FWIW, I watch YouTube videos on 1.5x-2X speed. Saves a lot of time and long videos are not a worry. And if you have premium, you can watch on 3x which helps on Out of Spec reviews videos.I just forced myself to sit through this whole video.
1. This is one of my favorite YouTube channels.
2. I desperately want Lucid to succeed.
3. I cannot disagree with anything Fenske said, as at one time or another I have had almost every issue he's seen with either our Air or our two Gravities.
The channel has over 4 million subscribers. The video topped 6,000 views in the first two hours. It accumulated almost 2,000 comments in that same two hours.
Damn it all, Lucid. Get your software in hand while you still can, even if it means you have to stop development of the Earth. You're entering a suicide spiral if you don't.
It sucks... And it doesn't. It sucks for him and those of us who have had these issues. But it squarely shines a light on the desperate need for improvement if the company is going to improve and survive. I applaud him for broadly calling out lucid to force them to fix things.
I think we (older, successful people) greatly underestimate how difficult this task is with current generation of workforce. The world seems to be full of talented programmers until you need to hire a few for your company. Best ones are already locked in with stock options by the likes of Elon, so a newer player like Lucid might have a real struggle to create a robust software team with appropriate skills.They need some *young* ambitious and talented people to take the metaphorical wheel in the software division. Honestly, they probably only need a few people... But the right people.
Agreed. This is the conundrum that Lucid is in. I like to compare Lucid to Porsche to show advantage an established auto company has. With Porsche they could use the Tycan as their Lucid Air equivalent. Use it to test their ideas, implement engineering exercises, etc. but the Tycan did not have to be a major success. They still had the high selling ICE Cayenne and Macan, and of course high profit margin 911. Meanwhile they were developing the Cayenne EV for many years and not under pressure to release it soon. They could take their time. Modify their software to correct Tycan issues, improve packaging, charging, etc. Yes, there is the issue with how they adapted to Tesla opening up chargers and having to add NACS in a less than elegant way (one disadvantage to being old school company - changes are harder). But you can bet that when the Cayenne is release next summer, it will be much better sorted with solid stable software. They have had the luxury of not being rushed to market to keep money coming in. Yes I know that the Cayenne is over priced compared to Gravity but there are a lot of people out there willing to pay that premium for a solid, well sorted vehicle. Hopefully Lucid can have the Gravity software fully stable by next summer in time to compete with the Porsche as well as GM, Genesis and other EVs with stable software. Currently Lucid is fortunate that Tesla has ignored significant updates of Model S and Model X.I think they've made a calculated decision to sell as much as possible, even if the software quality is poor. It's a Hail Mary to stay in business and hit their targets. What's better? Take the time to improve the software significantly and risk going out of business, or sell bugged cars and take a chance that enough people will still be happy enough to keep buying, until you fix your problems?
You definitely can't attract talented programmers with stock options of a rapidly falling stock.I think we (older, successful people) greatly underestimate how difficult this task is with current generation of workforce. The world seems to be full of talented programmers until you need to hire a few for your company. Best ones are already locked in with stock options by the likes of Elon, so a newer player like Lucid might have a real struggle to create a robust software team with appropriate skills.
though retired, I'm still connected to the engineering world here in SV. i won't name any names, but they have hired some people from these companies over the years. so far it hasn't helped.They honestly need to reach out for 3rd party l external help from a company like Google, Microsoft, or Apple to help them. I understand they are stoic and want to do everything in-house... But they need to know their limits.
For sure. They need to open the wallet and bring a small group of seriously talented people. Not for nothin', but AI-driven coding tools such as Claude Code could peruse their code base, build an understanding from top down, then go to work on finding the root cause of so many of the issues that are being reported, especially if different teams are responsible for different parts of the architecture. I say that as someone who spent 10+ years building out a software architecture and have recently made the transition to incorporating the use of tools such as Claude Code. They're not perfect, but in the hands of an experienced developer, they can do great things and ABSOLUTELY help debug complex issues.You definitely can't attract talented programmers with stock options of a rapidly falling stock.
The software issue is twofold. Yes, it’s bad. But what makes it worse as that they chose to release it, to advertise and sell it, in this condition. Which means Lucid on some level considers it good enough.He ended by saying only what most of us here know in our heart of hearts: Lucid products are an engineering tour-de-force when it comes to driving dynamics, space utilization, efficiency, and style (and I would add structural solidity).
But their software can make them a torment to own some days.
. . . they chose to release it, to advertise and sell it, in this condition. Which means Lucid on some level considers it good enough.
his job is to inerface with investors not forum nerdsWonder if CEO gets feedback on what is being posted here.
Yeah, but the software to made sure all they achieved is forgotten easily.Per Bob Lutz in his recently posted interview, U.S. automakers need to catch up to China’s ability to develop new models within 24 months; in the U.S., the process typically takes about 36 months.
Yet, with far fewer resources—and as a startup—Lucid will have launched three entirely new models built on distinct platforms within just six years of its founding. Both the Air and Gravity have earned significant industry recognition and numerous awards.
In my view, what Lucid has accomplished is truly remarkable.
Both the Air and Gravity have earned significant industry recognition and numerous awards.
the Gravity locked the Consumer Reports guy out of his carThe Gravity couldn't even make the finalist list of the SUV of the Year Award.
I think that's because when the Air came out, it was so mind blowing compared to the competition, that almost everyone decided to ignore the software issues. In the meantime tho, the competition has caught up consistently, and there are a lot more options. While the Gravity is arguably an engineering feat, overall, the difference between it and the latest competition is not that exceptional, to woo people the way the Air has, to the point where they ignore the software issues and sprinkle it with awards.The short list of relatively minor awards the Gravity has won pales in comparison to the long and impressive list of Air awards. Yet, having owned Airs and Gravities, I would say the Gravity is a considerably more-evolved product than the Air on every front other than software (which was terrible at launch in both products).
The Air walked away with the Car of the Year Award. The Gravity couldn't even make the finalist list of the SUV of the Year Award.
The forbearance for software issues with an automaker's first model doesn't appear to carry over into its second model . . . and will even less so with its third. In part, this is because Lucid's strategy is to move into increasingly-wider markets with each model. This means Lucid is moving away from well-heeled, multi-car owners with early-adopter tolerance for immature features toward more financially-constrained customers who put greater premiums on dependable usability.