Jon McNeill

Right.

And that was religion there, partly driven by the fact they didn't want to be a typical car company.

They wanted to make you the car you wanted versus the car the car company wanted to sell.

Right.

And it's something everyone will nod their head to.

Fully customizable, of course.

Totally.

But that led to like 360,000 different combinations of a car that you could choose, which is driving a lot of clicks, plus a lot of decision fatigue for people.

And so we went and ran the data, my team ran the data, and we came back and figured out that people weren't buying 360,000 versions, they were buying two.

And it was either what is known today as a standard or a performance.

And so I went to the head of manufacturing, Greg Rykow, and the head of engineering, Doug Field,

I said, hey, look, I'm the new guy here.

I've never been in the car business, so I could be completely stupid about this.

But let me show what the data says.

The data says that out of all these 360,000 combinations of build to order, people are only buying two.

And what would it mean to you guys' side of the business if there were only two?

Exactly.

And that's exactly it.

And so Greg, who's running manufacturing says, oh my God,

I've been waiting for this day for somebody to really drive this because you know what that would do to our factory?