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Lucid new CEO: Silvio Napoli

It’s not like Lucid sits on a huge amount of inventory. They basically sell what they are able to make. Of course they need more sales but they need more inventory in order to sell more. And they need those sales not to come back for servicing 2 or 3 times. Operations and supply chain are the big needed skill sets.
 
I think he is right about Lucid having the core technology and expertise. Flawed software remains the major issue in fielding a car that not only wins awards, but wins the confidence of potential buyers. I liked his backing away from introducing a “bold new plan” on day one. A bit of humility coming into a new job is not a bad thing. Too many companies have suffered whiplash from new hires with no experience with the company who proffer a bold new vision that fails because it was not rooted in reality. My dad was a factory worker whose main complaint about management was they never walked the floor and talked to the employees about what was working and what wasn’t. I hope he walks the floor a bit before announcing a bold new vision. I also hope he will immerse himself in reading sites like this to learn from owners. I think he can soon learn the remarks he needs to take with a grain of salt and those that are worth pursuing..

For all of us, I hope he succeeds.
 
Need4Sleep said:
Having watched Cory Steuben's (Director of Cost Engineering and former assistant chief engineer to the midsize program) interview on Munro Live, I think they're well-poised to take on the midsize and robotaxi ramp-up. Before you jump at me and ask why would cost engineering affect software, I suggest watching the interview if you haven't yet. Cory walked through examples where the cost engineering helped re-think the software side (e.g. wake-up protocols)
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I watched that interview 2 days ago.

In short, I don't buy the mythical notion that working on multiped projects in parallel won't dilute resources. It is LaLaLand!
 
JerseyStrong said:
I think he is right about Lucid having the core technology and expertise. Flawed software remains the major issue in fielding a car that not only wins awards, but wins the confidence of potential buyers. I liked his backing away from introducing a “bold new plan” on day one. A bit of humility coming into a new job is not a bad thing. Too many companies have suffered whiplash from new hires with no experience with the company who proffer a bold new vision that fails because it was not rooted in reality. My dad was a factory worker whose main complaint about management was they never walked the floor and talked to the employees about what was working and what wasn’t. I hope he walks the floor a bit before announcing a bold new vision. I also hope he will immerse himself in reading sites like this to learn from owners. I think he can soon learn the remarks he needs to take with a grain of salt and those that are worth pursuing..

For all of us, I hope he succeeds.
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Exactly, which is why I trust engineers with more traditional and old school, hands-on experience. They understand that knowing when not to talk can be just as important as knowing when to talk.
 
BS8899 said:
I watched that interview 2 days ago.

In short, I don't buy the mythical notion that working on multiped projects in parallel won't dilute resources. It is LaLaLand!
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Meanwhile everyone I work with in my group routinely juggles multiple projects at once, and we all still deliver.
 
gaskiller said:
Lucid doesn’t need an engineer or software CEO. Right now, they need someone who can help them expand internationally.

What’s the point having a young inexperienced CEO who posts hype all the time?

We had an engineer and look where he got us?

You need someone who understands supply chain, logistics, manufacturing and has international contacts.

People think, hey, look at Tesla and Rivian, we need someone young and hip? That’s not what Lucid needs right now. They need EXPERIENCE!

Seems like a reasonable pick.
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Unless they change their business model, Lucid is a DTC company. They need someone who excites people about buying the product. The Bloomberg interview showed a tired and uninspiring B2B exec.
 
prgarg said:
Unless they change their business model, Lucid is a DTC company. They need someone who excites people about buying the product. The Bloomberg interview showed a tired and uninspiring B2B exec.
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And sometimes boring and stable is a good thing.
 
gaskiller said:
We had an engineer and look where he got us?
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Where Peter Rawlinson got us was to the most efficient EV powertrain on the market, the most cleverly-packaged vehicle ever, the best ride/handling combo in the vehicle class, and the most forward-looking styling in the automotive world. And he brought the biggest basket of automotive awards to a launch vehicle in the history of the industry.

Unfortunately, he had a colossal blind spot when it came to user software and its importance in the modern car market.

He was also perhaps not the best at production and sourcing logistics, but he was also working at a time of historic disruptions in global supply chains without the leverage of a large company's volume behind him. And a CEO doesn't need those skills himself. He only needs to know how to hire the right people for that part of the business.

Without the foundation Peter Rawlinson laid at Lucid, it really wouldn't be a car company as worth being kept alive as this one.
 
hmp10 said:
Where Peter Rawlinson got us was to the most efficient EV powertrain on the market, the most cleverly-packaged vehicle ever, the best ride/handling combo in the vehicle class, and the most forward-looking styling in the automotive world. And he brought the biggest basket of automotive awards to a launch vehicle in the history of the industry.

Unfortunately, he had a colossal blind spot when it came to user software and its importance in the modern car market.

He was also perhaps not the best at production and sourcing logistics, but he was also working at a time of historic disruptions in global supply chains without the leverage of a large company's volume behind him. And a CEO doesn't need those skills himself. He only needs to know how to hire the right people for that part of the business.

Without the foundation Peter Rawlinson laid at Lucid, it really wouldn't be a car company as worth being kept alive as this one.
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Exactly. Never throw shade at the people who came before you because you wouldn't be standing where you are if it weren't for them.
 
socktucker said:
Do you run a car manufacturer in debt to PIF?
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No but I do work in a multi-billion dollar company that's one of the largest among its class in the world. And we're routinely asked to do things nobody has done before all the while we've got EU regulators breathing down our necks. And I'll gladly stick my neck out to defend and justify my work.

It'll take more than a billion-dollar portfolio to get my nervous.
 
nashvillelucid said:
It’s not like Lucid sits on a huge amount of inventory. They basically sell what they are able to make. Of course they need more sales but they need more inventory in order to sell more. And they need those sales not to come back for servicing 2 or 3 times. Operations and supply chain are the big needed skill sets.
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They have roughly 3,000 unsold Gravity by last count
 
prgarg said:
Unless they change their business model, Lucid is a DTC company. They need someone who excites people about buying the product. The Bloomberg interview showed a tired and uninspiring B2B exec.
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Hogwash……
 
Damn! The guy hasn’t even been doing the job for 48 hours and people are branding him a failure. I get the frustrations based on Lucid's track record, but it’s a bit rich to start throwing comments about his demeanor, clothing size choices and basing opinions on what a Google search delivered about him on whether he can do the job or not.

Give it 6,12,18 months. If things stay the same or take a backward step then criticize away but it’s completely unreasonable to just passing judgement after less than 48 hours in the role.
 
sri said:
I have issues with software and Lucid decided to send me mobile teach 65 miles to my home even after mentioned its software and he couldn't help me.
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This has started happening to me. Every time I call Customer Care or have a conference call with an executive at Lucid about the software issues I'm having, within a day or two I get a call from my mobile tech (a great guy) telling me he's been dispatched to my house. The last two times I've just told him not to waste either of our time, as we both know it's a software issue he can't resolve.

This has happened with the recurring issues with the rear hatch. The mobile tech has already replaced the latch and associated hardware on the off-chance the problem was hardware-related (and we both knew it wasn't). Yet they tried to send him again when the problems continued. The same thing with the VIBE led strip malfunctions in both our Gravities. The Service Center checked it out in one of the cars when it was in the shop for almost four weeks and reported back that it was a software issue. Yet, once again, Lucid tried to send the mobile tech out. If it were, in fact, a hardware issue with the strip itself, that can only be replaced by removing the dashboard which is a two-person multi-hour job that can only be done in a Service Center.

Instead of focusing on where the fixes need to happen, Lucid is just throwing money down the drain by throwing what they think is oil on the squeaky wheel.

Interestingly, while Lucid is willing to wear their mobile techs out on pointless service calls, I've never been put in touch with someone actually on the software team from which these problems emanate.
 
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