 Regarding autopilot and AI, our vehicle is now driven over half a billion miles with FSD beta, full self-driving beta, and that number is growing rapidly. We recently completed a 10,000 GPU cluster of H100s. We think probably bringing it into operation faster than anyone's ever board brought to that much compute per unit time into production since training is the fundamental limiting factor on progress with full self-driving and vehicle autonomy. We're also seeing a significant promise with FSD version 12. This is the end-to-end AI where it's a photon count in controls out. Really, you can think of it as just a large bit stream coming in and a tiny bit stream going out. Impressing reality into a very small set of outputs, which is actually how humans work. The vast majority of human data input is optics from our eyes. We are, like the car, photons in controls out with neural nets, just neural nets in the middle. It's very interesting to think about that. We will continue to invest significantly in AI development as this is really the mass game changer. Success in this regard in the long term, I think, has the potential to make tests the most valuable company in the world by far. If you have fully autonomous cars at scale and fully autonomous humanoid robots that are truly useful, it's not clear what the limit is. Regarding energy storage, we deployed four gigawatt hours of energy of storage products in Q3. As this business grows, the energy vision is becoming our highest margin business. Energy and service now contribute over half a billion dollars to quarterly profit. The Cybertruck, and a lot of people are excited about the Cybertruck. I am too. I've driven the car. It's an amazing product. I do want to emphasize that there will be enormous challenges in reaching volume production with the Cybertruck and then in making the Cybertruck cash flow positive. This is simply normal for when you've got a product with a lot of new technology or any brand new vehicle program, but especially one that is as different and advanced as the Cybertruck, you will have problems proportionate to how many new things you're trying to solve at scale. I just want to emphasize that what I think this is potentially our best product ever, and I think it is our best product ever, it is going to require immense work to reach volume production and be capital positive at a price that people can afford. Often, people do not understand what is truly hard. That is why I say prototypes are easy. Production is hard. People think it is the idea, or you make a prototype, you design a car. As soon as they are designing a car, if just anyone can do it, it does require taste. It does require effort to design a prototype. The difficulty going from a prototype to volume production is like 10,000 percent harder to get to volume production than to make a prototype in the first place, and then it is even harder than that to reach positive cash flow. That is why there have not been new car startups that have been successful for 100 years apart from Tesla. I just want to temper expectations for Cybertruck. It is a great product, but financially it will take a year to 18 months before it is a significant prize of cash flow contributor. I wish there was some way to that to be different, but that is my best guess. The demand is off the charts. We have over a million people who have reserved the car. So it is not a demand issue, but we have to make it. We need to make it a price that people can afford. Insanely difficult things. In conclusion, we continue to focus on ramping production while maintaining positive cash flow, and we continue to target and expect to have around 1.8 million vehicle deliveries as stated earlier this year. The Tesla AI team is, I think, one of the world's best, and I think it is actually by far the world's best when it comes to real-world AI. I will say that again, Tesla has the best real world AI team on earth, period, and it is getting better. Lastly, I wanted to thank all of our employees who are making a lot of extra effort during uncertain times. Thank you very much for your hard work and the impact that you are making. Thank you very much, Ilan, and our CFO Y Buff have some opening remarks as well. Thanks, Martin. A vehicle delivery is in Q3 out-based production, and we had yet another record quarter of profitability in our energy business. Congratulations to the Tesla team for the continued focus on operational excellence as we navigate through a period of economic uncertainty, higher interest rates, and shifting consumer sentiment. As Ilan mentioned, our Q3 operational and financial performance was impacted by planned downtimes for our factory upgrades. This was necessary to allow for further factory improvements and production rate increases. Despite such factory shutdowns, our cost per vehicle decreased to approximately 37,500. We saw sequential decreases in material cost and freight. Producing the cost of our vehicles is our top priority. On the operating expenses front, R&D expenses continue to rise due to cyber truck prototype builds and pilot production testing combined with spend on AI technologies like full sub-driving, Optimus, and Dojo. We have and will continue to make investments in these areas, and hence our capital expenditure and R&D will continue to grow in the near term. However, our focus is to continue making investments through positive cash flow from operations. This year itself, we have generated operating cash flows of approximately 8.9 billion and free cash flows of approximately 2.3 billion. Other businesses are becoming more prominent on a standalone basis with energy business leading the charge primarily from the growth in megabyte departments. Our services and other businesses on a year-on-year basis also continue to show positive momentum as we benefit from our going fleet. As regards our pricing strategy, in addition to what we have shared before, I want to elaborate that most car buying happens with one or other form of financing and hence we also view pricing in terms of monthly costs for the customer. And therefore, as interest costs in the U.S. have risen substantially, it has required us to adjust the price of our vehicles to keep the monthly cost in parity. We've tried to offset such adjustments by our focus on reducing costs. However, there is an inherent lag in cost reductions which in turn impacts margins. To that extent, we recently announced a partner vehicle leasing program in the U.S. whereby you can get a standard range model Y for as low as $399 a month. In conclusion, as we navigate through a challenging economic environment, we'll focus on reducing costs, maximizing delivery volumes, and continuing making investments in the future in particular AI and other next-generation platform. We believe this strategy positions as well for the long term. Once again, I would like to thank the Tesla team for their efforts in the last four. Thank you very much. And now let's go to investor questions. The first investor question comes from Craig. How many Cybertruck deliveries do you anticipate for 2024? It's difficult to make an accurate guess at this point. Going back to what I said earlier, the ramp is going to be extremely difficult. And like I said, there's no way around that. If we just try to do some copycat vehicle design of which there are literally 200 models that are slight variations on a theme in the Washington engine world, just distinctions without a difference, then it's really not that hard. But if you want to do something radical and innovative and something really special like the Cybertruck, it is extremely difficult because there's nothing to copy. You have to invent not just the car, but the way to make the car. So the more uncharted the territory, the less predictable the outcome. Now I can say that if you say, well, where will things end up? I think we'll end up with roughly a quarter million Cybertrucks a year. I don't think we're going to reach that output rate next year. I think we'll probably reach it sometime in 2025. That's my best guess. Thank you. The second question is, can you provide a progress update on the 4680 cell, particularly progress towards performance improvements and cost savings outlined on Battery Day? Thank you. Sure thing, Martin. 4680 cell production in Texas increased 40% quarter over quarter congrats to the Texas team for producing their 20 million cell off of line one. Texas is now our primary 4680 facility. We're heavily focused on quality. Scrap is down 40% quarter over quarter. With the increased volume and yield improvements, cell costs consistently improved month over month within the quarter, although we have a lot more work to do to achieve our steady state goals. And that is our priority. The Cybertruck cell with 10% higher energy than our Model Y cell started production on line two in Texas. This quarter, we convert to building 100% Cybertruck cells to simplify and focus the factory as we ramp all four lines in phase one over the next three quarters. Phase two of the Texas 4680 facility is currently under construction. The additional four lines incorporate further capital efficiencies over phase one, and our target is for them to start producing in late 2024. Lastly, in Cato, we're retooling to enable large scale pilot runs of our next generation cell designs. Cato's long term goal is to be the launch pad for new cells, one generation ahead of our mass production facilities enabling faster iteration and smoother ramp ups of new designs. Thank you. The next question from institutional investors, could you please provide an update on capacity expansion plans for companies, factories in Berlin and Austin and the opening schedule of Gigafactory in Mexico? Berlin and Austin factory, the current priority is actually to maximize the output from our existing lines by laser focusing on efficiency improvements. As always, maintaining a high quality and reducing per unit cost will be as critical as growing the production volume. For Mexico, we're working on infrastructure and factory design in parallel with the engineering development of the new production that will be manufactured there. That's all I can share. In Mexico, we're laying the groundwork to begin construction and doing all the long lead items, but I think we want to just get a sense for what the global economy is like before we go full tilt on the Mexico factory. I'm worried about the high interest rate environment that we're in. I just can't have said enough that the vast majority of people buying a car is about the monthly payment. As interest rates rise, the proportion of that monthly payment that is interest increases naturally. If interest rates remain high or if they go even higher, it's that much harder for people to buy the car. It's a bit counter-appointed. We are tracking, I believe, at this point for Model Y to be the selling car on earth, but not just in revenue, but in unit volume. If you compare that to the other vehicles that are number two and number three and whatnot, they cost much less than our car. We're just hitting low of large number of situations here. I know people want us to advertise and we are advertising. I think there is something to be gained on the advertising fund. I don't think it's nothing, but informing people of a car that is great, that they cannot afford doesn't really help. That is really the thing that must be sold is to make the car affordable or the average person cannot buy it for any amount of money. They can't afford it. This is a big deal. Okay. Thank you very much. The next question is, when do you expect Model 3 Highland to be available in the US? I just wanted to address that. Unfortunately, we don't answer product-related questions and timings on earnings calls, so let's go to the next one. Current sell side consensus assumes that Tesla will deliver 2.3 million vehicles in 2024, representing 28% growth versus 2023 guidance. Is this growth rate achievable without any mass market launches in 2024? When does Tesla expect to return to its 50% long-term cager? Thanks for the question. When we look at 2024, there are a lot of moving pieces. Elon just talked about what is happening in the microeconomic environment. We're focused on growing our volumes in a very cost-efficient manner and are carefully reviewing all our options and we'll be able to provide a much more meaningful update at our next earnings call. The risk of stating the obvious is not possible to have a compound growth rate of 50% forever, or you will exceed the mass of the known universe. I think we will grow very rapidly much faster than any other car company on earth by far. Thank you. Next question is, do you have an approximate timeline in mind for the robotaxi driven or non-driven? What excites you most about how this project is progressing? Well, the robotaxi is, like, necessarily non-driven. I guess I am very excited about our progress with autonomy. The end-to-end nothing but nets, self-driving software is amazing. I drive me all around Austin with no interventions. It's clearly the right move. It's really pretty amazing. And that same software and approach will enable optimists to do useful things and enable optimists to learn how to do things simply by looking. Extremely exciting. In the long term, as I mentioned before, given that economic output is a number of people times productivity, if you no longer have a constraint on people, effectively, you've got a humanoid robot that can do as much as you'd like, your economy is why is the infinite? Infinite for all intents and purposes. So I don't think anyone is going to do it better than Tesla, not by a long shot. Boss dynamics is impressive, but their robot lacks a brain, sort of like the visitor boss. You also need to be able to design the humanoid robot in such a way that it can be mass manufactured. And then at some point, the robots will manufacture the robots. Now, obviously, we need to make sure that there's a good place for humans in that future and we do not create some variants of the terminator outcome. So we're going to put a lot of effort into localize control of the humanoid robot. So basically, no one will be able to shut it off locally. And you can't change that even if you, like a software update, can't change that. It has to be hard coded. Thank you. The next question is, why was the price dropped on FSD if it is getting better and the robot taxi is expected so soon? Well, we just want to make it more affordable as more people will try it. Yeah, I think over time, the price of FSD will increase proportionate to its value. So it regard the current price as a kind of a temporary low. Thank you. The next question is, again, on FSD. Mercedes is accepting legal liability for when its level three autonomous driving system drive pilot is active. Is Tesla planning to accept legal liability for FSD? And if so, when? Well, there's a lot of people that assume we have legal liability, judging by the lawsuits. We're certainly not being let that off the hook on that front. Either we like, would like to or wouldn't like to. I mean, I think it's important to remember for everyone that Mercedes, the system is limited to two roads in Nevada and some certain cities in California. It doesn't work in the snow or the fog. It must have a lead car and mark planes, only 40 miles per hour. Our system is meant to be holistic and driving any conditions. So we obviously have a much more capable approach. But with those kind of limitations, it's really not very useful. You know, I think, so some people understand the profundity of the Tesla AI system, mostly very, very, very few. It's basically baby AGI. It has to understand reality in order to drive baby AGI. Thank you. The next question on Optimus. Will Optimus be working on Gigafactory lines next year? If so, how many would you guess will be deployed? I think at this point, we are not ready to discuss details of the Optimus program, but we will make provide periodic updates online. So as you can see where, you know, Optimus a year ago could barely walk. And now it can do yoga. So a few years from now can probably do ballet. Sounds good. And the last question from investors is, neural net path planning represent a significant advance in capability and safety for FSD. What steps is Tesla taking to make this technology available outside the U.S.? Yeah, our approach has been to try to get it, like the more places we try to make it work, the harder the problem is. So the reason we don't do it in all countries simultaneously is that it would take much longer to make it work anywhere at all. So that's why it's currently just North America. And also for most parts of the world, you have to get approval before deploying things. Whereas in the U.S., you can deploy things at risk or at least take liability for what you deploy. So it's, whereas most countries require some sort of extensive approval program. So we only want to go through that extensive program when we think it's kind of ready for prime time in that country. I apologize, it's not in those countries, but we keep finding ways to make it better. And it needs to drive such that it exceeds the, even uncivilized, it significantly exceeds the probability of injury of a human. It's significantly better, a lower probability of injury than a human by far. I think we're tracking to that point very quickly. Obviously in the past, I've been overly optimistic about this. The reason I've been overly optimistic is that the progress tends to sort of look like a log curve, which is that you have kind of rapid initial improvements that if you were to extrapolate that rapid, fairly linear rate of improvement, you get to self-driving quite quickly, but then the rate of improvement curves over logarithmically, it starts to asymptote. That's not happened several times. I would characterize that progress in real-world AI as a series of stacked log curves. I think that has also trained other parts of AI like LLMs and whatnot, series of stacked log curves. Each log curve gets higher than the last one, so if you keep stacking them, if you keep stacking logs, eventually you get to FST. Thank you. Let's now go to Annalisa's questions. The first question comes from Will Stein from Truist. Will, please go ahead and unmute yourself. Great. Thanks so much for taking my question, and thanks for all the updates today. We learned earlier on the call, it sounds like you don't think the truck will ramp to significant volume until its third year of production. Should we have a similar anticipation for the ramp of the next-gen platform, or is there any reason that we should be maybe more optimistic or pessimistic about the ramp profile there? Thank you. Yeah. I mean, to be clear, it's not really the third year of production. It's kind of like the 18th month of production is roughly, my guess. So it's just that this year spans next year, I guess in 2025. Technically, there are three calendar years in there, but there's actually only 18 months, not three years. I would be very disappointed if it took us, and that would be shocking if it took us three years. But 18 months from initial deliveries to reach volume and reach prosperity, with an immense, I can't tell you how much the blood sweat and tears level required to achieve that is staggering. I've been through it many times, and then here we go again. Similar path for the next-gen platform? I mean, there's like unique complexity to Cybertruck. Yeah. I mean, Cybertruck is speaking to us. Yeah. I mean, we dug our own grave with Cybertruck. Nobody, generally, nobody digs or graves better than themselves. And so, you know, it is, you know, Cybertruck is one of those special products that comes only once in a long while. And special products that come along once in a long while are just incredibly difficult to bring to market to reach volume, to be prosperous. It's fundamental to the nature of the newness. So now the sort of high-volume, low-cost small vehicle is actually much more conventional. Yeah. In terms of like the technologies we're putting into it, we didn't have to invent how to bend full hard, stainless steel or that mega 9,000 ton castings or the largest hot stamping in the world or a new high-volume. Evolutionary quite in the same way as Cybertruck. I think it will be quite a fast ramp. So as Lars was saying, we're doing everything possible to simplify that vehicle in order to achieve a units per minute level that is unheard of in the auto industry. Yeah. I mean, the single location makes it easier to automate. It also makes it lower cost. Yeah. Like it's intrinsically lower cost. Yeah. The specific there is it'll be cool, but it's utilitarian. It's not meant to be, you know, to fill you with, you know, all in magic. It's a, it can get you from here to be, it'll be so beautiful, but it's a, it's utilitarian, it's a utility. That's not 14 inches of travel on the suspension. Yeah, as an example. Yeah. So I mean, the Cybertruck has a lot of bells and whistles. All right. Thank you very much. Let's go to Pierre Ferragou from New Street Research. Hey, can you hear me fine? Yes. Yes. Hey, I have a first like a follow-up question on FSD and pricing and adoption. So I agree with you that as FSD improves, we should see its value increasing. But I guess like the ultimate values of FSD, which is to be able to handle like a robot taxi is not going to necessarily interest everybody. And you have a bit of a degraded version that would be like a chauffeur service where the car drives by itself, but you still have to be in the car and around. And then there is like the hands-on, eyes-on version of the service. And, and I guess, you know, there should be like much lower costs, lower feature kind of violence of the service that could have a very large penetration on your install base and more expensive ones that would remain at the lower penetration level. And so I'm just wondering if you're taking that. And last but not least, like the simplest version, FSD are available and are going to work from a technical perspective probably before like the ultimate robot taxi version can work, if ever. And so I'm wondering how you take that into account in how you're thinking like the financial contribution of FSD over time and whether you could evolve your pricing along that kind of tiers to increase a different. If fully autonomous vehicle, I think if you're, you know, sort of the economics of a fully autonomous vehicle are truly astounding in a positive way. When you look at passenger vehicles today, they only get about 10 to 12 hours of usage per week. That's, you know, if you drive an hour and a half a day on average, that's roughly 10 hours a week out of 168 hours. And then there's also you got to have parking and insurance. You got to take care of the car. It's like there's a lot of overhead. So I mean, yeah, it's like the economics of the system are just insanely positive. Given that the car, like all the cars we're making and have made for a while, we believe a cable of full autonomy. So then if you're able to say increase the utility of that car by a factor of five, which slowly means that you're being used for maybe 50 hours a week out of 168. So you're still not as, you're still assuming that still seems less than a third of the hours of the week are. It is doing something useful. You've increased the value of that by five, but it still costs the same. Like you have something, then we're a hardware company with software margins. Pierre, do you have a follow up? Yes, I have a few of them on a different topic for you. They have, if that's okay, it's about like your gross margin in the quarter. Could you give us a sense of like in how the gross margin evolved sequentially, how much was the impact of idle costs? How much was like the sequential benefit, I imagine of production ramping at Berlin and Austin. And then I saw like this massive jump in energy storage, very strong positive surprise. So if you can give us the background on that and tell us, you know, how we should think about that gross margin going forward. Thanks for that question. So in terms of you have a few different aspects of your question, so for, if I just look at from Q3 perspective, you know, obviously factory idle time had an impact. It did impact by, I mean, I won't give you the exact percentage, but it had a decent impact for the quarter. And, you know, when you look at other pieces which we're trying to do, we did see certain of our other factories ramping up pretty well, right? And they actually contributed pretty well to the margin for this quarter. In fact, one of the factories came pretty close to in terms of where it costs to where we are for one of our other established factories, which is Fremont. So that was positive in the quarter. And when it comes to energy margins, you know, the mega pack deployment was the key driver there. And that product has done well. I mean, on the Costco also, we've been able to do a lot there, but I do want to caution that, you know, mega pack departments are a bit lumpy. So yes, we had a great quarter of this period, but depending upon where we are trying to deploy that product in different markets, you would see periods where there would be downward pressure on deployment because of us trying to get the product to that place. Yeah, product in transit. Yes. Okay. Thank you very much. Let's go to Rod Lash from Wolf Research. Rod, feel free to unmute yourself. Thanks. Really nice to see the rate of vehicle cost improvement despite the downtime that you took. You've taken now about $2,000 out of the average vehicle cost over the past year. Can you give us maybe a sense of the rate of improvement that you see from the changes that you alluded to, the factory changes you alluded to? Is there a way maybe to convey the speed of improvement on your existing product from here? And then related to that, can you share the timing of your next gen that the lower priced product that you talked about earlier this year? Yeah, so just in terms of product margins, there are lots of puts and takes when you look at this. There are certain things which we control and there are certain things which we don't control. We expect that we'll get some benefits from our cost reduction efforts, which are all underway. On the other hand, we just finished our factory upgrades late in Q3. Some of these factors are still in the early ramp phase in Q4. We're still not up to where we want those factors to be. So they'll impact in the near term. Plus, like Elon mentioned, we're going to be ramping Cybertruck, which is going to be another headwind, which we'll be dealing with. On top of all that, there's overall uncertainty in the macro environment, which even makes it harder to predict precisely as to where we land. But just this is something which, you know, it's an evolving thing which we're observing every day and reacting to it on a daily basis. I would just say that on the cost reduction efforts, like we are not, we're unflagging in our pursuit of additional cost downs for 2024. We do have a good pipeline of them in work on both the engineering side and the factory operation side. And, you know, our intention is to like maintain or exceed the trend that you saw. We're trying as hard as we possibly can. The timing of the next-gen product. Can you share that? I wrote it this time. Okay. And just as a follow-up, obviously price is also a driver of demand, but that's obviously not happening in a vacuum. And you mentioned that, I think you mentioned at some point during this call that you're also maybe hitting the law of large numbers on some of your products. Can you just share how you're thinking about price elasticity just at this point and in this macro environment and any thoughts along those lines? I think that there's very significant price elasticity. I mean, to be totally frank, if our car costs the same as a RAV4, nobody would buy a RAV4, or at least that, very unlikely to. It's worth noting that a lot of these incentives, like the tax credit and whatnot, they're actually very difficult for the person to access because most people do not have 10 grand or even $7500 for running a whole in their bank account. Large number of people are living paycheck to paycheck and with a lot of debt. They could credit card debt, mortgage debt. So that's reality for most people. It's sometimes difficult for people who are high income owners and I'd say high be like someone who's earning over $200,000 a year to understand what life is like for someone who is earning 50 or 60 or 70,000 dollars a year, which is most people. So for a lot of people, these tax credits just, they can't front $75 or $1 for 18 months or even six months to get for the tax credit. And they actually don't, in some cases, even have that, then I'm saying $500 in taxes. It's really just, the vast majority of people is, how much money do they have to pay immediately and how much per month, that's it. I think it's off right there. Our car is so much more expensive than a rep or when you look at it that way. Yeah, one other thing which I'll add, when you look at car buying in general, we're trying to get to the next set of EV adapters. Not an EV adapter, just who wants a great car. Exactly. So now you get these honestly, I would say it's somewhat correlates with the why doesn't everyone work from home crowd? I mean, this is like some real Mario Antoinette vibes from people that say, why does everyone work from home? What about all the people that have to come to the factory and fill the cars? What about all the people that have to go to the restaurant and make your food and deliver your food? It's like, what are you talking about? I mean, how detached from reality does work from home crowd have to be? While they take advantage of all those who cannot work from home. I mean, you have to say, why did I sleep in the factory so many times? Because it mattered. So I just can't emphasize again how important cost is. It's not an optional thing for most people. It is a necessary thing. We have to make our cars more affordable so people can buy it. And I keep harping on this interesting, but I mean, it just raises the cost of the car. I mean, we're looking at an internal analysis, which I think is more or less on track that when you look at the price reductions we've made in say Model Y, and you compare that to how much people's monthly payment has risen due to interest rates. The price of the Model Y is almost unchanged. If you factor in the change in their projects. Yes, which is what I'm trying to say. The thing that matters is the monthly, how much money do I have to put down? And do they literally have that in their bank account or will the check bounce? And then how much is the monthly payment? And it doesn't matter if that monthly payment is principal interest or whatever. It's just a number and that number has to not cause their bank account to go negative. That's it. So going from near zero interest rates to the current very high interest rates, the actual monthly payment is basically the same. It's just a bunch more of it is going to interest. And there are some incremental challenges beyond that, which is the difficulty of getting credit at all has increased. And so the number of people who simply cannot get credit, period. Even if they've got a job and everything's solid, the banks are a little gun shy on handing out credit given that a bunch of them kicked the bucket earlier this year. Yeah, there's also just fewer options, even if they will hand out credit. There's a few banks to go there. There's your banks don't exist. Well, if your bank does not exist, you have to establish a relationship with a new bank. And so a lot of regional banks are dying. And I mean, even credit suites. I mean, geez, that's that was a shocker. In a 160 year old ish Swiss institution that doesn't exist anymore. That's mind blowing. And I think there's still quite a few shoes to drop on the bad credit situation. There's a commercial real estate obviously is in a terrible shape. Credit card debt has been rising significantly. The credit card interest rates are usurious. Over 20% interest rates, meaning like which over time is just becomes I was extremely punishing because if somebody's paying 20% interest on the credit cost means they cannot pay them off. You cannot pay them off and you're still accruing interest at 20%. That's headed to a bad place. Thank you. Let's go to the next question from George from kind of courts. Thank you for taking my question. Just to focus on the cost per vehicle coming down in future quarters as you discussed in your written remarks. I'm curious as to what the levers of that could be. Is it more scale, more factory utilization? Is it material cost reductions? Are there things like giga casting? I mean, could you just kind of give us some data points to give us confidence that that's going to come down over time? And if I can sneak one in, please. There are press reports. And I know how perilous it is to believe some of these. But they say that you've included radar as an option and some model wise in China. And I'm just here to ask if that's true. And if so, why? Thank you. We've not included radar. We have radar as a Tesla designed radar as an experiment in the model SNX. That's it. We'll see whether that experiment is worth it. But there are no plans to integrate radar into three and why. Just as humans drive well, and in fact an excellent human driver can drive with amazing safety simply with their eyes. The car will far exceed the opportunity of safety just with vision far, far, far. Because I mean, the car is looking in old directions at once. We don't have eyes in the back of my head. So and the computer never gets tired and never gets distracted, get drunk, hopefully. And so radar is, what really matters is how much does it affect the probability of an accident? And in order for the radar to be effective, you have to be able to do radar-only braking or you have to do actions that are radar-only. Otherwise, you get this disambiguation problem between vision and radar. That's why we actually turned off the radar in cars historically that we hatched. It's all three and why I used to have radar, but we turned it off because the radar actually generated more noise than signal. Now the Tesla designed radar is a high-resolution radar that has some potential to be useful, but the jury is still very much out on whether that is in fact the case. On the cost question, I guess from the vehicle side, as Drew mentioned earlier, we are always trying to engineer our products to be cheaper to make and more efficient to make. That comes obviously on the engineering side as we come up with new innovations, but as well on the supply chain side with our partners, we work with them to automate some of their lines, remove their bottlenecks and their high costs as well on the logistics side, getting parts to the factory. It's not like a one thing that you have to, you have to attack cost everywhere and we do it ruthlessly at all times. Efficiency, all of the above. Yeah, I would say there's a whole bundle of things which we are chasing. We internally call it the cost attack where we literally go in line by line and say, how can we make it better? And it's a grind. It's like Game of Thrones, but pennies. First approximation, if you've got a $40,000 car, and roughly $10,000 items in that car, that means each thing on average costs $4. So in order to get the cost down, say by 10%, you have to get $0.40 out of each part on average. It is a game of pennies. We play it willingly. Yeah, we've done it many, many times. And even something as simple as like a sticker, like there's too many stickers internally in the car that nobody ever sees. Something as simple as a QR code. You might think, well, putting a QR code on part one, or just put it on there. It's like, well, are we actually going to use that QR code? Not so penny. Yeah, exactly. And then, notably, sometimes the QR code doesn't go on properly, you can't read it properly, and it stops the line. It's more than penny. Yeah, absolutely. Just chipping away with it. I mean, it just feels like digging a tunnel with a spoon at times. Very much escaping for something. Yeah. You know, on top of it, like we said, we did some factory upgrades, so we expect volume to go up. That would also bring some savings from higher production. But then on the flip side, we're going to be ramping a new product like Cybertruck, which we talked about. So, yeah, so those are the real important takes which we are working through. Yeah, but there's not like some accidentally, you know, some break of goal that we've fought in the car, unfortunately. And it's, you know, we're trying to be very rigorous about improving the quality and capability of the car, because it's like, any fuel can reduce the cost of a car by making it worse. It's just, you know, deleting functionality and capability. That's what I'm calling this, sort of any fuel. It's like, if you want to lose weight, and you say, well, I need to lose 15 pounds right away, well, you could chop your arm off, but then you're sitting there with one arm, and you're still fat. So, sort of like, yeah, yeah, you actually have to eat less food and work out. That's the actual way. And doctors advice. Yeah, so, you know, super fun, because food is delicious. And, personally, I'm not, I don't love working out. I know some people do, I wish I did, but I don't. Unless moving the mouse consists of working out, in which case I love moving the mouse. All right, let's go to Colin Langham from Wells Fargo. Colin, can you unmute yourself? Oh, sorry about that. Do you hear me now? Yes. Love you. Oh, great. Thanks for hearing my question. You said in a commentary that you're not going full tilt on a plant in Mexico until there's signs that the economy is strong. Can you continue at a 50% kager without that plant? And where would that come from? And any color on what you mean, sort of not going full tilt, could that plant get delayed indefinitely? Or what are you kind of talking about? No, we're definitely making the factory in Mexico. We feel very good about that. We put a lot of effort into looking at different locations, and we feel very good about that location. And we are going to build a factory there. That's going to be great. The question is really just one of timing. And there's going to be a broken record on the interest front. The interest rates have to come down. If interest rates keep rising, you just fundamentally reduce portability. It is just the same as increasing the price of the car. So I just don't have visibility. If you can tell me what the interest rates are, I can tell you when we should build the factory. We're going to build it. And I think we'll start the initial phases of construction next year. But I am still somewhat scarred by 2009 when General Motors and Chrysler went bankrupt. So well, that's now 14 years ago. That is serrated into my mind with a branding iron. Because Tesla was just hanging on by a thread during that entire time. And we closed off financing around 2008 at 6 p.m. December 24th, Christmas Eve. And if we had not closed that financing round, we would have bounced payroll two days after Christmas. So we actually closed that round on the last hour of the last day that it was possible. Stressful, to say the least. And then barely made it through 2009. So I don't want to be going at top speed into uncertainty. A lot of war is going on in the world, obviously, as well. So we have room here, like in Kington, Texas. We still have room in this building. It's not full with Cybertruck, MLY, and there's plenty of growth opportunities still to have inside the building where our team already is. We also have 2,000 acres here. There's also a bunch more. We're actually only occupying a tiny corner of the land that we are. So we could technically do all the scaling just here. I mean, personality is our biggest challenge in that the greater Austin area only has generously the greater Austin area only has 2 million people. So people are moving here and they're willing to move here. But there is somewhat of a housing crisis. They've got to live somewhere. So I don't know. I mean, I'm just curious. Saying things will be bad, I'm just saying they might be. And I think like Tesla is an incredibly capable ship, but we need to make sure, if the macroeconomic conditions of stormy, even if the best ship is still going to have top times, the weaker ships will sink. We're not going to sink, but even a great ship in a storm has challenges. Now, that storm will apply to everyone. That just starts and not just the auto industry. So apart from necessary sort of staples like food and stuff. But I don't know. If interest rates start coming down, we will accelerate. All right. If anybody's got any guesses on this, I'd love to be less wrong. And I apologize if I'm perhaps more paranoid than I should be, because that might also be the case. Because I'm at PTSD from 2009, big time. And in 2017 through 2019, we're not picnic either. That was very tough going. So the water industry is almost cyclic, because people can't hesitate to buy a new car if there's uncertainty in the economy. So part companies do very well in good economic times. And they don't do as well in tough economic times. So it's just, whereas if somebody's selling bread, then I think people slink out bread. Yeah. Yeah, if you need food all the time. But new car, you don't have to have bread. Especially if there are wars going on, and then that impacts your sentiment. Yeah. I mean, people are reading about wars over the world. Flying a new car tends to not be front of mind. All right. Unfortunately, that's all the time we have today. Thank you very much for all of your good questions, and we'll see you again in three months. Thank you very much.