Energy Commercialization Background 07 29 2011[Compatibility Mode]
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Energy Commercialization Background 07 29 2011[Compatibility Mode]

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Energy Commercialization Background 07 29 2011[Compatibility Mode] Energy Commercialization Background 07 29 2011[Compatibility Mode] Presentation Transcript

  • Energy Commercialization : YourStrategic Partner for GrowthEnabling Energy Projects by Providing Full Service SolutionsCopyright 2011 Energy Commercialization, LLC all rights reserved 1 1
  • Driving and Managing Energy ProjectsEnergy projects enabled when combining all three components Skilled at integrating Finance these three components in order to implement projects Projects Regulatory Technology Copyright 2011 Energy Commercialization, LLC all rights reserved 2
  • List of CapabilitiesUnderstanding of both the supply and demand side Carbon Capture & Storage (CCS) Reducing Carbon Footprint in Supply Chain Renewables & Clean Energy Energy Storage Smart Grid Strategies Regulatory / Legislative Intelligence Distributed Generation Branding Product / Services Portfolio Analysis Copyright 2011 Energy Commercialization, LLC all rights reserved 3
  • Energy Commercialization BioC-Level execs experienced in energy and reducing operating expenses Team includes former C-level execs experienced in new product development, marketing, strategic planning, finance, and operations Most of team +30 years experience Adept at public / private partnerships Experienced working with the Department of Energy (DOE) Skilled at forming teams to deploy energy technologies Accomplished at implementing new technology to enhance efficiencies in operations Project developer for +20 MW projects in US and internationally Understand PPA, FIT, and other factors affecting energy deals Copyright 2011 Energy Commercialization, LLC all rights reserved 4
  • Critical Infrastructure Present Advantageous when teaming to pursue funding opportunities Limited Liability Corporation within the state of California Certified small business within the state of California Accounting system designed to meet DCAA / DOE requirements On-site experience at NETL Provided assistance to NETL with ARRA funding and monitoring Reviewer for DOE proposals Currently funded by the DOE / NETL to commercialize new capture technologies Relationships with major utilities Relationships with other developers / providers of capture technology Relationships with investment groups Relationships with EPC firms Copyright 2011 Energy Commercialization, LLC all rights reserved 5
  • Global Reach Through PartnershipsInternational partner network enables access to critical partners and marketsENERFEX GREYSTONE CAPITAL ADVISORS, LLC STRATEGIC MANAGEMENT CONSULTANCY   Copyright 2011 Energy Commercialization, LLC all rights reserved 6
  • Example : CCS Strategic RelationshipEnergy Commercialization member of Westcarb Regional Partnership • Relationships into other regional carbon partnerships as well • Enables understanding of large project needs and trends Copyright 2011 Energy Commercialization, LLC all rights reserved 7
  • Example : Partnerships for Economic GrowthUsing energy projects to drive regional economic growth • Skilled at working with regional economic development groups • Adept at linking job growth to new energy markets • Important factors to consider when raising public funds to build infrastructure Copyright 2011 Energy Commercialization, LLC all rights reserved 8
  • Energy Ecosystem : Complex & DynamicRequires understanding relationships & navigating dynamic landscape Copyright 2011 Energy Commercialization, LLC 9
  • Method to Measure Maturity of TechnologyMany studies done on determining TRL and developing R&D portfolios  Technology Readiness Levels (TRLs) : scale for assessing the maturity of a particular technology  Developed by NASA, now wider use in DoD and other agencies  Viewed as one component of a risk-reduction measure*  Creates “common language” that facilitates the integration of technologies from universities and research labs (e.g. NRL, ARL)*  Recent versions include market related risks, e.g. COSYSMO** *Graettinger, C; S. Garcia, J. Siviy; R. Schenk; P. Syckle, Using the “Technology Readiness Levels” Scale to Support Technology Management in the DoD’s ATD/STO Environments”, conducted for Army CECOM, CMU/SEI-2002-SR-027, August 2002 **Valerdi, R; R. Kohl, An Approach to Technology Risk Management, Engineering Systems Division Symposium, MIT, March 2004 Copyright 2011 Energy Commercialization, LLC 10
  • Commercialization PathwayRequires significant capital, talent, and knowledge of stakeholder needs 20 n/a 0.01 -0.1 MW 1 -5 MW 100 -250 MW 18 16 14 +$100 MM Project Cost 12 $10 MM to 10 $40 MM 8 $1 MM to 6 $5 MM $0.3 MM to 4 $1 MM 2 0 0 Conceptual 1 Lab Scale3 2 Pilot 4 5 Demonstration 7 6 • Drives type of investor relative to technology maturity • Field testing begins at pilot scale • Often failures in transition from lab scale to pilot Copyright 2011 Energy Commercialization, LLC 11
  • Challenge for Maturing Energy TechnologiesCapital, talent, and knowledge of stakeholder needed to commercialize 20 18 16 14 Project Cost 12 TRL TRL TRL TRL 10 1-3 3-5 5-7 7-9 8 6 4 Focus of Energy Commercialization 2 0 Demonstration / 0 Conceptual 1 Lab Scale3 2 Pilot 4 5 Deployment 6 7 • Drives type of investor relative to technology maturity • Challenge is that often easier to get large funds for TRL 7-9 than small funds for TRL 1-3 • Traditional R&D funding “gap” is the TRL 5-7 Copyright 2011 Energy Commercialization, LLC 12
  • Breadth of Capabilities Provides StrengthProject developers as well as technology commercialization Client Type Government (G) or Description Commercial ( C )Utility C • Technology surveillance for energy storage, CCS, distributed GenerationTechnology C • Team formation for DOE grantDeveloper • Assist in DOE interactions • Assessing regulatory / legislative trends that impact businessCalifornia Energy G • Evaluate beneficial use ofCommission captured CO2, i.e. applications other than sequestration • Evaluate impact on regional economyWaste C • Act as owner’s engineer toManagement evaluate waste to fuelsFacility technologies • Coordinate with investors Copyright 2011 Energy Commercialization, LLC all rights reserved 13
  • Using Carbon Management toDrive Revenue GrowthMore than just a cost savings mechanismCopyright 2011 Energy Commercialization, LLC all rights reserved 14 14
  • True Smart Grid: Integrates Changes Estimated market size of $200 Billion over next 10-15 years1 Prosumers Plug in vehicles Carbon Trading CCS RPS Standards1Electric Power Research Institute (EPRI) and Pacific Northwest National Laboratory (PNNL) study Copyright 2011 Energy Commercialization, LLC all rights reserved 15
  • Full Service Sustainable SolutionMore than just “point” solutions Strategic sustainability coupled with technology surveillance • Future growth coupled with sustainable business practices • Three to five year planning horizon Not just single point solutions, e.g. change lighting fixtures Combines marketing, manufacturing, distribution, customer service, finance, and accounting considerations Planning and implementation Copyright 2011 Energy Commercialization, LLC all rights reserved 16
  • Branding and SustainabilityHost of products being branded as sustainable Branding products as sustainable drives revenue growth Copyright 2011 Energy Commercialization, LLC all rights reserved 17
  • Strategic SustainabilityMeeting the need to meet the “Triple Bottom Line” Triple Bottom Line: People, Planet, Profits Organizations driving sustainability in supply chains: • Unilever: Double size while reducing environmental impacts through sustainable, profitable, volume growth • Wal-Mart: Reduce 20 million metric tons of greenhouse gas emissions from its global supply chain by 2015 Example of metrics being developed regional and globally: • The Greenhouse Gas Protocol Initiative http://www.ghgprotocol.org/standards/product-and-supply-chain-standard • Eco Index (product life cycle for outdoor equipment) http://www.ecoindexbeta.org/ Energy Commercialization approach: focus on enhancing sustainability AND profitability • Reduce both the carbon footprint (i.e. CO2 footprint) AND the production cost of the delivered product Copyright 2011 Energy Commercialization, LLC all rights reserved 18
  • Sustainability Analysis for a ManufacturerImproving the profit and sustainability of products and services Lowering energy use and carbon footprint per unit of production in each of these components will increase profitability Copyright 2011 Energy Commercialization, LLC all rights reserved 19
  • Financing the EffortUsing sustainability enhancements to expand business Forecast Monetize potential expenditures for Calculate ROI and cost savings sustainability payback across operations upgradesDevelop pro forma Calculate impact Identify people for managerial on cost and planet control and accounting, i.e. benefits financing COGS Copyright 2011 Energy Commercialization, LLC all rights reserved 20
  • Understanding the Impact ofTechnology on CarbonManagementService to mitigate risks in large scaleprojectsCopyright 2011 Energy Commercialization, LLC all rights reserved 21 21
  • Enablers of Sustainability within Organizations Technology identified as a top enabler within respondents to survey Demographics of Respondents to SurveySustainability in Business Today: A Cross-Industry View, Deloitte, 2010 Copyright 2011 Energy Commercialization, LLC all rights reserved 22
  • Technology Surveillance ProgramMitigating technology risk for organizations Needs of Organizations: • Evaluating new technologies being developed • Understanding new and anticipated regulations • Leverage government funding to deploy technologies Approach: • Use accepted standards to define technology maturity • Evaluate economics, list field trials at utilities, and vendors • Provide a “hot sheet” listing technology, regulatory, finance developments that could impact utility and/or consumer Benefits: • 3rd party assessment of technology developments • Rationale for transitioning from surveillance mode to engaging in projects • Ability to connect to appropriate government funding sources Copyright 2011 Energy Commercialization, LLC all rights reserved 23
  • Approach for Technology Surveillance Phased approach to mitigate risk Surveillance / Monitor / Plan Engage Monthly Technology / Involvement Technology Projects “Deep with Specific Briefings Dive” Analysis Project Phase I Phase II Phase III• Technology readiness & • Detailed analysis of specific • Team member on project impact on your customers technology or formation of project• Economics, advantages, • In depth analysis of specific team disadvantages, vendors projects • Development of public /• Interaction of regulatory & • Structured meetings with private funding technology team members and funding • Assists internal operations• Overview tool for strategic sources (e.g. NETL) in planning and execution planning • Pre-engagement tool of project Copyright 2011 Energy Commercialization, LLC all rights reserved 24
  • Partnering with Energy CommercializationAdvantages of a small business coupled with multi-national reach Adept at assessing and mitigating finance, regulatory, and technology risks for large projects Experienced with DOE / NETL funding mechanisms and procedures Established relationships regionally with regulatory and economic development groups Understands how financial drivers such as PPA, FITs, etc. impact bondable / bankable deals: i.e. more than simply an analyst Provides commercialization assistance from a project developer perspective : mitigates technology, regulatory, and financial risk Develops teams and deals based on international experience and understanding of global trends in carbon management Copyright 2011 Energy Commercialization, LLC all rights reserved 25
  • Kevin C. Obrien, PhDCEO / PresidentEnergy Commercialization+1 925 858 2448kevin.obrien@energycommercialization.comCopyright 2011 Energy Commercialization, LLC all rights reserved 26 26