20 years of effort have proven that clean energy market penetration is about the margins a clean system can produce. Adaptive Hydro is uniquely positioned to deliver economic advantage.
Clean energy has limited its options to price driven low yield commodities and the need for massive market skewing (negative pricing) all for few hours of economic advantage.
What are the most productive and profitable ways to use Adaptive Hydro’s stable cheap power?
Not the grid.
Economic positioning is a function of achieved price to cost. In grid markets there is no added value or advantage that can be exploited. Instead they are highly volatile and perverted by misguided subsidization, forcing major grids in negative pricing on a daily basis.
GenH technologies side-step the need to tie into a centralized system because they eliminate variability. Thereby demand can be planned in the capacity.
Modern penetration strategy is about segmenting for competitive advantage which is difficult using mean metrics.
GenH’s integrated strategy and design bundles in high yield early opportunities from on-site data mining, to agriculture, to aquaculture. Segmentation should be based on maximum achievable early margins.
Margins are wholly dependent on cost to achieved pricing. due to completely stable output luxury products with high margins can be planned into the stable supply without question of whether the resource will be available. This is not just electricity. Water pressure, cooling low use container irrigations are all applicable to on-site produced products.
If one targets a commodities market, a higher yield market is desirable. Other side of the meter is such a market but with poor distribution correlation between demand and RE resources, except for Adaptive Hydro’s market of low head industrial dams, which are highly collocated with cities and roads.
Energy focuses on efficiency which is one cost amortization lever. It is not the largest nor the most effective lever. It is the most easily understood in the engineering framework. It is why the entire path of energy R&D for the last 30 years has chased ever shrinking improvement of a couple % while ignoring the real levers of productivity and stability.
By moving down the market value chain, GenH can realize higher pricing for lower cost, achieving significant competitive advantage and thereby ROI. Cost of achieved price is productivity and is the determinant of share growth and profit margin, the relevant market metrics. It is also obviates the need for subsidies or policies to achieve advantage in the market, avoiding the “if they would only pass…” trap.