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An Energize Theme: Electrify Everything (Guest Post from Tyler Lancaster)

An Energize Theme: Electrify Everything (Guest Post from Tyler Lancaster)

The link can be found here. The original post was written by Tyler Lancaster, a Principal at Energize Ventures.

Electrifying Everything: The Key to Decarbonization & A More Sustainable Future

Electrification is a key theme to Energize’s investment thesis. We invest in software and business model innovations, many of which directly contribute solutions towards decarbonization by means of electrification. This is the inaugural post in a blog series where we’ll explore this critical transition and the technologies driving and enabling it.

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Addressing climate change is the existential challenge for our generation — and decarbonizing human activity is an essential first step. How do we get there? Put simply: Electrify everything.

Rewiring America argues that to effectively decarbonize (limiting global temperature rise below 1.5°C, consistent with the Paris Agreement), we must electrify…everything, and power those electrons with renewable energy. What does electrifying everything look like? It’s transitioning to fully electric cars, converting home appliances like heating and air conditioning to electric heat pumps, installing efficient LED lights instead of wasteful incandescent bulbs, and even using electricity to create heat for industrial processes. Powering an electrified world with zero-carbon energy means primarily generating electricity with the sun and wind. Electrifying everything is the most important climate imperative of the next 20 years.

As an investor in clean energy technologies, I agree with Rewiring America’s thesis that electrifying everything is the most viable path towards decarbonization. Here’s why:

1. Renewable power is the only carbon-free, cost-effective solution readily available at scale today.

Solar and wind are highly efficient electricity production technologies that represent the largest potential energy sources available on earth. The entire human population consumes approximately 19 terawatts (TW) of energy today. The global solar resource available is 85,000 TW, or 4,500 times the current energy demand. Wind is a 3,600-TW resource, or 190 times demand. As a population, we can afford to both consume much more energy and be incredibly selective about where we put solar panels (rooftops, parking lots, deserts) and wind farms (pastures, fields), while still comfortably covering our energy needs.

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Source: Rewiring America

Not only are these renewable resources readily available, they’re also cost-effective. Solar and wind are now cheaper than coal, natural gas and nuclear almost everywhere. Lazard’s 2020 Levelized Cost of Energy (LCOE) update estimates in many cases, even unsubsidized solar and wind are less expensive than the marginal cost of operating existing conventional generation. Yes, that means it is cheaper to build new solar and wind systems than to continue operating fossil fuel power plants. Renewable energy’s economic lead will only grow with further innovation and scale.

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Source: Lazard Levelized Cost of Energy, 2020

Attaining a 90+ percent clean energy power grid powered primarily with wind and solar is achievable in the next 15 years if we move quickly. Energy Innovation and Policy, an excellent nonpartisan energy and environmental policy firm, recently published the 2035 Report outlining a cost-effective pathway to 90 percent decarbonized grid by 2035. I will caveat that energy storage and flexible zero-carbon generation (hydro, geothermal and nuclear) become even more valuable — and essential — for a 90+ percent clean energy grid with increasingly large amounts of variable wind and solar. If you are interested in the tradeoff of going “all in” on solar and wind, I would encourage you to read the work of Jesse Jenkins, who has conducted extensive research on an optimized and decarbonized energy system.

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What about alternatives like carbon capture, advanced nuclear, and green hydrogen? In our experience, these energy resources are not technically feasible or economic at scale today. The clean energy sector is experiencing rapid innovation, and new tools to aid the fight against climate change are emerging every day. We’re excited to add these technologies to the mix when the time is right — but wind and solar are ready to go now.

2. Electrifying everything will create a massive renewable energy economic boom.

Rewiring America estimates that electrifying everything would increase U.S. electricity demand by 3 to 4 times, from 450 GW to 1.5 to 1.8 TW. A mostly electric energy system would necessitate a massive investment in renewable generation, storage, high capacity power lines, and demand-side flexibility. As we electrify the U.S., we need to rapidly scale up investment in renewables to the tune of 1,200+ GW in new wind and solar capacity, injecting $1.7T of investment into the power grid.

The benefits of solar and wind extend beyond the direct investment. Solar and wind reduce local pollution, create jobs, generate revenue for municipalities and landowners, improve public health, increase home values, and preserve the natural landscape. Energy Innovation and Policy estimates a 90% clean power grid would support a total of 29 million job-years cumulatively from 2020 to 2035. Electrifying everything and thereby increasing electricity demand by three to four times would further multiply employment related to decarbonization efforts. The U.S. can employ a generation of workers by powering our economy with renewable electrons.

Clean energy entrepreneur Jigar Shah has argued for years that addressing climate change is the single greatest wealth creation opportunity of our lifetime, to the tune of a $10 trillion economic impact. We agree, and a growing body of interdisciplinary research is forming a clear pathway to unlocking climate wealth in the U.S. by electrifying everything — and powering everything with renewable energy.

3. There is incredible inertia in carbon-based energy consumption systems, and we must start NOW.

Shayle Kann, Managing Director at Energy Impact Partners, recently tweeted a simple framework to focus decarbonization efforts. Eighty-six percent of global greenhouse gas emissions come from five sectors: electricity and heat (25%), agriculture and land use (23%), industry (18%), transportation (14%), and buildings (6%). Decarbonize each quickly, and we are well-positioned to limit global temperature rise below 1.5°C. The problem? Today’s equipment base is heavily committed to future emissions. We need to act now by electrifying quickly.

A furnace lasts 18 years. A car or truck? 20 years. How about a power plant? 50 years. Every time we build or continue to operate a fossil fuel-consuming machine, we are creating “committed emissions” for the entire lifetime of that machine. Energy consumption systems face remarkable inertia from replacement cycles, even with exponential adoption of new technology. If we do not rapidly achieve 100% adoption of electric, renewable, zero-emission machines sooner than later, we cannot prevent global temperatures from charging past 1.5 degrees Celsius.

Let’s use electric vehicles (EVs) as a thought experiment. To keep things simple, we’ll assume that EV adoption as a percent of all annual vehicle sales will reach 100 percent by 2030 — much faster than even aggressive forecasts by Bloomberg New Energy Finance. To provide another baseline, we’ll use the data point that in 2018, there were approximately one million EVs in the U.S. market, making up 0.4 percent of all vehicles on the road. In our scenario, when we reach the incredible milestone in 2030 of making every new vehicle sold an EV, cumulative EV adoption would still be just 35 percent. Why? On average, vehicles are replaced once every 20 years (the average vehicle in the U.S. is now 12 years old). We currently have about 280 million gas-burning vehicles on the road. Even after achieving 100% annual EV adoption in 2030, 193 million fossil fuel combustion vehicles would remain on the road.

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We have a long journey ahead to fully electrify and decarbonize the machines and equipment that make the modern economy hum. However, I am optimistic sustained market and technology tailwinds behind electric machines and renewable energy will catalyze exponential adoption. Acting now is pivotal to combat the inertia in our energy-consumption systems, from power to transportation, buildings and beyond.

What does “electrifying everything” entail for the energy and industrial start-up ecosystem?

I expect in the next 20 years, most new machines, equipment and appliances will be electric. Increasingly, electricity will be zero-carbon and renewable. Massive growth tailwinds in the U.S. and abroad will create a new class of climate unicorns, generating venture-scale returns for entrepreneurs and investors. Solutions that are technically viable, economic, and simply a better product and customer experience will capture disproportionate market share.

At Energize, we believe the following solutions are best poised to capitalize in the 2020’s:

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Energize will continue its focus on asset-lite, software-enabled firms. We believe a multibillion enterprise value software company will be built in each of these categories in the next 20 years.

We are bullish on all nine of the above solutions to decarbonize by electrifying (everything). The ensuing blog series will dive deeper into how we believe software and business model innovation will accelerate each. In my next post, I’ll dig further into solar software…stay tuned!

Own the Demand, Part 1: The Why

Own the Demand, Part 1: The Why

The best energy firms of the future will not only control supply, but they will also have proprietary access to the demand.

This is why I say that Tesla will ultimately get into the utility business. If you control the demand you should fully integrate and capture the economics gained by controlling the entire stack. In energy there is greater aggregate value in controlling the stack than a simple sum of the parts of each component.

This graph below explains why: a few weeks back South Australia was ~100% solar powered on Sunday and ~100% wind powered on Thursday.

The underlying data of this graph also shows how more energy was produced than consumed and energy prices, therefore, likely went negative every night. In these events, businesses and households are PAID to consume energy.

Oversupply is the future. We can all argue whether it is 4 years, 10 years, or 20 years, but this exact chart is coming to the United States. Texas already has many days where wind power provides >60% of the load and energy prices go negative. The best firms will be able to control and collaborate with demand to always deliver electrons where marginally valuable. So how do energy companies transition to getting paid for controlling demand? First, let’s start with the basic, current status of power supply.

THE WHY

  • Energy is now officially a deflationary commodity. Therefore, the % contribution to an good’s overall cost is small and dropping
  • Consumer sentiment and awareness to power source is increasing
  • Power readiness and power quality is of more value
  • An increasing number of businesses or power-consuming assets will have timing flexibility to their energy consumption profile
  • Higher margin goods driving the “electrify everything” movement, such as Electric Vehicles, water heaters, and air conditioners have the majority of their variable expense come from power cost

Tomorrow I am going to reference the “HOW” and cover a precedent example already underway in the technology ecosystem.

Microsoft Azure and Honeywell Forge

Microsoft Azure and Honeywell Forge

I recently wrote a post about Honeywell’s digital aspirations. The anchor to the digital transformation is Honeywell Connected Enterprise’s ‘Forge’ Product. The Forge Product is an enterprise performance management system meant to be an operating model for industry. I wrote my post about Honeywell here: Hungry Honeywell.

I also recently wrote about Microsoft’s “Energy Wildcatter” presence. Microsoft is partnering up with the leading firms of the energy landscape. Through a mix of power purchase agreements and algorithmic treaties, Microsoft is locking in its’ IT operating system within the new energy OT environment. The moves are very smart. The article can be found here: Microsoft the Surprise Wildcatter.

Well, the two firms are now colliding. Honeywell has selected Microsoft’s Azure cloud platform and Dynamics 365 Field Service platform architecture to be the backbone of Honeywell Forge. This move makes sense for two key reasons:

1- Microsoft suite tools are already the standard IT platform for most energy, industrial and manufacturing customers that Honeywell serves. Defaulting to Microsoft is really just meeting the customer where the customer already is…

2- Honeywell is a leader in OT. Pairing subject matter expertise in OT with the traditional leader in IT brings topical and architectural expertise together.

The initial use cases where Honeywell and Microsoft will collaborate are on: digitized maintenance, energy optimization, and OT cybersecurity. Energy & industrial customers are quite savvy on these topics and the market is ready for them now – meaning these should be good launching points for the Forge-Azure partnership.

Finally, this move is very smart for Microsoft. They are clearly not intent just being a player in the energy transformation. Microsoft has set its’ sight on being the IT backbone for the industrial transformation as well. This Honeywell contract and the downstream effect for how Honeywell and their customers are committing to the Azure framework will pay dividends to Microsoft for decades to come…

Bundle and Unbundle

Bundle and Unbundle

 “There are two ways to make money in business: You can unbundle, or you can bundle.

Jim Barksdale, cofounder of Netscape

(Jim Barksdale covers the topic in a HBR article here)

The same is true in energy and industrials.

The 20th century was all about bundling:

  • Centralized generation assets
  • Regulated utilities
  • Industrial conglomerates and energy consolidations
  • Massive warehouses and mega factories
  • Centralized distribution
  • Mega-scale refineries
  • Corporate campuses

The 21st century will be about unbundling

  • Decentralized power generation
  • Hybrid power / energy companies
  • Microfactories, additive manufacturing
  • Robotics and real-time logistics
  • Distributed workforce
  • Distributed battery systems

The natural counter to all of this?

Tesla, an EV manufacturer then re-bundling the entire stack in about a decade

What else is bundling/unbundling in the energy & industrial markets?

Energy Disasters Look Different Now

Energy Disasters Look Different Now

This week I learned about a wind farm shutting down because a portion of the blade fell off. And it made me realize how different and minimal our future “energy disasters” will be versus our existing carbon-based energy disasters.

Here are the Old Disasters:

Tankers flipping over in the Caribbean. Pipeline spills. Oil rigs blowing up.

And Here are New Disasters

Wind blade fell off. Solar Inverter fire at utility farm. EV car fires.

Yes, EV fires are scary get some local press. And yes, a derecho or tornado may take out parts of a wind farm.

But the fact is that highly decentralized, lower cost assets make for less dramatic downside events. And less volatile commodity extraction, operating and transportation conditions make for lower impact disasters.

Reading the news about how parts of a wind blade fell off isn’t great. But if that system error is the new type of our new energy “disaster” then we are going to be alright. In addition to more isolated impact, our more distributed system has far greater redundancy than our legacy energy infrastructure.

How it Started vs How it Ended

Distributed Assets = Better and More Accessible Software

Distributed Assets = Better and More Accessible Software

Software that serves the physical environment is usually highly customized. For every $1 of software sold, there is anywhere from $1 to $10 of accompanying implementation and professional services revenue.

Just how much money gets spent in customization?

The average utility has an asset management platform contract that costs $20 million + per year. These asset platforms track everything from substations to big power plants and much of the data is static upon entry. Contracts are usually a baseline price for the software and then tens of thousands of hours of pre-booked professional services. The existing leaders in this asset management space are IBM Maximo, Oracle Primavera, or Infor ERP. These firms offer both the software and the professional services revenue.

Like the long-standing assets they manage, these software platforms are not built for iteration. This is why Energize is incredibly bullish on new asset management platforms like Sitetracker that are purpose-built for more distributed assets. Energy and industrial customers require a new software experience. In the past, critical infrastructure execs looked to solve problems by adding more people and billable hours. The tide is turning. Now the default in the energy and industrial verticals is to attempt to solve a problem with software.

Platforms like Sitetracker (and others) all bring world-class asset management solutions to the new asset bases with an easier onboarding schedule and a lower price-point. These suites are also all built with newer technology stacks allowing for faster iteration and response to customer needs. And the best of these new solutions are enabling applications to integrate with their workflows. Want a predictive AI application for your engine? Here is SparkCognition. How about computer vision detection for QA? Check out Matroid. Worker safety and communications? Beekeeper hits the mark, Just check the box and new applications integrate into field operations. This is the future, happening now. New software giants will take over the asset management vertical.

Better software and faster feedback cycles will drive greater efficiency in our operating environment. It will be a fun space to watch over the coming years.

Getting TAM wrong

Getting TAM wrong

Yesterday I mentioned how there is an increasingly special group of software companies laying the digital groundwork for the OT market.

With each Energize investment we do our best to put together a framework on market size and near-term opportunity for our prospective investments. Looking back at our Fund 1 portfolio companies there are now a few, clear examples where we underestimated the TAM.

The top 3 consistent themes for underestimating TAM are:

1- Product-led growth allowed the companies to expand into other soft-cost opportunities in the vertical

2- Situational-driven budget expansion as a forcing function to try new products to maintain business operations (COVID, workforce turnover, etc.)

3- Distribution channels built into product accelerate go to market and open up new verticals

Notably, there is no “a-ha” moment from a customer group. Markets get unlocked as small wins compound, team grit persists, and effort-driven “luck”all collide. As the tailwinds for the energy and industrial verticals continue to blow, the winning firms are going to be the ones that continue to iterate and hustle as the market develops.

Big growth, cash flow positive… and raising equity?

Big growth, cash flow positive… and raising equity?

Over the past few months I have seen a few software companies serving the energy and industrial verticals with this head-turning profile:

+ $5-10M of revenue

+ >200% YoY revenue growth

+ Profitable

+ Sizable cash balance

My first thought when seeing these companies? Wow, this scale of efficient growth wasn’t happening before.

My second thought: This firm won’t be raising money, right? Wrong.

COVID changed the energy and industrial verticals. All software purchases are accelerating and new budgets are being formed and consumed. The smartest start-ups realize that these energy & industrial software relationships could extend decades.

These digital-focused start-ups have two early advantages that compound:

  • access to historically buried and undiscovered data assets that are revealed as firms move from analog to digital-first operations
  • license for product-driven growth as industry’s new knowledge workers realize the potential to digitize industry’s soft costs

Given the potential to entrench within the customer and iterate with non-transferable assets, software firms serving the energy and industrial vertical are attracting new investors. These investors, it seems, believe that there is potential for the Law of Accelerating Returns in heavy industry’s digital layer. In this structure, winning companies far escape their peers and should continue to invest early and often to capture market share to solidify the #1 market position. I have seen this accelerating return profile in other verticals, but it is a relatively new phenomenon for software companies serving the historically analog verticals.

As a result, the race is on to build the new software operating platforms for the Operating Technology network. I suspect we are at the beginning of a 10-year+ trend in this purchasing cycle and there will be many head-turning financing rounds in the coming quarters for software companies addressing this theme.

The ‘Goodwill to Income’ Framework: Being Early isn’t the Same as Being Wrong

The ‘Goodwill to Income’ Framework: Being Early isn’t the Same as Being Wrong

In start-ups there is a common phrase: “being early is the same as being wrong

That statement is wrong.

Here is a correct version of that phrase: Being early and spending like you are on-time is the same as being wrong”

From an entrepreneur’s perspective: if you are passionate about a space and you want to dedicate a portion/majority/all of your professional career to an opportunity, then being “early” is just the learning process. Perfecting the skillset or complementing the knowledge base as the opportunity evolves. The early stages are where you can compound domain expertise and network advantages.

From a VC perspective: being early is being wrong only if VCs overcapitalize the business due to HOPING the market is ready now.

I approach market readiness with a “Goodwill/Income” Mental Framework

Goodwill Stage: returns are primarily intangible, including expanding domain expertise, market know-how, network growth, talent acquisition, discovering the nuance and improving the product’s advantage

Income Stage: Intangible returns continue, but the primary focus of the start-up and market turns to customer adoption and results in revenue and profit KPIs

The latter “Income Stage” growth is what receives most of the focus because the scorecard is more visible. But the compounding returns of the Goodwill Stage are the most powerful part of a businesses’ development. This can occur pre-revenue or in operating pivots as a market evolves. Either way, the scorecard is less trackable.

In our market, the best start-ups remain cash efficient and have excellent IRRs in their Goodwill state. And then the company steadily leans into the post-commercial growth indicators. Time and again I see overcapitalization because a founder or VC wants to believe an opportunity is now. My answer in those cases is for the entrepreneur to stay lean and continue compounding the goodwill side of their growth equation.

New Energy Transition Exit: Generac acquires Enbala

New Energy Transition Exit: Generac acquires Enbala

First thing’s first: it is pretty rare for an energy transition M&A event to be on CNBC or Mad Money- but this deal did make primetime TV and the segment can be found here)

Strategic Rationale: Why Generac is now in the software business

Every Wednesday at 10am my house’s Generac generator roars to life for its 2-minute check. The generator is fed by a natural gas line and in the 2.5 years of living here it has been used twice to back-up the house when a storm knocked out the power lines. All the while, sitting in my garage is my Tesla. It has a 100 kWh battery pack mostly sitting idle and plugged in every day.

The cost declines of batteries and the continued progress of distributed energy resources like rooftop solar and at-home batteries mean that the residential back-up power system of the future will look quite different than the past. Instead of supersizing a generator we may just need a better software system to source and route power throughout a house during storms or peak energy hours. And the best software system will then aggregate a neighborhood of household profiles and work with the utility to manage area-wide load.

This narrative is exactly why Generac had to buy Enbala. Based in Waukesha, Wisconsin, Generac sells more than $2 billion of backup power generation products for residential, light commercial and industrial markets. Given how our power systems are decentralizing, Generac has a unique opportunity to capitalize on their distribution network and brand to be a key player in the distributed energy electric hardware and software market. The majority of Generac’s current generators are powered by diesel, gas, or oil. So in addition to building a battery business, the firm has to accelerate its’ software development. The CEO of Generac said this in the deal’s press release: “The deal solidifies Generac’s position as a market leader in Smart Grid 2.0 technologies and opens opportunities for the Company as a grid services provider.”

Enter Enbala, a leader in the Virtual Power Plant vertical

Enbala is a developer of a real-time energy-balancing technology designed to transform energy system operations. The company’s technology captures and aggregates available customer loads, energy storage and renewable energy sources to form a network of continuously controlled energy resources, enabling clients to control, optimize and dispatch distributed energy in real-time.

In simple terms, Enbala’s software helps market participants (utilities, large energy consumers) manage the increasingly distributed load of our power grid. This is called Distributed Energy Resource Management, or ‘DERMS’

Enbala was founded in 2003 and is based in Denver, Colorado. The company’s CEO, Bud Voss, has been at the helm since 2014.

The Financing History

There are a few “fasle-starts” in Enbala’s history that resulted in a recapitalization somewhere along the line. While data shows a 2003 founding, the company’s trajectory meaningfully changed when Bud Voss took the CEO job. With Bud leading the company, Enbala raised about $38M since 2014. The most recent round was an ~$8M Series B-1 with a post-money valuation of $60M. Existing investors included: ABB Technology Ventures, GE Ventures, National Grid, Obvious Ventures and ZOMA Capital.

The Exit

While the exit price-point was not given, it is widely accepted that investors made a nice return on their capital – although that may have been preference driven. Using the last post-$ valuation of $60M as a reference, I am going to assume the purchase price was somewhere between $50-70M. The revenue profile for the company was not detailed but I suspect that Generac paid a very sizable multiple given the strategic and complementary importance of the Enbala asset as detailed earlier.

What are the themes?

1- These businesses take time. A 2003 launch with a 2014 re-launch is a long horizon.

2- Remaining capital efficient is paramount. Most VC investors aim to achieve at least 3x+ cash on cash return. With an upside $100M transaction, this means you would target $30M of invested capital.

3- The buying universe is expanding! Generac is now in the software business. This isn’t your grandpa’s generator company anymore…

M&A Tracker

The link to the updates Energy Transition M&A tracker can be found here.