The Future of British Sports Cars

We talked a bit before, and in that conversation, you've talked about a future plan to break and rebuild the company.

What do you mean by that? Why is that the way to go at it? Back like that, that sounds foolish, scary, or a number of other things, but I promise you it's a really sensible approach.

Or really smart.

Well, we'd like to think so.

Yeah.

from the experience that both Daniel, Jenny and I have had.

So they're my co-founders.

Daniel was early at 12, spent time at companies like Disney and Uber and Jenny launched the first luxury electric boating company out of Norway and built it from zero through to first delivery.

So we've done this work a few times between us.

Perhaps I think as a team, we've launched probably more electric car companies than perhaps anybody else.

So it comes from that experience and seeing a time now, which is probably around 10 years ago or so when Tesla was at its hype, there was a lot of money being spent on email, much like there is in today's biggest ever build out with AI.

And so money seemed to be more readily available.

And what it meant was that there were quite a few companies that would maybe show a pretty picture of a car or a product, say they were going to build it, get billions of dollars of investment in and build the company out and then only plan on having a product out in many years to come.

So what you ended up having was this huge organization that you'd spent billions of dollars building, but it wasn't the right size for the company at the time.

And for us, that's not really the right approach.

Also, you end up bringing in different types of characters, different types of people into the business when it's scaling at that rate.

And so for us, when we talk about making and breaking the company, we're taking a strategic approach, we think, which is that you develop one vehicle first.

We do that in a limited number.

It's very focused.

It announces who Longboat is as a company.

We only build 150 of those.

And the company you need to build that product is very, very different to the company that you need to build product behind me um a much higher volume vehicle so instead of trying to build a company for that higher volume vehicle and causing a whole lot of problems and costing a huge amount of money certainly some excess would be spent within that we actually build the company for what's needed to now learn a whole lot have that team that core team that can do that then break it all apart and those that want to continue and those systems that should continue will do so otherwise you know we really should build it for that next stage of company yeah And I very much believe that's going to happen at least twice throughout our history.

So if I've got to write 150, what's sort of the next kind of even indicative size range of the volume for the next iteration and then the one beyond that?

It's a good question because what you're probably talking about there is this sort of valley of death.

So you have a small number of vehicles.