The world needs new energy resources-not only to offset the decline of our existing reserves but to support the rapid growth of emerging economies like those of China, India, Brazil, and Russia.
The energy industry has a reputation for deploying innovations more slowly than others.
Part of the problem is that for energy technology to reach its full potential, it must be introduced, tested, and deployed at a scale attained only by major industry players invested in methods that already have a long track record.
The challenge stems from the fact that the skills required to raise venture capital and start a company are different from-sometimes contradictory to-the skills needed to partner successfully with a large energy company.
The teams at startups working on energy innovation will need both sets of skills, and they need to know that the swagger that helps attract venture capitalists hurts more than it helps with people at the energy giants.
The shale gas revolution illustrates that energy giants are quite capable of rapidly adopting new technologies that dramatically change the energy landscape.
Our vision is that future dramatic changes in energy resources will result whenemerging companies connect with established players in an industry that hasbeen the most competent in the world when it comes to deploy