Elon Musk

by Ashlee Vance

  The SpaceX executives Musk hired were an all-star crew. Mueller set to work right away building the two engines—Merlin and Kestrel, named after two types of falcons. Chris Thompson, a onetime marine who had managed the production of the Delta and Titan rockets at Boeing, joined as the vice president of operations. Tim Buzza also came from Boeing, where he’d earned a reputation as one of the world’s leading rocket testers. Steve Johnson, who had worked at JPL and at two commercial space companies, was tapped as the senior mechanical engineer. The aerospace engineer Hans Koenigsmann came on to develop the avionics, guidance, and control systems. Musk also recruited Gwynne Shotwell, an aerospace veteran who started as SpaceX’s first salesperson and rose in the years that followed to be president and Musk’s right-hand woman.

  These early days also marked the arrival of Mary Beth Brown, a now-legendary character in the lore of both SpaceX and Tesla. Brown—or MB, as everyone called her—became Musk’s loyal assistant, establishing a real-life version of the relationship between Iron Man’s Tony Stark and Pepper Potts. If Musk worked a twenty-hour day, so too did Brown. Over the years, she brought Musk meals, set up his business appointments, arranged time with his children, picked out his clothes, dealt with press requests, and when necessary yanked Musk out of meetings to keep him on schedule. She would emerge as the only bridge between Musk and all of his interests and was an invaluable asset to the companies’ employees.

  Brown played a key role in developing SpaceX’s early culture. She paid attention to small details like the office’s red spaceship trash cans and helped balance the vibe around the office. When it came to matters related directly to Musk, Brown put on her firm countenance and no-nonsense attitude. The rest of the time she usually had a warm, broad smile and a disarming charm. “It was always, ‘Oh, dear. How are you, dear?’” recalled a SpaceX technician. Brown collected the weird e-mails that arrived for Musk and sent them out as “Kook of the Week” missives to make people laugh. One of the better entries included a pencil sketch of a lunar spacecraft that had a red spot on the page. The person who sent in the letter had circled the spot on his own drawing and then written “What is that? Blood?” next to it. In other letters there were plans for a perpetual motion machine and a proposal for a giant inflatable rabbit that could be used to plug oil spills. For a short time, Brown’s duties extended to managing SpaceX’s books and handling the flow of business in Musk’s absence. “She pretty much called the shots,” the technician said. “She would say, ‘This is what Elon would want.’”

  Her greatest gift, though, may have been reading Musk’s moods. At both SpaceX and Tesla, Brown placed her desk a few feet in front of Musk’s, so that people had to pass her before having a meeting with him. If someone needed to request permission to buy a big-ticket item, they would stop for a moment in front of Brown and wait for a nod to go see Musk or the shake-off to go away because Musk was having a bad day. This system of nods and shakes became particularly important during periods of romantic strife for Musk, when his nerves were on edge more than usual.

  The rank-and-file engineers at SpaceX tended to be young, male overachievers. Musk would personally reach out to the aerospace departments of top colleges and inquire about the students who had finished with the best marks on their exams. It was not unusual for him to call the students in their dorm rooms and recruit them over the phone. “I thought it was a prank call,” said Michael Colonno, who heard from Musk while attending Stanford. “I did not believe for a minute that he had a rocket company.” Once the students looked Musk up on the Internet, selling them on SpaceX was easy. For the first time in years if not decades, young aeronautics whizzes who pined to explore space had a really exciting company to latch on to and a path toward designing a rocket or even becoming an astronaut that did not require them to join a bureaucratic government contractor. As word of SpaceX’s ambitions spread, top engineers from Boeing, Lockheed Martin, and Orbital Sciences with a high tolerance for risk fled to the upstart, too.

  Throughout the first year at SpaceX, one or two new employees joined almost every week. Kevin Brogan was employee No. 23 and came from TRW, where he’d been used to various internal policies blocking him from doing work. “I called it the country club,” he said. “Nobody did anything.” Brogan started at SpaceX the day after his interview and was told to go hunting in the office for a computer to use. “It was go to Fry’s and get whatever you need and go to Staples and get a chair,” Brogan said. He immediately felt in over his head and would work for twelve hours, drive home, sleep for ten hours, and then head right back to the factory. “I was exhausted and out of shape mentally,” he said. “But soon I loved it and got totally hooked.”

  One of the first projects SpaceX decided to tackle was the construction of a gas generator, a machine not unlike a small rocket engine that produces hot gas. Mueller, Buzza, and a couple of young engineers assembled the generator in Los Angeles and then packed it into the back of a pickup truck and drove it out to Mojave, California, to test it. A desert town about one hundred miles from Los Angeles, Mojave had become a hub for aerospace companies like Scaled Composites and XCOR. A lot of the aerospace projects were based out of the Mojave airport, where companies had their workshops and sent up all manner of cutting-edge airplanes and rockets. The SpaceX team fit right into this environment and borrowed a test stand from XCOR that was just about the perfect size to hold the gas generator. The first ignition run took place at 11 A.M. and lasted ninety seconds. The gas generator worked, but it had let out a billowing black smoke cloud that on this windless day parked right over the airport tower. The airport manager came down to the test area and lit into Mueller and Buzza. The airport official and some of the guys from XCOR who had been helping out urged the SpaceX engineers to take it easy and wait until the next day to run another test. Instead, Buzza a strong leader ready to put SpaceX’s relentless ethos into play, coordinated a couple of trucks to pick up more fuel, talked the airport manager down, and got the test stand ready for another fire. In the days that followed, SpaceX’s engineers perfected a routine that let them do multiple tests a day—an unheard-of practice at the airport—and had the gas generator tuned to their liking after two weeks of work.

  They made a few more trips to Mojave and some other spots, including a test stand at Edwards Air Force Base and another in Mississippi. While on this countrywide rocketry tour, the SpaceX engineers came across a three-hundred-acre test site in McGregor, Texas, a small city near the center of the state. They really liked this spot, and talked Musk into buying it. The navy had tested rockets on the land years before and so too had Andrew Beal before his aerospace company collapsed. “After Beal saw it was going to cost him $300 million to develop a rocket capable of sending sizeable satellites into orbit, he called it quits, leaving behind a lot of useful infrastructure for SpaceX, including a three-story concrete tripod with legs as big around as redwood tree trunks,” wrote journalist Michael Belfiore in Rocketeers, a book that captured the rise of a handful of private space companies.

  Jeremy Hollman was one of the young engineers who soon found himself living in Texas and customizing the test site to SpaceX’s needs. Hollman exemplified the kind of recruit Musk wanted: he’d earned an aerospace engineering degree from Iowa State University and a master’s in astronautical engineering from the University of Southern California. He’d spent a couple of years working as a test engineer at Boeing dealing with jets, rockets, and spacecraft.*

  The stint at Boeing had left Hollman unimpressed with big aerospace. His first day on the job came right as Boeing completed its merger with McDonnell Douglas. The resultant mammoth government contractor held a picnic to boost morale but ended up failing at even this simple exercise. “The head of one of the departments gave a speech about it being one company with one vision and then added that the company was very cost constrained,” Hollman said. “He asked that everyone limit themselves to one piece of chicken.” Things didn’t improve much from there. Every project at
Boeing felt large, cumbersome, and costly. So, when Musk came along selling radical change, Hollman bit. “I thought it was an opportunity I could not pass up,” he said. At twenty-three, Hollman was young, single, and willing to give up any semblance of having a life in favor of working at SpaceX nonstop, and he became Mueller’s second in command.

  Mueller had developed a pair of three-dimensional computer models of the two engines he wanted to build. Merlin would be the engine for the first stage of the Falcon 1, which lifted it off the ground, and Kestrel would be the smaller engine used to power the upper, second stage of the rocket and guide it in space. Together, Hollman and Mueller figured out which parts of the engines SpaceX would build at the factory and which parts it would try to buy. For the purchased parts, Hollman had to head out to various machine shops and get quotes and delivery dates for the hardware. Quite often, the machinists told Hollman that SpaceX’s timelines were nuts. Others were more accommodating and would try to bend an existing product to SpaceX’s needs instead of building something from scratch. Hollman also found that creativity got him a long way. He discovered, for example, that changing the seals on some readily available car wash valves made them good enough to be used with rocket fuel.

  After SpaceX completed its first engine at the factory in California, Hollman loaded it and mounds of other equipment into a U-Haul trailer. He hitched the U-Haul to the back of a white Hummer H2 and drove four thousand pounds of gear* across Interstate 10 from Los Angeles to Texas and the test site. The arrival of the engine in Texas kicked off one of the great bonding exercises in SpaceX’s history. Amid rattlesnakes, fire ants, isolation, and searing heat, the group led by Buzza and Mueller began the process of exploring every intricacy of the engines. It was a high-pressure slog full of explosions—or what the engineers politely called “rapid unscheduled disassemblies”—that would determine whether a small band of engineers really could match the effort and skill of nation-states. The SpaceX employees christened the site in fitting fashion, downing a $1,200 bottle of Rémy Martin cognac out of paper cups and passing a sobriety test on the drive back to the company apartments in the Hummer. From that point on, the trek from California to the test site became known as the Texas Cattle Haul. The SpaceX engineers would work for ten days straight, come back to California for a weekend, and then head back. To ease the burden of travel, Musk sometimes let them use his private jet. “It carried six people,” Mueller said. “Well, seven if someone sat in the toilet, which happened all the time.”

  While the navy and Beal had left some testing apparatus, SpaceX had to build a large amount of custom gear. One of the largest of these structures was a horizontal test stand about 30 feet long, 15 feet wide, and 15 feet tall. Then there was the complementary vertical test stand that stood two stories high. When an engine needed to be fired, it would be fastened to one of the test stands, outfitted with sensors to collect data, and monitored via several cameras. The engineers took shelter in a bunker protected on one side by a dirt embankment. If something went wrong, they would look at feeds from the webcams or slowly lift one of the bunker’s hatches to listen for any clues. The locals in town rarely complained about the noise, although the animals on nearby farms seemed less impressed. “Cows have this natural defense mechanism where they gather and start running in a circle,” Hollman said. “Every time we fired an engine, the cows scattered and then got in that circle with the younger ones placed in the middle. We set up a cow cam to watch them.”

  Both Kestrel and Merlin came with challenges, and they were treated as alternating engineering exercises. “We would run Merlin until we ran out of hardware or did something bad,” Mueller said. “Then we’d run Kestrel and there was never a shortage of things to do.” For months, the SpaceX engineers arrived at the site at 8 A.M. and spent twelve hours there working on the engines before retiring to the Outback Steakhouse for dinner. Mueller had a particular knack for looking over test data and spotting some place where the engine ran hot or cold or had another flaw. He would call California and prescribe hardware changes, and engineers would refashion parts and send them off to Texas. Often the workers in Texas modified parts themselves using a mill and lathe that Mueller had brought out. “Kestrel started out as a real dog, and one of my proudest moments was taking it from terrible to great performance with stuff we bought online and did in the machine shop,” Mueller said. Some members of the Texas crew honed their skills to the point that they could build a test-worthy engine in three days. These same people were required to be adept at software. They’d pull an all-nighter building a turbo pump for the engine and then dig in the next night to retool a suite of applications used to control the engines. Hollman did this type of work all the time and was an all-star, but he was not alone among this group of young, nimble engineers who crossed disciplines out of necessity and the spirit of adventure. “There was an almost addictive quality to the experience,” Hollman said. “You’re twenty-four or twenty-five, and they’re trusting you with so much. It was very empowering.”

  To get to space, the Merlin engine would need to burn for 180 seconds. That seemed like an eternity for the engineers at the outset of their stint in Texas, when the engine would burn for only a half second before it conked out. Sometimes Merlin vibrated too much during the tests. Sometimes it responded badly to a new material. Sometimes it cracked and needed major part upgrades, like moving from an aluminum manifold to a manifold made out of the more exotic Inconel, an alloy suited to extreme temperatures. On one occasion, a fuel valve refused to open properly and caused the whole engine to blow up. Another test gone wrong ended up with the whole test stand burning down. It usually came to Buzza and Mueller to make the unpleasant call back to Musk and recap the day’s foibles. “Elon had pretty good patience,” Mueller said. “I remember one time we had two test stands running and blew up two things in one day. I told Elon we could put another engine on there, but I was really, really frustrated and just tired and mad and was kinda short with Elon. I said, ‘We can put another fucking thing on there, but I’ve blown up enough shit today.’ He said, ‘Okay, all right, that’s fine. Just calm down. We’ll do it again tomorrow.’” Coworkers in El Segundo later reported that Musk had been near tears during this call after hearing the frustration and agony in Mueller’s voice.

  What Musk would not tolerate were excuses or the lack of a clear plan of attack. Hollman was one of many engineers who arrived at this realization after facing one of Musk’s trademark grillings. “The worst call was the first one,” Hollman said. “Something had gone wrong, and Elon asked me how long it would take to be operational again, and I didn’t have an immediate answer. He said, ‘You need to. This is important to the company. Everything is riding on this. Why don’t you have an answer?’ He kept hitting me with pointed, direct questions. I thought it was more important to let him know quickly what happened, but I learned it was more important to have all the information.”

  From time to time, Musk participated in the testing process firsthand. One of the more memorable examples of this came as SpaceX tried to perfect a cooling chamber for its engines. The company had bought several of these chambers at $75,000 a pop and needed to put them under pressure with water to gauge their ability to handle stress. During the initial test, one of the pricey chambers cracked. Then the second one broke in the same place. Musk ordered a third test, as the engineers looked on in horror. They thought the test might be putting the chamber under undue stress and that Musk was burning through essential equipment. When the third chamber cracked, Musk flew the hardware back to California, took it to the factory floor, and, with the help of some engineers, started to fill the chambers with an epoxy to see if it would seal them. “He’s not afraid to get his hands dirty,” Mueller said. “He’s out there with his nice Italian shoes and clothes and has epoxy all over him. They were there all night and tested it again and it broke anyway.” Musk, clothes ruined, had decided the hardware was flawed, tested his hypothesis, and moved on quickly, asking th
e engineers to come up with a new solution.

  These incidents were all part of a trying but productive process. SpaceX had developed the feeling of a small, tight-knit family up against the world. In late 2002, the company had an empty warehouse. One year later, the facility looked like a real rocket factory. Working Merlin engines were arriving back from Texas, and being fed into an assembly line where machinists could connect them to the main body, or first stage, of the rocket. More stations were set up to link the first stage with the upper stage of the rocket. Cranes were placed on the floor to handle the heavy lifting of components, and blue metal transport tracks were positioned to guide the rocket’s body through the factory from station to station. SpaceX had also started to build the fairing, or case, that protects payloads atop the rocket during launch and then opens up like a clam in space to let out the cargo.

  SpaceX had picked up a customer as well. According to Musk, its first rocket would launch in “early 2004” from Vandenberg Air Force Base, carrying a satellite called TacSat-1 for the Department of Defense. With this goal looming, twelve-hour days, six days a week were considered the norm, although many people worked longer than that for extended periods of time. Respites, as far as they existed, came around 8 P.M. on some weeknights when Musk would allow everyone to use their work computers to play first-person-shooter video games like Quake III Arena and Counter-Strike against each other. At the appointed hour, the sound of guns loading would cascade throughout the office as close to twenty people armed themselves for battle. Musk—playing under the handle Random9—often won the games, talking trash and blasting away his employees without mercy. “The CEO is there shooting at us with rockets and plasma guns,” said Colonno. “Worse, he’s almost alarmingly good at these games and has insanely fast reactions. He knew all the tricks and how to sneak up on people.”