Marks began interrogating various groups at the company to try to figure out their problems and to prioritize the issues plaguing the Roadster. He also put in some basic rules like making sure that people all showed up at work at the same time to establish a baseline of productivity—a tricky ask in Silicon Valley’s work anywhere, anytime culture. All of these moves were part of the Marks List, a 10-point, 100-day plan that included eliminating all faults in the battery packs, getting gaps between body parts to less than 40 mm, and booking a specified number of reservations.
