I read that summary (still not a fan of Kyle’s “waste people’s time” business model), and I found a lot to agree with. It lines up with a few things I’ve been thinking about—maybe a bit of a hot take:
Rivian is clearly positioning itself as a lifestyle company. That’s not accidental—the market is over “car companies.” Historically they’re cyclical, low-margin, and tough businesses. If Rivian (or Tesla) can be something broader, the upside expands dramatically.
Tesla has leaned all the way in—AI, autonomy, Optimus—and successfully reframed itself as a tech company.
Rivian is trying a different path: brand, identity, Red Bull-style positioning, plus some AI. But it doesn’t have Tesla’s resources to fully pull that off.
And Lucid?
Lucid has doubled down on building the “best car”—efficiency, dynamics, packaging. But there are two big problems.
First, the market for that is shrinking. Even today’s buyers care more about software, autonomy, and tech experience. The next generation may not care about driving at all.
Second—and this may ruffle feathers—I don’t think Lucid is actually making “the best car” in any holistic sense. Yes, dynamically and from a packaging standpoint. But when you factor in reliability, software, and driver-assist capability, it’s hard to argue they are anywhere close to leading overall.
They’re trying to be the electric Porsche—but without the brand equity, build consistency, or ecosystem to support that positioning.
The hope is they fix execution, become a true engineering-led premium brand, and build from there. But the brand they’re actually creating isn’t landing that way—and they’re struggling to even approach Rivian, which itself isn’t exactly thriving.
Pretty rough outlook. And as someone who appreciates great driving dynamics, that’s not easy to say.