My generation was the first to have all of the worlds information at their fingertips. My children’s generation will be the first to have the entire world at their feet thanks to the work we are doing here at the boring company. Hiring all roles. DM me.

What leaves the face becomes the space.

Few things in life beat being on a team this good, working this hard, on a problem that actually matters. Congrats to everyone who got us here. It’s an honor to be on this journey with you.

What an amazing time to be alive.

He’s getting dangerously close to beating you guys to one of our open roles. Already building his own TBMs. Don’t let him beat you: boringcompany.com/careers

At the end of the day, choosing optimism over pessimism is incredibly practical.

Boeing Everett This is the largest enclosed manufacturing space in the world by volume, it has its own internal weather system and micro climates inside the building. It’s about 13m cubic meters. It was built in 1967 to build the 747 jumbo jet. What is interesting is that Everett operates as an assembly line, that is continually move in the same way a Ford autoplant does. Before 67, jets were assembled in batches where the aircraft would sit stationary in assembly bays and several would be built side by side in a batch. The SR-71 was built in stationary batches. The two production types warrant different quality systems, different tooling and capex requirements. But the MAIN issue between these two types of manufacturing method is the cycle time of each assembly step at each station. In batch production, each assembly step can be different duration. Step 35 might take 45 minutes, step 235 might take 11 minutes and step 6235 might take 5 hours. This works because every aircraft in the batch does each step concurrently, in parallel. In continuous assembly line production, all the steps have to be the same cycle time duration. Otherwise the entire plant moves at the cadence of the slowest station and your utilisation collapses. This is why continuous production is so hard, you have to design for piecewise assembly, and if you do not start with piecewise assembly as a starting design philosophy you’re going to have a very bad time. Being able to design for parallel and serial assembly is a super power. Product designers too often focus on performance and too rarely do they focus on how the product is built until it’s almost time to build it. Anyway, Everett exists, so doing things at 1,000 acre scale is perfectly doable.

Prufrock beats scissors.

Knowing absolutely nothing about these tests but their names, which one would you like a post on next?

Come help us design some of the most reliable power and control systems in industry: boringcompany.com/careers

If you’re inside Prufrock while it’s mining, you never really see dirt. The only dirt is on the conveyor over your head. In front of you: the stationary shell (pictured below). Behind you: a finished tunnel. There’s a watertight seal between the inside of the TBM and the outside world. Without it, tunneling under the water table wouldn’t be possible.

This is Prufrock, riding The Monster, riding an SPMT, driving through Las Vegas. After we retrieve a machine, an SPMT drives directly under The Monster. That lets us move this 530,000 lb Prufrock section plus the ~140k lb Monster through city streets. The SPMT is a self-propelled modular transporter: dozens of independently steered axles that can crawl, crab, and rotate a load this size around an intersection. When we get to the next site, The Monster tilts ±10° and launches Prufrock straight into the ground.

I’ve never seen a real inventory system succeed without physical access control. Has anyone actually pulled this off—even at the small, sub-team supply level? Not talking Kanban for consumables. I mean actual inventory. If so, what was the trick?

On hard-rock machines like Prufrock Main beam, the propulsion system doesn’t push off a tunnel liner — because there is no liner. The rock itself forms the walls. Instead, Prufrock Main beams grip the tunnel walls with ~4 million pounds of horizontal force. Think of bracing yourself hard against both sides of a narrow hallway and then pushing forward. That’s the principle. By gripping the rock directly, we delete entire subsystems: no liners, no erectors, no segment handling, no grout. The result is counter-intuitive: the maximum theoretical tunneling speed through hard rock is significantly higher than through soft soil. Simpler machine. Faster progress

Everything takes longer than you think it will — no matter how hard or how fast you work. And while you’re in it, it almost always feels messy. That perceived "mess" is usually a sign you’re actually growing. The only organizations that feel clean and orderly all the time are the ones that have stopped evolving. Static. Bureaucratic. Safe. When you’re in the middle of it, it’s easy to look at the chaos and decide something is broken. Most of the time it’s the opposite. Growth requires change, and change never shows up neatly packaged. Part of my job is helping the team — and myself — hold this perspective.

Thanks to @CISAgov for the great partnership in maximizing safety and security in Vegas Loop.

🔥 PART 4 | FIRST EVER RECORDED Boring Company Full Tour Steve Davis (President of The Boring Company) sits down and goes deep on tunnels, Prufrock, Bastrop Tunnels & more. @boringcompany @Mike__Baier In this exclusive Part 4, Steve Davis spends real time talking with me about everything happening behind the scenes at The Boring Company — from the latest tunnel progress to what they’re building next. This is the most in-depth, unfiltered conversation ever captured on camera with Steve Davis about The Boring Company.