Daniel Ho

As a direct-report to Elon Musk, I am responsible for both Product and Program Management of all Tesla vehicles. Reporting to me are program managers responsible for overall program delivery of the full vehicle product. My team leads new programs from concept to launch, solving problems with cross-functional teams balancing schedule, cost and attribute performance. During my tenure we delivered and ramped Model Y and Cybertruck, launched new factories in Berlin and Texas and grew overall production volume from 0.5M to 1.85M cars per year while establishing foundational work on the future Robotaxi program. Working with the Exec Team, I established (and am responsible for) a 10yr product roadmap, defining a cadence of launches and upgrades for each Tesla product balancing corporate growth objectives, engineering bandwidth; factory and cell planning within an increasingly competitive and dynamic context.

Overall lead for the original Model 3 program, leading from concept to high-volume (13k/wk) including first production at a green-field factory in Shanghai. Model 3 became the highest selling EV in the world and remains the highest selling EV sedan, globally. Intimately engaged in problem-solving through-out the product development process and well-into ‘Production Hell’, e.g. led the project to build Model 3 on a new parallel, semi-manual line to meet production demand (first phone call to first car in 17 days). Responsible for driving down cost on Model 3, post-launch, while being responsive to customer feedback, upgrading product performance and features in a highly competitive segment. Architected and led the new (2024) “Highland” Model 3 program.

Led the Dual Motor (launch/ramp phase), Autopilot 1.0 and P90 Ludicrous programs

Industry focus on mining and oil and gas; functional focus on operations Quantified the wider economic impact of two projects (total ~$130B) under various execution models and provided guidance on external stakeholder engagement as part of a strategy project for a global Oil & Gas client. Conducted a capital optimisation study for a major ($15B) infrastructure project for a global mining client; identified opportunity to defer $1B of capital without impacting commissioning date. Delivered capex solutions for a global mining client to increase output at a dry bulk materials port facility at 50% of originally estimated capex. For the same client, led a port diagnostic to increase output at the port facility by 10% with zero capex. Delivered ~$8M of savings for a global packaging client as part of a wider procurement engagement.

As part of the Product & Business Strategy team, Asia-Pacific & Africa I was responsible for strategic planning of a global product platform and its derivatives. My specific responsibilities included: - Working with the Ford global network to identify and define new market or product opportunities that can improve platform profitability based on market trends, future competitive product actions or new regulatory requirements; - Leading a cross-functional team to define the investment, resources and timing required to implement future products or enter new markets; and - Developing business case proposals and program papers for review and approval by the senior management team.

Responsbile for managing a team with three main areas of responsibility: implemention of a new global product development system, program timing control and continuous improvement initiatives for Product Development in the Asia Pacific and Africa region.

Responsible for developing and managing a competitive strategy for In-Cycle product actions. Defined program/cycle plan spending, ensured program costs for In-Cycle actions were reflected in the Business Plan and confirmed programs were manageable within Product Development. Responsible for leading cross-functional team (including Marketing, Product Development, Purchasing, Manufacturing and Finance) though program conception, content refinement (financials/ feasibility), development of business case, program approval and hand-over to Product Development for delivery.

Ford Graduate Program. Project Engineer (Interior Systems) – Responsible for project managing a cross-functional design team including suppliers to deliver an interior system from program-start through to program-launch. Responsible for delivery of financial targets (variable cost and investment), customer (marketing) requirements, and corporate/legislative engineering standards. Development Engineer (Windnoise & Aerodynamics) – Based at the Ford test track, responsible for development and verification of vehicle windnoise and aerodynamic attributes using wind tunnels and anechoic chambers. Design Engineer - Computer Aided Design (CAD) and Computer Aided Engineering (CAE) – Responsible for detailed engineering of exterior and interior vehicle systems using computer-based engineering tools including solid modeling software (I-DEAS), Metaphase data management and Finite Element Analysis for CAE (safety, NVH and stress analysis).