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You are listening to Redefining Energy.
Your co hosts from Berlin Gerard Reed and

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from London Laurent Segalin today on Redefining
Energy, we're going to talk about the

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crazy growth in particular in solar and
batteries in Texas and California. Yeah,

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it's absolutely insane this year. So
California as twenty four gig of solar,

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nine gigaworth of batteries, and Texas
goes even faster they get thirty one gig

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of solar and then geworth of batteries. And listen, by the way,

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what's for me the most amazing is
the fact that when the sun goes down

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at night for like two hour periods, what you're getting is battery being the

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major provider of power in California.
Sure, the same will happen in Texas

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too, exactly. But first of
all, from our partner DNA, Piper's

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leading energy transition practice some more deals
and projects than any other law firm in

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the world. They advise clients across
the entire value chain over a project's full

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life cycle globally, John, when
it comes to the energy transition, you

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can make the following analogy. The
public policies are the land. The financial

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markets are the rain, but the
seeds are but are than entrepreneurs. That's

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great, Loron, and I agree
with you, and that's why it's brilliant

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to actually have one of those entrepreneurs
in and really, Shelton kimber CEO of

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Intersect Power, I mean, listen
to one of the top developers in the

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US. Let's bring them on the
show. Sheldon, welcome to the show.

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Thanks for having me. Well,
Shandon, when we prepared our conversation,

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you said you would talk about Taylor
Swift private jet, and I'm eager

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to know what you're going to talk
about. But first probably let's talk about

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the last eight years because Intersect Power
it's pretty phenomenally How did you do it?

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We've not yet handled Taylor's private jet, and we'll talk about that,

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but in terms of what we have
done, it's been a pretty wild ride.

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Since about twenty sixteen when I founded
the company and really twenty seventeen when

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we staffed up and got going.
We've actually developed about four gigawatts of generation

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and two and a half gigwat ours
batteries. We only owned two point two

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gigs of generation and the two and
a half of batteries because the first sort

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of wave of projects, the first
vintage as we call them, were sold

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off to SoftBank because Intersect at the
time was only capitalized to be a build

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and flip developer. So we actually
developed that first just shy at two gigs

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for soft Bank with about a team
of twenty three people, and we did

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that in less than three years.
So we really cranked on that portfolio and

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then started scaling the business to operate
the next portfolio, which we're now running

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in California and Texas. When when
we look at the secret to our success,

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it's really pretty simple. We came
out of my last company, which

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is Recurrent Energy, pulled a good
chunk of those folks out of the company,

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and ultimately we came away with an
understanding of what was wrong with the

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power development business, and we tried
to really articulate how we could do things

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differently. If you look at it, the power development business has effectively recruited

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a bunch of infrastructure finance folks like
myself and ex utility execs, and we

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sort of put the fate of the
world in that group's hands. Well,

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there's a lot of good things about
that group a lot of good qualifications,

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but creativity and innovation is probably not
high on the list. What we tried

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to do was figure out how we
do things differently, and what we did

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was focus on efficiency, scalability and
innovation. And so we can talk more

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about innovation maybe around Taylor's Jet,
but the efficiency and scalability side of things

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were really kind of the secret to
our success so far. We like to

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say we go to market with a
small team, big projects and very few

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of them. Sheldon, can you
dig into that, because I was laughing

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when I heard what you said there, which is, you know, the

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typical developers full of utility executives and
finance people, what have you done differently?

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Creative and hardworking? And it's a
combination of the staffing and the culture

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that we build. But again,
really about go to market strategy that focuses

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on a small team relative to what
we're doing, big projects and not very

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many of them. That focus of
less projects and the focus on scalable projects.

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All of our projects are some of
the largest in the country. That's

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really how we've delivered on the growth
of intersect power. When you look at

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how a lot of other developers have
done it. There is this concept of

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pipeline in our industry, which I
think is a cancer. It's everything that

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is wrong with the industry, and
it's rewarded by the capital markets. Todate,

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It's been rewarded by the private capital
markets. You could see it in

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the frenzy of late twenty twenty one
where companies were trading off of kind of

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like a multiply the number of slides
of sunny land that we call pipeline by

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a certain sense, per wat get
to multiple billions of dollars of valuation and

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some major strategic or financial will buy
you for that. That reward of building

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pipeline has broken interconnection cues. It's
clogged up land that is developable for developers

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who can actually execute, and so
intersect doesn't do that. We've actually sort

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of outlawed the use of the word
pipeline. Internally, we talk in terms

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of our business plan, and our
business plan again is around clearly identified,

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focused strategy on the most scalable assets
in the country, executed by an incredibly

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lean and efficient team. Sheldon I
laughed again, because I'm a finance guy,

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right, and the finance guy I
look at trying to measure stuff.

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I also do a lot of work
with developers or whatever. The pipeline is

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actually quite important. And if actually
looking what's going on in Europe, we're

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seen a whole pile of private equity
guys going in and paying I would say,

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pretty enormous multiples for public companies that
are taking private and it's all about

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pipeline. I don't know what to
say. I think some of the most

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spectacular failures of capital stewardship of the
last several years have been in our industry,

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and they're primarily based on the overvaluing
of pipeline and the undervaluing of execution.

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So if you put pipeline in the
hands of the right people, I

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think it can be very potent.
I think you can have people who deliver

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on it. But right now there's
no dearth of identified pieces of dirt that

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have gotten lease options on them,
or interconnections that have been filed, at

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least in North America. What there
is a dearth of is talented developers that

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have built gigawatts of assets in the
course of the last couple of years,

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financed them, brought them to market, and have an actual strategy for putting

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them into long term operation, and
there's a dearth of that expertise. There's

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a dearth of people who have put
the time and capital into securing their supply

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chain. And there's also a dearth
of just capital providers that are willing to

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back players in the space based primarily
on their growth and not their sort of

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dividend potential. And so capital providers
that have a growth mentality versus a dividend

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mentality also are a very short supply
in the industry. So when you put

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those things together, I think those
are the things that intersect tries to bring

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our backers. In terms of Climate
Adaptive Infrastructure TPG, TPG's more of a

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rias climate has actually got a real
growth orientation. Our supply chain strategy is

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hugely differentiated, and then our execution
track record is what makes it different.

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So you want to value pipeline in
our hands, go ahead, You want

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to value pipeline in the hands of
half these other guys that have traded where

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you just sort of like bolted a
couple of ex bankers and a few developers

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to large PowerPoint deck and then sold
it for a billion dollars. That's what's

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wrong with the industry, not to
get into a diatribe, but just one

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of the last thing, and that
is it's not good for anybody because in

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North America you overshot the valuations and
now you've got a lot of folks who

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feel burned. I talk to a
lot of investors right now who are just

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not bullish the space because a lot
of people torched billions. Sure, don

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I like your approach already focusing on
a few projects. All your projects on

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California or Texas. So why because
there's land? But I guess California and

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Texas are also pretty different. What
makes them appealing to you and what are

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the difference between Texas and California.
Texas and California are very different markets.

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We are focused on both of them
because they have some similarities from a development

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perspective that are very attractive. First
and foremost, they have a great deal

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of available land. That doesn't make
it easy. By the way, California

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has a huge amount of permitting complexity, and Texas, while permits are not

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as complex, has an enormous amount
of complexity around oil and gas rights on

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the land side. So by no
means are they easy. Anybody can lease

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option at piece of dirt say in
Texas, but actually getting it to clean

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title and buildable renewable asset is incredibly
hard. All that said, though,

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they have available land at scale,
so you can actually build scalable plants of

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the kind of intersects focused on.
They are also deep liquid power markets,

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so there's liquidity and the wholesale markets
to provide hedging and downside protection on the

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energy. The REX the RA over
and above just kind of a regulated markets

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utility PPA. And then they are
also both markets that have a great deal

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of demand and they're growing rapidly.
They're doing that for very different reasons.

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Obviously, in California, there's a
large compliance market for a noble power but

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California is also growing as a state
and as it electrifies with the addition of

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electric vehicles, electric trucking, many
of the mandates across the rest of it

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it's economy, there is tremendous demand
growth that will come about across that state.

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And then Texas. Obviously, Texas
is just a success story economically from

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an industrialization and industrial build out standpoint. Their economy is growing rapidly and the

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thirst for energy, including electric power, is huge. A lot of commonalities

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there the questions about the differences are
more nuanced. The ability to play in

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both markets really demonstrates the depth of
the understanding that intersect has because they are

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so different, and so the way
we look at both markets is to try

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to draw similarities between them. I'll
take apart batteries for a second. For

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instance, in Texas, you make
your bread and butter on batteries. Battery

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is worth essentially the volatility the peak
to trough, So you buy low,

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you sell high. That delta between
the low and high in any given hour

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is what the battery is worth.
And so you kind of do that every

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day, churning along trough to peak, trought to peak, trought to peak,

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and that gives you kind of your
baseline return. But then Texas really

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rewards you because you're there to sort
of ensure the market against some sort of

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serious demand spike. You get these
huge rewards on two or three or four

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five big demand spikes that where prices
go very very high, and there's almost

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no price gap. In Texas,
it's thousands of dollars in Megawa hour.

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California does it very differently. The
first component is very similar. You've got

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charge low, sell high, charge
low, sell high, and you do

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that every day and every hour you
can, and you make your baseline return.

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But California has a price cap on
the market where they don't allow it

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to go high because policymakers and politicians
don't want to have to deal with the

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sort of outcry around that kind of
what is seen as I guess excess rent

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seeking. So instead they create this
basically insurance product called capacity, or in

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California they call it resource adequacy,
because no market is good without some sort

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of strange name, and so that
insurance product essentially sort of takes the peaks

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and kind of peanut butter spreads them
across the whole year, and that's what

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you're paid. Sheldon, can I
ask you a little bit about the journey

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from being a developer to being an
asset owner and a manager. There's assets,

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but how have you found that on
what have been the sort of the

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biggest challenges you've seen as you've done
national It's sort of the ultimate put your

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money where your mouth is, because
as a developer, you spend a lot

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of your time if you're a build
and flip developer, arguing with independent engineers

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and project buyers about what assumptions go
in the model, and then ultimately there

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was an old game show in the
United States where everybody went they played a

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game called Name That Tune. Where
As a developer now you have deliver on

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the assumptions in the pro forma.
So the transition, I'll be honest,

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has not been easy. You can
see that in the number of people who

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in twenty twenty, twenty twenty one, every developer that had ever leased up

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some land, filed and interconnect and
hooked a PPA was telling you that there

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were going to be an IPP How
many of those people have actually made it

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there. The answer is not very
many. By the way, the valley

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of death between developers and IPPs is
wide and it is deep. The things

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that have helped intersect there are we
have a number of people who have been

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operators before or worked for operators.
We have staffed up with numerous folks from

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other companies who've got folks that have
joined us, from Brookfield, from Cyprus,

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from gas Fire Generators. I worked
at Calpine for many years with an

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operation's history there there's a familiarity around
our team in operations. And then I'll

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be honest and say the Solar hasn't
been tremendously hard. A lot of it's

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been made easier by the consistency of
the equipment that we purchased for Solar's largest

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customer. We're one of the largest
customers of Tesla. We have all the

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same transformers and medium voltage transformers,
high voltage transformers. Everything is very consistent

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across our fleet, so that's made
it much easier. The thing that has

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maybe been a little bit surprising is
the operation of batteries. We're still kind

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of learning how they integrate with the
systems. Some of the back and forth

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with like the ISOs about hey,
why are you running your battery that way

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has been an interesting set of questions. There's been folks trying to understand why

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we act in certain ways with our
battery assets, and that's just sort of

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an indication of how new they are
on the grid. Certainly at the scales

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we're talking about kind of the single
asset GEGG what our plus scale? You

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start talking about your supply chain,
because for me what we are, it

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seems that there is a lot of
especially Solar, difficulty to get Chinese spanels,

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import taxes, or a lot of
questions, So how did you manage

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to structure your supply chain. Of
course you talk about the slab batteries please.

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It's been a very, very intentional
strategy right from the get go.

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We started out with the intention primarily
around forced labor. So when we did

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our first contracts, even before the
fleet that we're running now, the two

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point two gigawatts, when we were
doing the just h two gigs we sold

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to soft Bank, we tried to
get our arms around whether or not we

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wanted to buy Chinese modules, and
at the time there were a whole bunch

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of folks sending me kind of the
various human rights reports on Hinjiang and some

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of the forced labor issues there.
We had a good relationship with First Solar,

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have a lot of respect for that
team. We like their product a

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lot. There are a lot of
advantages to that product in regions of the

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country that have hail, so there's
a lot of technical advantage. And combining

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all of that with just our view
that no matter how hard we tried on

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supply chain consultants and other things,
we just weren't going to get comfortable that

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our modules weren't being made with Shinjong
polly and labor. That really was kind

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of a values based judgment, and
at the time we actually paid more for

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the product, but it made us
a very large customer first holders, and

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we went on to buy more of
it even before the Inflation Reduction Act and

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then the IRA came in and effectively
was a bit of a windfall for the

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type of supply chain we were already
running in terms of the things and we

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had decided to do based on our
corporate values. The tariffs are a bit

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of another story across both modules and
a whole bunch of other equipment. The

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United States is concerned k along three
axes of policy. The first is defense

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and national security, the second is
economic development labor industrial policy, and the

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third is forced labor. And what
they're trying to solve for across all of

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those policy goals is very different,
but it has one common impact, which

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is in almost every case going to
result in less equipment coming from China,

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less dependency on China in many sectors
of the US economy, but renewables,

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electric vehicles, battery storage is going
to be one that is most impacted due

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to where most of those pieces of
equipment are made. You've already seen UFLPA

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forced labor actions that have impacted through
customs the industry with a lot of holds

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on modules. And then now you're
seeing significant tariff activity with an established base

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of industry in the United States filing
complaints against Chinese dumping and the government largely

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agree with that. And finally,
people are going to fight, spend millions

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and millions and millions of dollars fighting
customs, fighting tariffs, fighting the government,

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trying to do all this. But
at the end of the day,

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you got to ask yourself some fundamental
questions around is the United States government going

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to allow this stuff onto their grid
from a national defense standpoint? And some

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of the more passive equipment maybe,
but you start getting into batteries and electrical

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equipment that touches the grid or has
the ability to bring down the grid,

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and you're going to very quickly find
the answer is absolutely not. No matter

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what goes on in some of those
other areas, I'm just not bullish that

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the United States government is going to
get there on the national defense side of

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Chinese equipment. So, Sheldon,
sorry, just one thing that we hear

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an awful lot of is that it's
really difficult in terms of grid build out

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in the us, and in particular
it's just a shortage of components like transformers

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and stuff like that. Can you
comment a little bit about on that.

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Yes, the answer is yes,
there's a shortage of all of that,

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and the cues are very long to
get your hands on that. We have

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data centers and generators and utilities who
all need that equipment effectively fighting over a

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fairly narrow pool of that equipment,
and most of it is locked up for

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three, four five years forward.
Luckily, at Intersect Power we realize that

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quite some time, and we have
eighty plus transformers enough for all of our

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projects for the next five years.
We've got one hundred and forty plus have

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eliged circuit breakers also enough for all
of our projects going forward, and we've

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got some spares available there for data
center customers. So we are not in

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that position, but the market absolutely
is. Sheldon, I'd like to hear

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your comment on something that we recently
saw in California, which is that before

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the sun comes up on after the
sun goes down, the biggest generation is

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actually ends up being battery storage.
So this whole called duck curve that we've

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been talking about for years, and
you can actually say that the shoulders of

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the duck have not been broken by
batteries. Just talk about that and explain

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that how that works and how you
see it going forward. Actually, it's

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been a really interesting spring in California. We've had a bunch of first We

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had the first time, as you
say, the battery storage was the marginal

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supply during the ramp periods, we're
demand ramped. We've had a big first

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in term of the first time or
at least the first time for a significant

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number of hours where the net load
demand net of solar and renewables primarily solar

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in California went negative. So that
means that there was more renewables online or

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then the total demand of the state
for many hours during the middle of the

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day when the solar was really producing. It's had some really interesting effects on

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the marketplace. The predominance of batteries
is fantastic right now. You're primarily seeing

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them kicking gas out of the mix
where gas would have been on the margin

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during those periods. We have yet
to see the sort of secondary some might

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call it the primary impact that we're
looking for from batteries, which is to

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kind the LiPo suction of the belly
of the duck. We need to kind

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of suck the gut in on the
duck and begin to impact the shape of

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demand in California. Those batteries will
then pick up the belly of the duck

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and dump it into the sort of
head of the duck in the evening ramp.

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That has yet to sort of happen. If you look at the evidence

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from the spring, you see the
whole curve moved down. So you've seen

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pretty depressed energy prices in California,
and you haven't seen batteries built at a

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large enough scale yet that the shape
is changing. The whole curve has moved

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sort of vertically down, but the
belly of the duck hasn't gone up while

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the head is dropping. That has
not begun to happen yet. So we

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need a lot more batteries in California
to really get at the fundamentals of flattening

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the duck curve and putting us on
a stable path toward semi firm renewables.

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Just on that. So, if
I understand that what you're doing is by

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putting in batteries, ultimately you're competing
with gas. So it's all about that.

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So it's all about can I buy
power cheap enough and then sell it

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more expensive enough so that would still
be under the marginal cost of gas?

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Is that the way I should look
at it. Yes, that's what you're

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competing against is gas peakers or in
some cases ccgts that are now operating as

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gas peakers because renewables ate their lunch
and have reduced the capacity factors of those

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assets dramatically. So you're very much
competing against those assets with batteries. Today

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shudd on, we got to talk
about data centels because everybody's talking about data

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centels. Everybody has his own opinion, and we had the head of Good

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NLG was his own opinion, So
I'm curious, what's your opinion on data

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centels. Well, what's interesting is
the world has gotten pretty worked up about

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data centers since the advent of AI
here in the last twelve months, but

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Intersect Power has been working effectively on
the same problem for several years. We've

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talked in the past with you guys
about hydrogen, and we won't get into

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that, but our hydrogen strategy was
all about this sort of nexus of deep

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decarbonization, which I've written about in
my blog and talked about a lot,

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which really just the realization of a
couple of quick things, and that is

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one, there's so much renewable power
at the wrong time and at the wrong

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place in many parts of the country. And two that the grid is broken

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and it will never be fixed.
And people who are building bit businesses on

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the basis that the grid is somehow
going to magically be fixed will never make

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the returns that they think they will. So when you put these two things

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together, you wind up with the
realization that very large loads, in particular

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new large loads that require industrial scale
electrification, will likely wind up locating next

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to or on the bus bar of
large clean generators, and maybe going one

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step further, those will be large
clean generators in parts of the country where

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the renewables put together, call it
the wind and the sun at the same

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time, can generate green power at
very high capacity factor at sixty seventy percent

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capacity factor, places like the Panhandle
of Texas and so Intersect's been developing in

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those places for a very long time, and we have some very flexible assets,

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big behind the meter sites that can
produce green power seventy percent of the

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time. Add batteries, they can
go to eighty plus, you know,

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maybe add a little bit of on
site gas to get you to the twenty

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four to seven, and you can
get very very high renewal percentages with firm

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power without relying on the grid.
And so it is actually pretty great value

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proposition for the AI data centers.
And so I don't have any announcements here,

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but certainly there's a lot of interest
in what we've been doing. The

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primary feedback, the primary obstacle that
I think a lot of generators with renewables

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of the kind I've described are facing
is data center folks are very committed to

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the existing locations they have, right, They have labor pools, they have

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certain things about fiber that they like, and the fiber networks. Although most

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of the places we're developing have plenty
of fiber, we've made sure that from

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the get go it's a hesitancy,
right. But the market is absolutely changing

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to more of what we'll call a
power first siting philosophy when it comes to

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data centers. And as that happens, as we shift to a power first

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citing philosophy, you will find many, many more of those pieces of digital

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infrastructure being located near the high capacity
factor low cost clean energy news. Intersect

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00:24:00.839 --> 00:24:03.039
Power has a lot of that,
So we're bullish on the data center trend

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00:24:03.920 --> 00:24:11.200
shed down. We could talk for
hours, and unfortunately this time we don't

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have time to talk about data sweet
private jet and your e fuels. You

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gotta build for her. So that's
for the next episode. But more journey

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speaking, can you share with us
what intersect but was going to look like

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in three to five years. Intersect
Power in three to five years is going

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to be a lot of the same
of what you see today, just about

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three to four times bigger. We
have a business plan right now that has

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projects that are in either late stage
development. In the case of the first

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wave of projects, we have about
three and a half billion dollars worth of

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00:24:45.640 --> 00:24:49.039
assets that are in financing now that
will be project financed by the end of

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00:24:49.039 --> 00:24:52.359
the year, but they're pretty much
shove already aside from the project financing,

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and the construction will start in January
next year. That's enough to more than

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double the size of our company by
EBITDA and then we will go from the

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two hundred million of you but that
we have the day to more than triple

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that by the end of twenty seven
and again, that's a group of projects

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that's similarly laid stage. A lot
of them have permits, a lot of

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them have interconnection all the land,
and as I've said, every single one

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of them has almost every single major
component fully procured at a fixed price.

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In that regard, we have some
incredibly reliable, stable growth that more than

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triples the size of the company by
the end of twenty seven, and then

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a similar wave of growth that's a
little earlier stage that takes it well beyond

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that to four x plus as we
head into the latter part of the decade.

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And I think the key thing to
highlight is while I have a lot

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of fun talking about Taylor swift Jet
and e fuels and data centers and other

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things, the company is quietly putting
together one of the largest grid, tide

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generation and storage portfolios in the country, and we're doing it faster than almost

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anybody else out there. So we
can have a lot of fun talking about

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00:26:03.839 --> 00:26:08.559
the intricacies of new technologies and the
changeover in the entire industry to deep decarbonization

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of industrials, but at our core, we're building a monster in the power

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markets, and one that very few
others have built. At this scale,

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at this pace, amazing. I
listened, Sheldon. It's been great having

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you on the show, and I
certainly wish you all the best going forward

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changing the energy landscape of the USA. Yeah. I thought you would come

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here and talk a lot about inspiration, but in fact you took a lot

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about perspiration and that's really what I
enjoyed. Thank you, guys, thanks

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for having me. My question to
you, Laron. I loved your analogy

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at the beginning, which you opened
up the whole show up. But I

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suppose my question is, so we
look at California and Texas because they just

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seem to be so different. Yes, on one hand, the markets are

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very different. On the other hand, it's all about Gientano. We had

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00:26:59.440 --> 00:27:04.319
David skin Book on the show with
Greig Jackson. Those guys, Sheldon Kimber,

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those guys are the diamonds. They
are the engine of the energy transition.

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Not the consultants. Those people,
they don't build pipelines, they build

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project No. Man, you criticize
my feel very bad and over and I

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get up every day and consult people, but I'm actually not I agree with

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you. Listen, the energy to
transition doesn't happen without the entrepreneurship. Yeah,

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00:27:29.960 --> 00:27:33.640
and without those great guys and girls
that are out there right. And

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as I was talking to Daniel Fabsar
and the guys spend his time on the

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roof of people putting panels, and
I say, Daniel was your secret and

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00:27:44.240 --> 00:27:51.640
he says, stumph is stromph,
which means the brutal, simple repetition is

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the key of success. Stumph is
stromph. And Sheldon does the same.

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I was absolutely mesmerized. But the
description of his supply chain use first solar,

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use TESTA batteries, and it's just
repeat, repeat, repeat, keep

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00:28:07.200 --> 00:28:14.039
it simpacility and scale fast right exactly
exactly, Otherwise why would he have raised

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00:28:14.319 --> 00:28:19.240
six billion in deeth aniquity in AHLs
starting from zero? He put four gigel

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out of solar. I put two
point five k what hour of batteries?

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It just is grin t It's phenomenal. So I love to do the show

386
00:28:26.440 --> 00:28:30.359
to get those type of entrepreneurs and
the you know, give them a bit

387
00:28:30.400 --> 00:28:33.440
of exposure. Yeah, because actually
what they do is they excited us,

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Laurent and hopefully they help motivate others
around the world do the same thing.

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Absolutely, I only have one regret
is. We didn't have time to speak

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about Taylor Swift and her private jet, but that's for another episode. We

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00:28:52.079 --> 00:28:56.400
thank Sheldon for coming on the show
with thank Jaellly Piper to support this episode

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00:28:56.480 --> 00:29:06.799
and jar I took to you next
week. Thank you for listening to Redefining

393
00:29:07.000 --> 00:29:11.640
Energy. Don't forget to rate the
show and subscribe on Apple, Podcast,

394
00:29:11.119 --> 00:29:15.160
Spotify, or the platform of your
choice.

