn: if I were a developer, I’d never work with Sam Altman and OpenAI—this is a warning; people can clip this. OpenAI watches via API, learns ideas, and ships their own version. Platform risk is real.
@TheCaptainEli - Captain Eli
. @Jason drops a direct warning: “If I was a developer of any kind, I would never work with Sam Altman and OpenAI. This is a warning. People can clip this.” OpenAI watches everything via API, learns your best ideas, and ships their own version. Platform risk is real. https://t.co/ZnmbjAYfbD
reSee.it AI Summary
I watched a 2007 PBS interview where Musk laid out a multi-planetary future and bold predictions. Since then: Falcon 9 boosters have landed 400+ times; Starship is flying; Tesla sells about 2 million cars a year; solar + batteries are the cheapest energy; Mars plans with uncrewed flights by 2026–2028 and crewed by the late 2020s/early 2030s. Blue Origin hasn’t achieved orbital flights. I’m struck by his relentless execution, including a near bankruptcy in 2008.
@TheCaptainEli - Captain Eli
2007A 36-year-old Elon Musk sits down for a quiet PBS interview and says, almost casually: “The most important thing we can do for the future of consciousness is to become a multi-planetary species… Everything else pales in comparison.” He then predicts, with zero hype: •Fully reusable rockets that land like airplanes •Electric cars that outperform gasoline in every way and go mass-market •Solar + batteries becoming the cheapest energy on Earth •Humans on Mars and a self-sustaining city there Jeff Bezos was already the richest man on Earth in 2007. He started Blue Origin in 2000 with the exact same “multi-planetary” dream. 18+ years later: Blue Origin has flown exactly zero orbital missions. New Glenn still hasn’t launched. No reusable booster has ever landed. No Mars plan with dates. Elon? •Falcon 9 boosters have landed 400+ times •Starship (bigger than anything ever built) is flying •Tesla sells 2 million cars a year and is worth more than the rest of the car industry combined •Solar + batteries are now the cheapest electricity source in history •First uncrewed Starships to Mars: 2026–2028. Crewed: late 2020s/early 2030s — exactly the timeline he gave in 2007 The vision never wavered. Not once. The enthusiasm is the same calm, burning conviction you hear in that 2007 clip today. The determination? He went personally bankrupt in 2008 keeping SpaceX and Tesla alive with his last dollars. Almost 20 years later, every single “crazy” prediction from that interview is either already reality or on schedule. This is what relentless execution looks like. Watch the 2007 interview (25 minutes that aged like fine wine): He didn’t just dream about the future. He scheduled it. And showed up.
Video Transcript AI Summary
Elon Musk explains his career arc and overarching vision. After dropping out of Stanford’s physics program to start Zip2, which he later sold, and after PayPal, he set his sights on three areas he believed would most impact humanity: the Internet, space exploration, and transforming the economy from hydrocarbons to solar electricity for energy and transportation. He remains optimistic about humanity on Earth and frames space as a second path that would yield a richer human experience if we become a spacefaring civilization.
Musk clarifies SpaceX’s relationship with NASA: NASA is a customer, not a competitor. SpaceX’s Falcon Nine rocket launches the Dragon spacecraft, which goes to the International Space Station (ISS), docks, transfers astronauts or cargo, and Dragon returns to Earth. The Falcon Nine acts as the booster, delivering Dragon to space and enabling ISS servicing in the post-shuttle era. The goal is to replace the Space Shuttle’s role starting in 2011 with SpaceX’s crew and cargo transport.
On the state of the U.S. space program, Musk notes that in 1969 we went to the Moon, yet more than three decades later we struggle to reach low Earth orbit, which he views as a backward step. He attributes this to misaligned priorities, technological choices, and a lack of will at the highest levels of government to take the next steps toward establishing bases on the Moon or Mars. He believes a presidential priority that aspires to Mars would be beneficial, arguing that Mars should be the focus rather than returning to the Moon, which he describes as barren and resource-poor.
Regarding competition in space, Musk says there is no serious competition presently for SpaceX, though he admires Jeff Bezos’s Blue Origin and notes that Branson’s Virgin Galactic is pursuing suborbital, not orbital, flight. He emphasizes the enormous difference in scale: Branson’s craft aims for Mach 3, while SpaceX targets Mach 25, with energy requirements increasing quadratically with velocity. He insists SpaceX’s challenge is fundamentally different and far more demanding, and that the real risk comes from SpaceX’s own mistakes rather than from competitors.
The long-term goal is to make life multiplanetary, starting with Mars as the viable destination. Even if SpaceX cannot do it alone, it aims to help make it happen and to broaden humanity’s reach beyond Earth.
On his financial success, Musk says he has “made a fortune” and rejects the idea of retiring to a beach, describing startup life as driving him to work. He uses the metaphor of a startup being “like eating glass and staring into the abyss” and says the key criterion for choosing a startup is whether it matters—whether it will matter to the world if successful. He emphasizes that benefiting humanity is a core motivation, noting that many Silicon Valley peers share this aim, though not everyone prioritizes it.
Back on Earth, Musk discusses Tesla Motors, an electric car company focused on high performance and sustainability. The Roadster, set to debut in 2007, goes 0-60 mph in under four seconds, with torque benefits from electric propulsion and greater energy efficiency than a Prius. He explains Tesla’s strategy: start with a high-end, high-cost product to enter the market, then move toward mass-market models—Model Two at around $49,000 and Model Three at around $30,000—to accelerate adoption as technology matures. Tesla’s name honors Nikola Tesla, inventor of the AC induction motor.
Tesla’s showroom approach will feature customer centers and a consumer-friendly service experience, with a vision to demonstrate that electric vehicles can be desirable and practical. Musk notes that there has been no formal sale offer from legacy automakers, but he sees Tesla as a catalyst to demonstrate feasibility and demand for electric propulsion and zero-emission power generation, ideally paired with solar power.
Regarding daily management, Musk is CEO and founder of SpaceX, dedicating about 80% of his time there, while he is chairman and CEO of Tesla but not involved in daily operations. He spends roughly three days a month on Tesla, with SpaceX occupying the majority of his focus, citing a Steve Jobs–like model of cross-company oversight. He describes his typical day as starting around 7:30–8:00 a.m., with a flexible schedule, and a workday extending to about 8 p.m., surrounded by SpaceX colleagues in a cubicle.
In sum, Musk envisions a future where humanity is a multiplanetary species, with SpaceX advancing orbital capabilities and Mars ambitions, while Tesla accelerates the transition to sustainable energy and electric transportation, all rooted in a commitment to meaningful, world-changing progress.
Full Transcript
Speaker 0: Elon, thank you so much for being with us here at Wired Science.
Speaker 1: Well, you for having me.
Speaker 0: I need to first lay a little bit of a foundation here. Two days into your physics program at Stanford University, you quit school to start a company called Zip2, a media company,
Speaker 1: which
Speaker 0: you sold a few years later for a paltry $3.00 $7,000,000 Then four years later, eBay buys PayPal. Is that correct? Company that you established or helped to establish as one
Speaker 1: couple of few others, yeah.
Speaker 0: And now you've taken those two enormous successes and you've set your ambition on space. How did you go from online payment systems to building a spaceship, essentially?
Speaker 1: Well, when I graduated from college, there were three areas that I thought would be most impactful to the future of humanity. The three were the Internet, space exploration, and and and then changing the economy from a mine and burn hydrocarbon based economy to one which is solar electric, which I think is gonna be the primary, but not exclusive, means of energy and transportation.
Speaker 0: Have we screwed it up so badly here on this planet that our only hope is to build a new civilization out there?
Speaker 1: No, not at all. Actually, I'm quite optimistic about the future of humanity on Earth. You are? Yeah, absolutely.
Speaker 0: So what is the benefit to humanity then, to inhabit Mars, which is really what is an ambition of yours? Well, think
Speaker 1: if you consider two paths, one where we're forever confined to Earth, and the other where we are a space frank civilization out exploring the stars. I think the latter is far more exciting, and will result in a richer and more diverse human experience.
Speaker 0: How can you do that better than NASA?
Speaker 1: Well, NASA is a customer of ours. So there's a confusion in the public mind that perhaps a company like SpaceX is competing with NASA. But in fact, NASA is a customer of ours. So we're actually providing services to NASA, launch services. And when the shuttle retires in 2010, so starting in 2011, SpaceX's rocket will replace the space shuttle in servicing the space station with astronauts and cargo transportation.
Speaker 0: The name of your rocket is called the Falcon Explorer. Is that it? Well, Falcon Nine. The Falcon Nine? Yes.
Speaker 1: It's the rocket. And then the space ship is Dragon.
Speaker 0: Dragon.
Speaker 1: Yeah. So the Falcon Nine rocket lifts the Dragon space ship, and this Dragon spaceship is what goes to the space station and then returns to Earth.
Speaker 0: So it transports the Falcon as almost cargo then?
Speaker 1: So the Falcon nine is kind of like the semi or something like that. The Falcon nine booster rocket takes the Dragon spaceship to space and drops it off.
Speaker 0: Mhmm.
Speaker 1: Then it goes to the space station, docks with the space station, transfers astronauts or resupply, you know, cargo, whatever whatever the case may be, and then the Dragon spacecraft, returns to Earth.
Speaker 0: Reading some of the speeches that you have given in your career, and how old, you're practically 23 years, you're 23 years old,
Speaker 1: is I'm actually 12.
Speaker 0: You're 12. Yeah. I was going to say, you look terrific. But you have said that we got lost along the way with our space program. What did you mean by that?
Speaker 1: Right, I think I think that was in some of my congressional testimony. Gave a few speeches to Congress. Well, what I mean by that is in 1969, we were able to go to the moon. And here we are over three decades later, and we can barely get to low Earth orbit. And I think by any measure, that is a step backwards.
Is that for a lack of leadership or technology? I think we made the wrong technological choices, and I think there was also a lack of will at the highest levels of government to take the next step and go well, at least stay on the moon and patch build a a base there Mhmm. And then go beyond the moon to Mars. And if you look at the the news articles in the late sixties, early seventies, the expectation was that that by now, in in the twenty first century, we would have a moon base and probably even a Mars base. Mhmm.
And and I think if you'd asked anyone at that point in time whether we we would be unable to go to the moon and have no and not have been to to Mars, I think they would they would think you're crazy.
Speaker 0: Do we need leadership in that realm? Do we need a John F. Kennedy who sets a goal for us when he said, One day, a man will walk on the moon? Do we need that kind of leadership for this technology to move forward in that big step?
Speaker 1: I do think it's very important the president set the priority and determined the goal, you know, that we as a nation will aspire to. And, you know, George Bush has his pluses and minuses. Mhmm. But at least one plus is that he he has helped to to steer the space program in a direction that that more or less makes sense. You know, the only thing I would sort of argue with is that I don't think we should be going back to the moon.
I think we should be focused on Mars. Mhmm. I think we saw
Speaker 0: the You think that's a mistake, focusing on the moon?
Speaker 1: I do think we should rather go I think we should rather be focused on Mars. Mhmm. You know, the moon is kinda like it's kinda like, the Arctic. It's just it's just a very barren place, very little resources. It's small.
It's not it's not really a place that we could establish, another human civilization.
Speaker 0: There's a there's a there's a feeling of been there done that with the moon.
Speaker 1: Yeah, you saw that movie in the sixties, you know, the remake's never as good.
Speaker 0: Did we really go to the moon?
Speaker 1: Yes, I'm yes, did. Definitely Okay, just wanted to check. The government is incapable of suppressing a conspiracy of that nature.
Speaker 0: Of that nature. So okay. Good. This ambition to explore space Absolutely. As an entrepreneur.
There's there's quite a bit of competition out there. There's Jeff Bezos with Blue Origin. There's Richard Branson with his Virgin Galactic.
Speaker 1: Right.
Speaker 0: And I'm not talking about NASA either. There's Paul Allen. There's the European Space Agency and Boeing and Lockheed Martin. The Chinese, the Russians, let's just throw all of them into this Everyone's
Speaker 1: doing it.
Speaker 0: Competitive field. How is SpaceX different? How do you think you'll sort of surpass them?
Speaker 1: Well, you know, you you've you've listed a a wide range of of entities there, and I think the differences are really different depending upon which one you're referring to.
Speaker 0: The Well, me ask you this question. Who is your competition?
Speaker 1: Have no serious competition. None? Not presently.
Speaker 0: Who's chasing you?
Speaker 1: Well, if you mean chasing and have and has a serious chance of catching, then I I think none that I'm aware
Speaker 0: and but guys kind of a hack then.
Speaker 1: Well, what what Branson's saying, by the way, I'm a great admirer of Branson, is really a much smaller technological challenge. So their craft would be suborbital. So it would go to about Mach three. Our craft is orbital. It goes to Mach 25, so 25 times the speed of sound.
But that doesn't describe the whole scale of difficulty because the the energy required to get those velocities scales as a square of the velocity. So to do what Branson is doing, you need, say, about nine units of energy. To do what we're doing, you need 625 units of energy. The difference is monumental. And then when you re reenter, you have to you have to burn off all that energy.
So so that doubles the problem, really. So I mean, what Branson is doing from a technological standpoint is building something that can cross the the English Channel. What we're building is something that can circumnavigate the globe. It's a very different scale of of of technological difficulty. I still think what he's doing is great.
And by the way, I bought a ticket on on his effort. You did? Yeah. Yeah. So I I I still think it's great, but it's not it's not in the same league technologically.
So you're not particularly worried? Certainly not about no. Certainly not about that. No. The things that worry me are are we gonna make a mistake?
Are we the the the the the things that can really hurt SpaceX are I mean, we our own foolishness, our own errors can can hurt us, but none none of the competition that I'm aware of.
Speaker 0: Mhmm. So generally, you're worried about what's in front of you, not not the other guy. In fact, you probably don't think about them in terms of the how they criticize you or what they think about you.
Speaker 1: I I don't think actually, don't think there's much criticism. I mean, Boeing and Lockheed, of course, that they would criticize. But I don't think any of the entrepreneurial guys would would criticize what we're doing. And it's certainly possible. I think, you know, what what Jeff Bezos is working on could ultimately I mean, he he does have aspirations to get to orbit and beyond.
It's just that what they're doing right now is suborbital and at at the sort of lower technology level.
Speaker 0: Mhmm.
Speaker 1: What I think about it at SpaceX is really entirely what what what are we doing to ensure that our rocket is is going to be successful and that we are truly optimizing the the the cost and ensuring a higher liability. I mean, that's just a very, very difficult problem. There's a reason why there's an idiomatic expression about rocket science being hard. It it it really is really hard.
Speaker 0: So rocket science really is rocket science?
Speaker 1: Yeah. It looks hard, and it's harder than it looks.
Speaker 0: What's the big goal here? What's the long term plan?
Speaker 1: Well, the the long term ultimate objective, the the holy grail is we would like to help make life multiplanetary. That's really what we'd like to do.
Speaker 0: So establish societies on as many planets as possible?
Speaker 1: Well, yeah. I think there's only one possibility, but, yeah. I mean, even if we can just go from one planet to two, think that's a pretty big step.
Speaker 0: And you'll start with?
Speaker 1: Well, Mars. Mars is the only viable planet.
Speaker 0: A viable planet. Yeah. So multi planetary life.
Speaker 1: Yeah. It's help make life multi planetary. I think that's an important thing.
Speaker 0: I don't think your goal's big enough. Yeah? It's ambitious. Well, like I
Speaker 1: said, we don't expect to do it single handedly, but we certainly would like to help make it happen.
Speaker 0: It's fair to say you've made a fortune.
Speaker 1: Yeah, I think so by And, any reasonable standard,
Speaker 0: you know, those who work in science probably understand your trajectory, but there are those who are watching who would think, If I made that money, I'd sit on a beach, I'd drink beer, and I would just watch the sunset. Kind of like a Corona beer commercial. Have you ever thought about that as a career option?
Speaker 1: You know, I find that really pretty boring, so that would be torture. If I had to do that every day, that would really be pretty awful for me.
Speaker 0: Is there something about startup businesses that really fuels your desire to work?
Speaker 1: Well, I guess I really need to be preoccupied with something. And I if if I'm just sort of sitting there relaxing, I can only do that for a very short period of time, and then it becomes unbearable. Although startups definitely have their highs and lows. There's a friend of mine who has a good phrase, you know, a startup business is like eating glass and staring into the abyss.
Speaker 0: What is the criteria that you establish for yourself for a startup?
Speaker 1: Mean why one business over another? Yeah. Well, for me it's always about does what I'm doing matter? If we are successful, does it matter to the world? And so there are easier ways to make money than starting a rocket company or say a car company.
Or even when I started an Internet company because when I started the first Internet company nobody had made any money and it wasn't clear that anyone would make any money. It was simply from the perspective of the internet being a very important thing and something that needed to be built, and so I wanted to help build it.
Speaker 0: Well, touch upon something that's interesting. It's that there is a that benefiting humanity is a very integral part of your criteria, no matter what you're starting up.
Speaker 1: Yes, absolutely.
Speaker 0: Really? Not everybody has that as a prime interest.
Speaker 1: No, think that's probably relatively unusual. Although there are many people that I know in Silicon Valley for whom that is a significant motivation.
Speaker 0: You said in your endeavor here to explore space that we are committed to failing in a new way, if nothing else. What did you mean by that? Just how it sounds?
Speaker 1: Well, I mean, we're committed to succeed, really. But if we do fail, I would hope that we at least add to the body of knowledge such that those who follow may make fewer mistakes.
Speaker 0: Now if Mars were not enough, you are busy here on Earth.
Speaker 1: The world is not enough.
Speaker 0: That's right. Where? Where? What? Have you no limits, my friend.
Here on earth, you are establishing a presence certainly with Tesla Motors. Tell tell us a little bit about that. This is an electric car company. Correct? Right.
And this is no this is no hybrid car you could buy on a car lot. This thing goes from zero to 60 in four seconds.
Speaker 1: Is Yes, that absolutely. Zero to 60 in under four seconds. It's faster better acceleration than any Porsche currently in production and any Ferrari except the Enzo. And it's twice the energy efficiency of a Prius. So it's, you really have, the moral high ground, and, you get to, you know, leave, the Ferrari guy in your dust.
So
Speaker 0: Well, me ask It's hard to beat. Let me ask the obvious well, and you don't look like one of those guys who's trying too hard in a Ferrari. Absolutely.
Speaker 1: Yeah. You don't look like a jerk, you know? You don't look
Speaker 0: like you know, bright banana yellow Lamborghini or or Ferrari.
Speaker 1: You know, there's something I should point out about Tesla, is we didn't you know, Tesla is the first car is is a sports car, not because we think the world lacks for a sports car, but because it is the right entry point for the market. If you have a new technology, the right place to enter is high unit cost, low unit volume. Just as, you know, when a a new cell phone comes out or a new laptop or some new thing, it tends to be expensive at first, because they're figuring out all the issues, it takes time to optimize. And then over time, that technology will become cheaper and cheaper. And so the model two of of Tesla and maybe I'm leaping ahead here.
But model two of Tesla is a $49,000 four door five passenger sedan. And that's that's gonna be obviously a much broader market segment that that that can make use of that car. And then model three is intended to be around a $30,000 price point. And so that's that's really affordable by by almost everyone who can buy a new car. So the idea is to drive to mass market as rapidly as possible, but only at the pace at which the technology matures.
Is Henry Ford someone you admire? Well, think Henry Ford made some very important contributions to business, and obviously, you know, moving manufacturing line and that sort of thing. So I think he's certainly worthy of admiration. He was a bit of an odd duck, but, you know, certainly noteworthy. But the interest in Tesla is is not from the perspective of, you know, the world needs another car company.
It's more from, the perspective of we have a very important environmental problem that needs to be addressed, which is driven by the the burning of fossil fuels and the increasing CO2 concentration in the atmosphere, and global climate change, which I think is gonna be one of the most significant issues of the twenty first century. And the only way to really get around that, in my view, is is really with an electric vehicle. And then you need to pair that up with zero emission power generation method such as solar power. I think solar power's going be a really big deal.
Speaker 0: Tesla is not a hybrid car.
Speaker 1: Tesla's electric. Pure electric.
Speaker 0: So help connect the dots for me. Why aren't we seeing Tesla cars on the car lots then? What's keeping them in We haven't
Speaker 1: made them yet. So we're just finishing up the development right now.
Speaker 0: And anybody can buy this? Yes. How will you?
Speaker 1: Well, actually we've almost sold out of 2,007 production, so if somebody does want to buy next year's model, they've got to act quickly.
Speaker 0: One of the primary complaints about hybrid vehicles is they're not fast enough. You seem to overcome You
Speaker 1: won't have any trouble with this. In fact, really, it's it's there's something, uniquely better about, electric vehicles, which is that the torque response is immediate. So if you want to pass someone, you I mean, you just the the the response of the car is is is very immediate. It's just, it's more fun to drive an electric car than it is to drive a gasoline car.
Speaker 0: You know, was going to say that Tesla, the car, the name of the car company, is no coincidence, is it? Explain a little bit about that.
Speaker 1: Right. The company's named after Nikola Tesla, who is an inventor. He was originally from the of the area of Yugoslavia in Europe, but he moved to America when he was young and was an inventor of AC induction motor, invented a lot of the principles of magnetism. So he was a great man, a great, great inventor, and so the company is named in honor of him.
Speaker 0: So these cars, the Tesla Roadster, the first issue of the Tesla Roadster available in 2007.
Speaker 1: Yes.
Speaker 0: In the spring? The summer? How do you get on the waiting list?
Speaker 1: Well, you buy the car. You basically put down a deposit. And we've actually
Speaker 0: Can you do that through the web?
Speaker 1: Yeah. We'll have, by the way, customer centers all around the country. So we'll have one in LA, one in the Bay Area, Chicago, Miami, New York, and and eventually nationwide customer centers where somebody does want to see the car in person, take a test drive, or see the car being worked on. I I mean, we have this idea for the way that the cars are serviced that it should be a really pleasant experience. We have somewhere between like a Starbucks and an Apple store.
So you'd go in and you'd see the car being worked on behind a glass partition.
Speaker 0: That would be your car you're watching? Yeah, or somebody else's.
Speaker 1: But it's really clean. It's really clean, present, bright. You know, there'll be sort of a coffee bar available. You know, just a we really want to have a very pleasant experience that you don't typically get if you go into a dealership.
Speaker 0: Have you heard from Toyota? Have you heard from General Motors and Ford saying, is the company for sale?
Speaker 1: No. Nobody's actually made a formal offer, but the interest you know, I think one of the one of the biggest values that that Tesla can can can provide is serving as an example to the rest of the auto interest industry, because right now the auto interest you know, the big car companies believe that a, a viable electric vehicle is not possible, and b, even if it was, people wouldn't buy it.
Speaker 0: So we need
Speaker 1: to show that that neither of those are true, that the technology works, that people wanna buy it, and and that will be the most effective way of of really driving change in the auto industry is by serving as an example in that matter. And if we were to sell the company to one of the big car companies, I think it would really slow things down. Mhmm. You think so? Absolutely.
Mhmm.
Speaker 0: You're very busy enterprising the part of your company that will explore space. You're very busy with this car company. Where do you find time to be CEO of two companies that size?
Speaker 1: Well, should correct you that I'm CEO of SpaceX. And I'm chairman and CEO of SpaceX, and that is really my day job. So I spend 80% of my time on SpaceX.
Speaker 0: Okay.
Speaker 1: I am the chairman and the principal owner of Tesla Motors, but I do not run it on a daily basis.
Speaker 0: You don't run that on a daily basis? No. Well, that was really the question, was how do you do how do you run those two large enterprises on a daily basis? I Is it a couple of phone calls with the Tesla folks? How's it going?
I'm busy with outer space right now. You
Speaker 1: I guys got that spent about I spent about to three days a month on Tesla related business and almost all the rest of the time is on SpaceX. So SpaceX is very much my day to day job. And then I provide product guidance, strategic guidance, and obviously funding for Tesla. Like Steve Jobs, right? So he runs Apple on a daily basis, but he also, you know, has oversight over Pixar.
It's kind of like that.
Speaker 0: And in your day to day, and and this is this is one of those silly lifestyle questions, but how early do you get up in the morning, and where do you go to work physically? Is it an office?
Speaker 1: Yeah. I I go to work at SpaceX. How early do get
Speaker 0: up in the morning?
Speaker 1: You know, I'm not an early morning person. So So
Speaker 0: for young engineers and for inventors and creators, they can sleep in till ten or eleven?
Speaker 1: We have no fixed hours at SpaceX. I mean, my personally, I tend to get up around 07:30 or eight and be in the office around, you know, nine, 09:30. But then I tend to stay till about 8PM.
Speaker 0: Okay. College students across America are saying, Oh, brats. I thought he was going say like noon. But then you go into an office and you sit in a separate office away from those who are working, or do you sit with them? No, I just
Speaker 1: have a cubicle at SpaceX.
Speaker 0: You have a cubicle? Yeah. And are you surrounded by your colleagues there?
Speaker 1: Yeah, absolutely.
Speaker 0: What is your hope in terms of the impact you will leave on culture, this civilization, this world, global civilization, what is it that you hope to leave here?
Speaker 1: Well, I think what I'd like to do is help solve some important problems. So I think in a small way, I help build the Internet, and then with respect to the global warming problem, the transition away from oil and other hydrocarbons to something which is clean and sustainable, I hope to have an impact there. And then with respect to space, I hope to have an impact in helping make humanity a multi planet species.
Speaker 0: Elon Musk, thank you so much for being with us at Wired Science.