Sheelah Kolhatkar writes: One day in 2013, AJ Vandermeyden drove to Tesla’s corporate headquarters, in Palo Alto, California, sat down on a bench outside the main entrance, and waited, in the hope of spotting someone who looked like a company employee. Vandermeyden, who was thirty years old, had been working as a pharmaceutical sales representative since shortly after college, but she wanted a different kind of job, in what seemed to her the center of the world—Silicon Valley. She knew that Tesla’s ambitious, eccentric co-founder Elon Musk was managing companies devoted to space flight and solar energy, in addition to running Tesla, which was producing electric cars, and she was inspired by his mission. Tesla was growing quickly and offered numerous opportunities for employees to advance. The company, Musk liked to say, was a “meritocracy,” and Vandermeyden wanted to be a part of it.
Vandermeyden saw a man wearing a Tesla T-shirt and walked over to introduce herself. After she found out that he worked in sales, the department she wanted to join, she decided to deliver her pitch to him right then. He seemed impressed by her nerve. A few weeks later, she was hired at Tesla as a product specialist in the inside-sales department.
At first, Vandermeyden thrived at Tesla. After almost a year, she was promoted to the job of engineering project coördinator in the paint department. The new position involved working out of Tesla’s automotive manufacturing facility in Fremont, California, where hundreds of apple-red robot arms assembled Tesla vehicles on a white factory floor. The whirr of the robots in motion gave the plant the feel of something out of science fiction.
But even in this futuristic environment there was something about life at Tesla that seemed distinctly atavistic—and deeply wrong. Vandermeyden, who worked closely with a group of eight other employees, soon learned that her salary was lower than that of everyone else in the group, including several new hires who had come to Tesla straight out of college. She was, as it happened, the only woman in the group. Her supervisors, and her supervisors’ supervisors, were male, all the way up the chain, it seemed, to Musk himself.
At Tesla, as at many tech companies, gallows humor prevailed among some of the women. There was a sense that the male executives had little understanding of the challenges women faced at the company. One former Tesla employee told me that women made up less than ten per cent of her working group; at one point, there were actually more men named Matt in the group than there were women. This became a source of rueful comedy. One male colleague quipped that they should change the sign reading “Women’s Room” to “Matt’s Room.”
Vandermeyden was a dedicated employee. Before long, a manager from the general-assembly division, who had heard that Vandermeyden had worked for twenty-six hours straight on a particular project, persuaded her to switch to his group. She started wearing steel-toed boots and safety glasses at work. She noticed that sometimes, when female employees walked through certain areas of the plant, male workers whistled, catcalled, and made derogatory comments. Women called it the “predator zone.” [Continue reading…]
