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Tesla’s sales recovery hinges on low-cost car running behind schedule—‘without a new model, things will only get worse’

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The excitement over Tesla’s robotaxi launch is subsiding as fewer social media videos are posted. It’s also been four days since CEO Elon Musk celebrated his first car driving itself from the factory to a waiting customer a half hour away without anyone inside or remotely controlling the vehicle. 

What’s left is the company’s daily grind of selling EVs in mass numbers, and there the outlook is poor, with the company flagging a revision in full-year guidance when it reports second-quarter earnings later this month. Musk’s singular focus on self-driving vehicles appears to have led him to neglect the carmaker’s core business, and now plans that were arranged last year to bring fresh product to market are again running behind schedule.

“Without a new model, things will only get worse. It’s their only chance in the near term to fill their production capacity of 3 million annual vehicles,” Stefan Bratzel, founder and director of Germany’s Center for Automotive Management, said in an interview with Fortune. He’s not convinced Tesla can grow its vehicle sales next year, let alone this year as Musk has promised.

“Elon Musk can argue robotaxis compete in a different market and point to Tesla’s market value all he wants—in my view he’s just putting on a brave face,” he said.

Tesla did not respond to a request by Fortune for comment.

Pace of sales drop expected to accelerate

When Tesla reports second quarter vehicle sales later on Wednesday, the company is expected to reveal an even steeper year-on-year drop than the 13% registered in the first quarter. 

The 383,000 vehicles projected would be its lowest delivery number for Q2 since 2022, when its two new factories in Austin and Germany were barely building any cars. The rate of descent is expected to accelerate to 14% based on the median estimate of analysts surveyed by Tesla. 

In the company’s well-informed fan community—where data is tracked religiously, disseminated real time via social media, and discussed online almost daily—many retail investors are bracing for a drop closer to 20% or worse.

Meanwhile in crucial markets like China, Tesla faces fresh competition from the likes of Xiaomi’s YU7, a crossover deliberately targeted at the Model Y. The YU7 has already attracted nearly 300,000 pre-orders in only an hour. 

Without new product, the company will not be able to meet its target for volume growth in 2025, itself a far cry from the original forecast of 20%-30% EV sales growth that Musk had predicated in October. The poor sales figures already reportedly cost one top executive his job.

Tesla has been promising more affordable models by June since early last year

The only new addition on the horizon to Tesla’s passenger car line-up, of which investors can be certain, is a CyberCab that comes without a steering wheel or pedals. it’s unclear whether there is any demand for a car that cannot be controlled manually. Even if Tesla re-engineered it to allow for human drivers, it only seats two, limiting it to a niche market.

“Without a new model they’ll keep on losing market share to BYD in China and Volkswagen Group in Europe,” Bratzel said. “Don’t forget they’ve also suffered a heavy image loss due to Musk’s political activities.”

Tesla knows this as well, and the company has repeatedly promised over the past 15 months it would accelerate the launch of new models, including more affordable ones, to the first half of this year. Yet the only all new model not previously in the product range is the single-motor Cybertruck RWD, which—while $10,000 cheaper—stripped away a lot of features, limiting its appeal.

Tesla fans have been waiting patiently for months, debating online what it could look like, designing their own renderings and comforting themselves that Musk still had until the end of June. 

‘Full utilization of our factories is the primary goal for these new products’

Yet just like the Roadster the CEO promised to reveal by the end of last year, the first half of 2025 came and went with no news about the more affordable models—despite repeated assurances from Tesla executives.

“We’re still focused on bringing cheaper models to market soon. The start of production is still planned for June,” finance chief Vaibhav Taneja said in April during the Q1 investor call. His colleague, chief vehicle engineer Lars Moravy, added there is “nothing blocking us from starting production within the timeline laid out”. 

This new timetable wasn’t pulled out of a hat. There was a very real reason Tesla claimed they could shave an average of six months off its original model launch timetable: Musk decided to switch the newer models from the CyberCab’s next-gen vehicle architecture to the existing Model Y/3 platform. The tactical rationale behind this is Tesla has too much installed production capacity which needs to be utilized to offset their fixed costs. 

“Models that come out in next months will be built on our lines and will resemble, in form and shape, the cars we currently make,” Moravy said on the call. “It’s important to emphasize that as we’ve said all along, the full utilization of our factories is the primary goal for these new products.”

Risk of cannibalization effect

Bratzel warns this limits their product differentiation, and poses a risk to existing models should they eventually be built. A fine balance has to be struck when moving downmarket. 

Reduce price too much and you’ll pull demand from higher margin products—what known in the industry as the dreaded cannibalization effect. On the other hand, reduce features too much and you won’t generate enough additional volume to justify the investment.

That’s why traditional car companies invest in new bodystyles or expand into new segments where they had no offer previously. Musk by comparison has favored the iPhone approach: design one killer product and manufacture it at a lower cost than the competition though massive economies of scale. 

But he lost his touch with the Cybertruck, which was supposed to do to the pickup segment what the Model Y did for SUVs, but floped. While Musk’s attention was diverted to politics and robots, car companies have been poaching his EV customers tired of buying effectively the same Model Y as almost six years ago. And that won’t likely change any time soon.

“They’ll have to bring a stripped-down Model Y, perhaps before the end of this year,” Bratzel predicts. This would be a cheaper version with fewer creature comforts, for example seats that use cloth instead of pricier synthetic leather. “We’ll just have to see how much of the existing Model Y volume it cannibalizes.”





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Construction workers are earning up to 30% more in the data center boom

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Big Tech’s AI arms race is fueling a massive investment surge in data centers with construction worker labor valued at a premium. 

Despite some concerns of an AI bubble, data center hyperscalers like Google, Amazon, and Meta continue to invest heavily into AI infrastructure. In effect, construction workers’ salaries are being inflated to satisfy a seemingly insatiable AI demand, experts tell Fortune.

In 2026 alone, upwards of $100 billion could be invested by tech companies into the data center buildout in the U.S., Raul Martynek, the CEO of DataBank, a company that contracts with tech giants to construct data centers, told Fortune.

In November, Bank of Americaestimated global hyperscale spending is rising 67% in 2025 and another 31% in 2026, totaling a massive $611 billion investment for the AI buildout in just two years.

Given the high demand, construction workers are experiencing a pay bump for data center projects.

Construction projects generally operate on tight margins, with clients being very cost-conscious, Fraser Patterson, CEO of Skillit, an AI-powered hiring platform for construction workers, told Fortune.

But some of the top 50 contractors by size in the country have seen their revenue double in a 12-month period based on data center construction, which is allowing them to pay their workers more, according to Patterson.

“Because of the huge demand and the nature of this construction work, which is fueling the arms race of AI… the budgets are not as tight,” he said. “I would say they’re a little more frothy.”

On Skillit, the average salary for construction projects that aren’t building data centers is $62,000, or $29.80 an hour, Patterson said. The workers that use the platform comprise 40 different trades and have a wide range of experience from heavy equipment operators to electricians, with eight years as the average years of experience.

But when it comes to data centers, the same workers make an average salary of $81,800 or $39.33 per hour, Patterson said, increasing salaries by just under 32% on average.

Some construction workers are even hitting the six-figure mark after their salaries rose for data center projects, according to The Wall Street Journal. And the data center boom doesn’t show any signs it’s slowing down anytime soon.

Tech companies like Google, Amazon, and Microsoft operate 522 data centers and are developing 411 more, according to The Wall Street Journal, citing data from Synergy Research Group. 

Patterson said construction workers are being paid more to work on building data centers in part due to condensed project timelines, which require complex coordination or machinery and skilled labor.

Projects that would usually take a couple of years to finish are being completed—in some instances—as quickly as six months, he said.

It is unclear how long the data center boom might last, but Patterson said it has in part convinced a growing number of Gen Z workers and recent college grads to choose construction trades as their career path.

“AI is creating a lot of job anxiety around knowledge workers,” Patterson said. “Construction work is, by definition, very hard to automate.”

“I think you’re starting to see a change in the labor market,” he added.



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Netflix cofounder started his career selling vacuums door-to-door before college—now, his $440 billion streaming giant is buying Warner Bros. and HBO

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Reed Hastings may soon pull off one of the biggest deals in entertainment history. On Thursday, Netflix announced plans to acquire Warner Bros.—home to franchises like Dune, Harry Potter, and DC Universe, along with streamer HBO Max—in a total enterprise value deal of $83 billion. The move is set to cement Netflix as a media juggernaut that now rivals the legacy Hollywood giants it once disrupted.

It’s a remarkable trajectory for Netflix’s cofounder, Hastings—a self-made billionaire who found a love for business starting as a teenage door-to-door salesperson.

“I took a year off between high school and college and sold Rainbow vacuum cleaners door to door,” Hastings recalled to The New York Timesin 2006. “I started it as a summer job and found I liked it. As a sales pitch, I cleaned the carpet with the vacuum the customer had and then cleaned it with the Rainbow.”

That scrappy sales job was the first exposure to how to properly read customers—an instinct that would later shape Netflix’s user-obsessed culture. After graduating from Bowdoin College in 1983, Hastings considered joining the Marine Corps but ultimately joined the Peace Corps, teaching math in Eswatini for two years. When he returned to the U.S., he obtained a master’s in computer science from Stanford and began his career in tech.

The idea for Netflix reportedly came a few years later in the late 1990s. After misplacing a VHS copy of Apollo 13 and getting hit with a $40 late fee at Blockbuster, Hastings began exploring a mail-order rental service. While it’s an origin story that has since been debated, it marked the start of a company that would reshape global entertainment.

Hastings stepped back as CEO in 2023 and now serves as Netflix’s chairman of the board. He has amassed a net worth of about $5.6 billion. He’d be even richer if he didn’t keep offloading his shares in the company and making record-breaking charitable donations.

Netflix’s secret for success: finding the right people

Hastings has long said that one of the biggest drivers of Netflix’s success is its focus on hiring and keeping exceptional talent.

“If you’re going to win the championship, you got to have incredible talent in every position. And that’s how we think about it,” he told CNBC in 2020. “We encourage people to focus on who of your employees would you fight hard to keep if they were going to another company? And those are the ones we want to hold onto.”

To secure top performers, Hastings said he was more than willing to pay for above-market rates. 

“With a fixed amount of money for salaries and a project I needed to complete, I had a choice: Hire 10 to 25 average engineers, or hire one ‘rock-star’ and pay significantly more than what I’d pay the others, if necessary,” Hastings wrote. “Over the years, I’ve come to see that the best programmer doesn’t add 10 times the value. He or she adds more like a 100 times.”

That mindset also guided Netflix’s leadership transition. When Hastings stepped back from the C-suite, the company didn’t pick a single successor—it picked two. Greg Peters joined Ted Sarandos as co-CEO in 2023.

“It’s a high-performance technique,” Hastings said, speaking about the co-CEO model. “It’s not for most situations and most companies. But if you’ve got two people that work really well together and complement and extend and trust each other, then it’s worth doing.”

Netflix’s stock has soared more than 80,000% since its IPO in 2002, adjusting for stock splits.

Netflix brought unlimited PTO into the mainstream

Netflix’s flexible workplace culture has also played a key role in its success, with Hastings often known for prioritizing time off to recharge. 

“I take a lot of vacation, and I’m hoping that certainly sets an example,” the former CEO said in 2015. “It is helpful. You often do your best thinking when you’re off hiking in some mountain or something. You get a different perspective on things.”

The company was one of the first to introduce unlimited PTO, a policy that many firms have since adopted. About 57% of retail investors have said it could improve overall company performance, according to a survey by Bloomberg. Critics have argued that such policies can backfire when employees feel guilty taking time off, but Hastings has maintained that freedom is core to Netflix’s identity. 

“We are fundamentally dedicated to employee freedom because that makes us more flexible, and we’ve had to adapt so much back from DVD by mail to leading streaming today,” Hastings said. “If you give employees freedom you’ve got a better chance at that success.”

Netflix’s other cofounder, Marc Randolph, embraced a similar philosophy of valuing work-life balance.

“For over thirty years, I had a hard cut-off on Tuesdays. Rain or shine, I left at exactly 5 p.m. and spent the evening with my best friend. We would go to a movie, have dinner, or just go window-shopping downtown together,” Randolph wrote in a LinkedIn post.

“Those Tuesday nights kept me sane. And they put the rest of my work in perspective.”



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‘This species is recovering’: Jaguar spotted in Arizona, far from Central and South American core

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The spots gave it away. Just like a human fingerprint, the rosette pattern on each jaguar is unique so researchers knew they had a new animal on their hands after reviewing images captured by a remote camera in southern Arizona.

The University of Arizona Wild Cat Research and Conservation Center says it’s the fifth big cat over the last 15 years to be spotted in the area after crossing the U.S.-Mexico border. The animal was captured by the camera as it visited a watering hole in November, its distinctive spots setting it apart from previous sightings.

“We’re very excited. It signifies this edge population of jaguars continues to come here because they’re finding what they need,” Susan Malusa, director of the center’s jaguar and ocelot project, said during an interview Thursday.

The team is now working to collect scat samples to conduct genetic analysis and determine the sex and other details about the new jaguar, including what it likes to eat. The menu can include everything from skunks and javelina to small deer.

As an indicator species, Malusa said the continued presence of big cats in the region suggests a healthy landscape but that climate change and border barriers can threaten migratory corridors. She explained that warming temperatures and significant drought increase the urgency to ensure connectivity for jaguars with their historic range in Arizona.

More than 99% of the jaguar’s range is found in Central and South America, and the few male jaguars that have been spotted in the U.S. are believed to have dispersed from core populations in Mexico, according to the U.S. Fish and Wildlife Service. Officials have said that jaguar breeding in the U.S. has not been documented in more than 100 years.

Federal biologists have listed primary threats to the endangered species as habitat loss and fragmentation along with the animals being targeted for trophies and illegal trade.

The Fish and Wildlife Service issued a final rule in 2024, revising the habitat set aside for jaguars in response to a legal challenge. The area was reduced to about 1,000 square miles (2,590 square kilometers) in Arizona’s Pima, Santa Cruz and Cochise counties.

Recent detection data supports findings that a jaguar appears every few years, Malusa said, with movement often tied to the availability of water. When food and water are plentiful, there’s less movement.

In the case of Jaguar #5, she said it was remarkable that the cat kept returning to the area over a 10-day period. Otherwise, she described the animals as quite elusive.

“That’s the message — that this species is recovering,” Malusa said. “We want people to know that and that we still do have a chance to get it right and keep these corridors open.”



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