Former Leaders of Tesla Supply Chain Create Atomic, a AI inventory solution

Tesla attempted to increase the production of model 3 sedan in 2018 – so much so that Managing Director Elon Musk said his company was weeks away from collapse. This experience near death has helped to create a completely new company called Atomic built around the use of AI to streamline the supply chains.

Co -founded by former Tesla officials Michael Rossiter and Neal Suidan, Individual It was created inside the DVX Ventures, the business run by the former president of Tesla Jon McNeill. Rossiter is also a DVX partner, who has driven a $ 3 million seed round for Atomic, with Madrona Ventures based in Seattle.

“Michael and Neil experienced this first -hand pain as leaders at Tesla in the supply chain and I saw that the first -hand project – because they worked for me,” McNeill said in an interview with TechCrunch.

Atomic plans to develop Agentic AI with customers to make inventory planning faster and easier. He has already worked with pilot customers. In one case, the customer was able to reduce stock levels in half, while maintaining a 99% stock rate.

Being able to achieve a balance like this releases movement capital that a business can use in other places while reducing the risk, McNeill said.

“If you have too many funds tied up in census, you could really hurt the business. And if you have too little, where you don’t have the right things in stock when the customer is ready to buy, then you cost yourself a great time,” he said.

In general, Atomic’s first customers are found in consumer packaged goods, food and drinks and clothing industries. The company claims to have helped these customers reduce the cost of stocks by 20% to 50%.

With such great uncertainty in the world right now, there is a great deal of demand for solutions like Atomic, because existing ones are not made for this kind of instability, Suidan said in an interview.

Currently, “designers will lock in a room for a week trying to put different scenarios together, present them back to the leadership and get a question they did not foresee,” Suidan said. Then “they have to return to these documents, spend a few days and this process can be consumed for them because they do not have the available tools to manage uncertainty with confidence.”

Atomic software draws information from the same origin documents, but allows stock designers and supply chain members to simulate many scenarios quickly – which will normally take hours or days.

Rossiter and Suidan boast of being able to get up and run with a customer quickly and with adaptability.

“You can’t write a custom app for each customer. You need a flexible data model that is generalized, which may apply to everyone, because then you can be in operation really, really fast,” Suidan said. “And you need to give precision control to the developer so that they feel true on the design and can explain it in and out and can pull all the drawing levers and if you can combine these two things, which were our overall focus, then you solve the problem for the developer.”

Many Tesla employees have continued to find their own newly established businesses, including former CTO JB Straubel (Redwood Materials) and, more recently, former SVP Drew Baglino (Heron).

But the individual is different. Instead of only taking skills they learned in Tesla and applying them to new problems, Suidan and Rossiter are individually building around a philosophy that develop together in the automotive industry.

“They built the orchestration system or end -to -end supply” in Tesla, McNeill said.

Suidan said the value of what they built in Tesla was just as for the solution as it changed the process.

“The way the business was designed when we started was a dozen of different teams that worked individually, passing these computational leaves around, trying to connect it once a week to present the executives of a summary of a drawing and then to spend the most part of us, It worked, “Suidan said. “Our work was done to build a system that could thrive and drive this company, maintain its dynamism, maintain its ability to hit these business goals.”

Suidan said the design system built on Tesla led to “complete transformation” in daily functions. While Rossiter left Tesla shortly after increasing model 3, Suidan stuck by 2022.

In 2023 Suidan said the two put their heads together and asked, “How could this kind of transformation for everyone, all businesses?” And they started creating individually within the DVX.

In the typical Tesla way, they really target this high. “Our ambition, our vision, is to support every company that sells natural goods,” Rossiter said.