Tesla Goes Hunting for Talent as Musk Bets on a 100GW U.S. Solar Push

Tesla has started recruiting senior engineers and scientists to scale up U.S. solar module manufacturing as part of Elon Musk’s 100GW deployment target, with an internal deadline of the end of 2028. The effort confronts a domestic shortage of cell production, entrenched Chinese dominance, and the political and technical obstacles that have stymied past U.S. solar manufacturing plans.

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Key Takeaways

  • 1Tesla posted recruitment for senior solar manufacturing roles as it aims to become the largest U.S. solar module maker and reach 100GW of deployed capacity by end-2028.
  • 2The U.S. faces a cell-production bottleneck—about 65GW of module capacity versus only 3.2GW of domestic cell capacity—making rapid scaling difficult.
  • 3Tesla unveiled a new solar cell at its Buffalo plant and reportedly visited major Chinese photovoltaic firms, signalling pragmatic engagement with established supply-chain leaders.
  • 4Past ambitions, including SolarCity’s 1GW plan for Buffalo and other Biden-era manufacturing announcements, have often failed to reach promised output amid competition from Asia and policy uncertainty.
  • 5Success would require substantial capital, supply-chain development and stable political support; failure would underscore the limits of corporate-led reshoring in the face of Chinese industrial scale.

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Strategic Analysis

Tesla’s recruiting blitz is both a corporate pivot and a strategic signalling exercise. If executed, a large‑scale Tesla cell and module manufacturing capability in the United States would reduce dependency on Asian supply chains, support the electricity demands of AI-era data centres, and reposition Tesla as a vertically integrated energy company rather than solely an automaker. But the more likely near-term outcome is mixed: Tesla can accelerate product development and demonstrate prototypes, yet turning that into gigawatt-scale commercial cell lines requires patient capital, supplier ecosystems and predictable industrial policy—elements that have been inconsistent in the U.S. The political calendar and trade dynamics with China mean that even a technically successful ramp could face price competition and export controls. For investors and policymakers, Tesla’s push is a reminder that ambition alone does not substitute for industrial foundations; for global clean‑energy competition, the move tightens the strategic contest between U.S. corporate innovators and China’s manufacturing incumbency.

China Daily Brief Editorial
Strategic Insight
China Daily Brief

Tesla has quietly begun recruiting engineers and scientists to execute one of Elon Musk’s most ambitious non-automotive plans: to scale the company into the biggest maker of solar modules in the United States. Senior managers in Tesla’s solar organisation have posted job adverts on LinkedIn this week, seeking “bold, ambitious” staff to solve hard manufacturing problems at speed as the firm pursues a 100GW deployment target that Musk set out in January.

The hiring drive is being led publicly by Seth Winger, a senior manager for solar products engineering, and is echoed by posts from Ralf Gomm, an engineering director, and Bonnie Eggleston, the vice-president responsible for battery manufacturing. Tesla’s recruiting notices set an internal deadline for the 100GW objective of the end of 2028, but they do not disclose where the new capacity would be built.

The timing is telling. With electric-vehicle sales softening, Tesla is placing greater weight on energy generation and storage as a growth vector. Musk has repeatedly argued that expansive data-centre demand driven by artificial intelligence makes utility-scale solar plus batteries the most viable way to add vast amounts of electricity to grids, and he has even floated far-fetched ideas—such as deploying panels in orbit—to link Tesla’s ambitions with SpaceX.

Practical hurdles are immediate. The Solar Energy Industries Association reckons the U.S. has roughly 65GW of installed solar module capacity but only about 3.2GW of domestic cell production. Cells—the photovoltaic wafers that sit beneath glass in finished panels—are the chokepoint: they are capital‑intensive to make and currently dominated by Chinese manufacturers that lead the supply chain on cost and scale.

Tesla has already shown intent to build capacity. Last week the company unveiled a new solar cell at its Buffalo, New York plant—the factory SolarCity sold to Tesla in 2016—but past promises have often outpaced delivery. The Buffalo facility was supposed to be driven up to 1GW of output after Tesla’s takeover and with Panasonic as a partner; Panasonic pulled out in 2020 and the broader ramp has been halting.

The broader industrial backdrop complicates any U.S. revival. Clean‑energy manufacturing saw a surge of announced projects under the Biden administration, helped by tax incentives, but many plants never reached planned volumes and struggled to match cheaper Asian imports. A return to an administration hostile to clean‑energy subsidies would make scaling domestic cell production politically and economically tougher. That risk is acute given tensions between Musk’s public views and those of President Trump, who has called renewables inefficient and backed cuts to subsidies.

There is also a pattern to Musk’s proclamations that analyst Jeff Osborne of TD Cowen highlighted: his long‑range direction is often prescient, but his promised timetables for new manufacturing businesses are frequently unmet. Tesla’s recent hires and product announcements indicate seriousness, but turning a recruiting push into 100GW of delivered U.S. capacity by 2028 would require rapid capital investment, supply‑chain development and supportive policy over the coming years.

For China, Tesla’s outreach so far looks pragmatic rather than adversarial. Reports say Musk’s team has visited Chinese photovoltaic firms such as TCL Zhonghuan and Jingsheng Mechatronics, signalling an interest in technology transfer, supply relationships or benchmarking. That approach underlines how difficult it remains to re‑create the vertically integrated, low‑cost ecosystem that Chinese firms built over the past decade.

In short, Tesla’s hiring spree is a concrete sign that the company intends to make a serious push into solar manufacturing. It also exposes the biggest barriers to America reshoring clean‑energy supply chains: the technical difficulty and cost of cell manufacture, the entrenched advantage of Chinese producers, and the political volatility that could undermine long‑term subsidy-driven projects. Whether Tesla can translate ambition into a large, domestic solar industry will be one of the clearest tests of industrial policy, corporate engineering and Musk’s capacity to manage another manufacturing ramp at scale.

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