Rivian, an Amazon.com Inc.-backed automaker that has raised more than $8 billion, has grown to more than 5,100 global employees and is adding roughly 150 people per week. It has scored talent from a wide range of employers, including General Motors Co., Apple Inc. and Ford Motor Co., a Rivian investor.
But the Tesla hires stand out. Alumni of the automaker are in higher concentration in Rivian’s middle and upper management, giving CEO R.J. Scaringe invaluable experience to leverage as he takes on Musk and seeks to avoid repeating his mistakes.
Tesla clearly sees Rivian as a threat. In July, it sued Rivian and accused the company of poaching its employees, particularly on its recruiting team. Cindy Nicola, Rivian’s vice president of talent acquisition, was Tesla’s vice president of global recruiting for roughly four years.
In response, Rivian claimed Tesla was using the suit to intimidate its employees, keeping them from leaving the company, and asked a judge to toss the suit. The court did not oblige. In March, Santa Clara County Superior Court Judge William Monahan allowed Tesla to move forward with its suit. Rivian is headquartered in Irvine, California and its factory is in Normal, Illinois.
“People moving from car company to car company is not a shock. I don’t think that’s ever been an issue,” said Jessica Caldwell, Edmunds executive director of insights. “The difference now is that a lot of this is emerging technology: it’s not something that’s the same as the basic engineering of a car that’s been around for decades.”
One-time Tesla workers can be found across a wide range of teams at Rivian. In December, Vidya Rajagopalan joined Rivian as vice president of engineering and hardware, reporting to Kalayjian, who is 48. Rajagopalan managed teams developing automotive electronics at Tesla before leaving in July 2019. Jimmy Knauf, Rivian’s executive vice president of facilities, held a similar facilities role at Tesla until 2018. There are also former Tesla managers at the director or vice president level across human resources, talent acquisition, supply chain and operations. Rivian declined to make employees available for interviews for this story.
Hiring managers at Rivian have asked Tesla alumni in their ranks to recommend two or three people they held in high regard at their former employer, according to people familiar with the matter. Mwangi, 41, has been particularly active in securing former teammates, the people said.
Specific hires have been made to deal with specific problems. Shawn Hensen, for example, was brought on by Rivian as a senior director of manufacturing to address problems with the body line — where the structural shell of the car is fit and welded together, according to people familiar with the matter. Prior to Rivian, Hensen was at Tesla for more than six years including as director of body manufacturing engineering.
"Like most fast-growing companies, Rivian encourages every new hire to refer the smartest and most driven problem solvers they’ve ever interacted with; it could be an ex-classmate, a friend or former colleagues from throughout their careers. We don’t — and have never had — a recruiting program around a specific company," Chief People Officer Helen Russell said by email.
Certain key hires coincided with a bigger strategy shift at Rivian. Last year, when the company was in a crucial pre-production phase in the depths of a global pandemic, it reset its manufacturing planning and organizational structure, according to people familiar with the matter. Rivian also revised some of its operational methods and made leadership changes, the people said, including the addition of Kalayjian. He had just the right résumé for the moment.
“The ideal scenario is finding someone who can scale up, scale back down and then scale up again. Finding someone who has seen this movie before,” said Ian Bolin, who leads the North America automotive practice at industry headhunter Egon Zehnder.
In The Bunk House
In the last twelve months or so, Rivian has hired more than 3,000 people. Of that group, some 130 are former Tesla employees, so the overall number of Tesla alumni is small. Some came directly from Tesla’s Fremont, Calif., or Reno, Nev., operations; others had detours to other startups.
Battle-scarred but proud veterans of Musk’s singular engineering and manufacturing boot camp can be found throughout Silicon Valley, from established companies like Apple to upstarts such as Lucid and Proterra. Those jumping from Tesla to Rivian will find Scaringe is not trying to imitate his biggest rival’s corporate culture.
Scaringe is regarded by staff as less of a micromanager than Musk. They say he’s more willing to allow his top generals to act on problems, but is just as inclined to be in the engineering trenches as Musk is famed to be. Last year, on a cold-weather testing trip to put the car’s handling and systems through their paces in extreme temperatures, Scaringe opted to stay in the bunk house with his engineers, a gesture that went down well with the team.
Last year, he moved his family from California to be with him day-to-day nearer to the company’s plant in Normal. Where Musk and Tesla executives had animosity toward traditional processes and procedure, Rivian favors open discussion and collaborative working that are similar to practices at legacy automakers, said employees of the company who asked not to be identified discussing private information.