South Korean carmaker Hyundai on Wednesday presented the first 7 hydrogen-powered trucks to customers in Switzerland, out of 50 such vehicles scheduled this year to bring zero-emission commercial vehicles to European roads

“Energy needed a digital revolution – and we are it”

Greg Jackson, boss of Octopus Energy, says the sector was ripe for an Amazon or Uber-style disruptor, but that his version will also boost the UK’s green revolution


Greg Jackson, chief executive of Octopus Energy, wears the unassuming combination of jeans and trainers one might expect from the founder of a wildly successful startup

There’s also a vast open-plan central London office, easy camaraderie with staff, lots of plants

He has the enthusiasm and world-changing idealism too

With all these markers of a tech unicorn – a deal last month with Tokyo Gas valued it at $2bn (£1.5bn) – it’s easy to forget that Octopus is an energy company

Jackson, 49, says the distinction is increasingly irrelevant

Octopus is a new breed of energy supplier, built on cutting-edge technology and unencumbered by the creaking billing systems and fossil-fuel plants that plague the UK’s “big six”

Set up just five years ago, it has been free to view the energy market as a tech startup would: ripe for disruption

@bburnworth Here’s some background

1. Global Vehicle Fleet

2. Natural Demand for new vehicles to support the evolution of the Global Vehicle Fleet

3. BEV Penetration S-Curve that you already alluded to

4. Evolution of BEV supply based on combining Natural Demand and the BEV Penetration S-Curve

5. Evolution of Tesla volume based on 20% Global Market Share of BEVs

GLOBAL ENERGY CONSUMPTION - A PRIMER

We have hopefully all seen this wonderful diagram from LLNL showing the Flow Diagram of the world’s Energy Consumption in a very useful form full of diagnostic power

So how did we get to here ?

And where are we going from here ?

1. The recent history of Global Energy Consumption

Back in the 1800s the primary use of energy was to generate heat by cutting down trees and vegetation and burning them as fuel - referred to here as “Traditional Biomass”

- this was a defining feature of our World 2.0

2. And then with the advent of the Industrial Revolution fossil fuels like Coal, Oil and Gas became increasingly important

- and they started to define many of the characteristics of our World 3.0

3. Wood-burning Biomass has remained as a significant source of Energy even though its proportion has declined

4. Coal reached as high as 50% of our Energy supply and has continued to grow in absolute terms even though its proportion has shrunk to around 25%

5. Oil took over 40% of the Energy market until the Oil Shock of 1973 started changing our attitudes about the efficiency of its consumption

6. And Gas has been steadily growing its share of the market

VW LOOKS INTO THE VALLEY OF DEATH

The disruptive threats Herbert Diess saw coming for big, incumbent automakers soon after he took over the top job at Volkswagen Group are playing out as predicted -- only faster and in more dramatic fashion


In an interview, Diess said additional cost reductions and a speedier overhaul of the German industrial giant are vital to withstand new rivals with superior financial firepower

He has been reflecting not only on trying to keep pace with Tesla but on the risk that Apple adds another mighty competitor with almost unlimited resources to the automotive arena

“Despite all efforts, we are currently in a rather more difficult situation than in 2018 when I took office," Diess said

"What really has changed -- and what I had not expected to this extent -- is the view of capital markets on our industry”

In the almost 2 1/2 years since Diess told investors VW needed to aim for valuation levels more in line with Apple, Amazon and Google to still be around for another two decades, the gap has only grown

LEGACY AUTOMAKERS - 2020 NOVEMBER YTD

As we approach the close of the year, how do the legacy automakers see themselves in 2020 ?

Total global industry volume is down -16% so far, and the two largest players reflect that same reality

Renault is down -22%

Nissan is down nearly -30%

And Mitsubishi is down nearly -39%

Which has brought this unstable alliance down by -28.1% overall

Of course, these numbers only reflect the way the industry likes to present itself to you

And many things about them are not quite as robust as they would have you believe

Let’s touch upon a few :

1. A lot of the volume that VW likes to report does not actually belong to them

2. Instead it belongs to Chinese companies that they only have partial ownership stakes in

3. So when VW actually files its own financial statements, a large part of this volume does not get included

4. On this particular scorecard they are reporting production and not sales

5. This is important for investors to understand because you only earn profits on sales and not on production

6. Any reports of sales numbers from legacy automakers have proven to be unreliable, and are prone to “sales reporting abuses”

~8yrs ago (Dec’12) I got a job @Google. Those were still early days of cloud. I joined GCP @<150M ARR & left @~4B (excld GSuite). Learned from some of the smartest ppl in tech. But we also got a LOT wrong that took yrs to fix. Much of it now public, but here’s my ring-side view👇

By 2008, Google had everything going for it w.r.t. Cloud and we should’ve been the market leaders, but we were either too early to market or too late. What did we do wrong? (1) bad timing (2) worse productization & (3) worst GTM.

We were 1st to “containers” (lxc) & container management (Borg) - since '03/04. But Docker took LXC, added cluster management, & launched 1st. Mesosphere launched DCOS. A lot of chairs were thrown around re: google losing this early battle, though K8 won the war, eventually 👏

We were 1st to “serverless” (AppEngine). GAE was our beachhead -- it was the biggest revenue source early on but the world wasn’t ready for serverless primitives. We also didn’t build auxiliary products fast enough. Clients that outgrew GAE wanted “building block” IaaS offerings.

1st to hadoop (map-reduce ‘04) but our hosted Hadoop launched in ‘15. AWS EMR was ~200M ARR by then. 1st to cloud storage (GFS ’03), but didn’t offer a filestore till ‘18! Customers were asking for it since 2014. Didn’t launch archival storage or direct interconnect till v. late.

Java was first released in mid-1995, just 6 months before JS.

By 98, when I went to college, Java was already used for all the first level courses in the CS program.

How did it catch on so quickly (just 3 years) to shift university curriculum, which is usually so slow/behind?

I wonder why Java was so respected and JS was not? Why/how was Java already seen as such a stable and mature language?

Not just Java, other languages (like python) were also released around/near 95, and also seemed to get to "mature" respect status. much quicker.

I bring all this up because my impression of Java in 98 was that it had been around "forever" (as had C++ first developed in 79, but not standardized until 98!), but that's not. true at all. These were all new languages around the same time.

I'm sure the language designs had different merits, and the target applications meant a different perception and reception, but...

it sure seems like the industry (and academics) just decided Java and C++ were the stable mature ones and langs like JS were toys.

BTW, before you assume JS was nascent/immature b/c the web wasn't much of a thing yet, remember that JS was actually released as LiveScript on the server before it was released in a browser. So "server-side JS" was always part of the story, not just Node 15 years later in 2009.

So, I want to talk about how sexual harassment and fair pay are linked at Google (and beyond), because I think that's an angle that isn't being highlighted enough in the coverage of these walk-outs. I'm going to frame it largely around my personal experience there. Thread.

When I was sexually harassed by the director of the area I was working in, I was afraid to report it because I was worried that "getting him in trouble" would result in the subtle retaliation of missed leadership opportunities.

I wanted to continue working on the team I was on, because I'd gained a lot of very deep knowledge and expertise in that area, as well as reputation and camaraderie with the other folks working in that area. I didn't want to make the situation more "difficult."

To get promoted at Google, several need to happen: 1. you need opportunities for ownership and leadership above your current level (basically, opportunities to show you're working at the next level you're trying to get promoted to). The work you're "assigned" has a big impact.

2. You need glowing reviews from peers, *at or particularly above the level you're hoping to get promoted to.* Basically, you need people a lot more senior than you to say you're doing awesome work.

1/ What causes long term sustained performance in an ad account?

🧵featuring real examples 👇🏻

If you explore the source of FB ad growth and subsequently revenue growth for eCom brands it is almost never a function of iterative improvements to ad creative or tactics over time.

2/ More often it is a series of moments that unlock an order of magnitude increase in awareness, engagement, traffic and performance.

These moments can be caused by:

A single ad
A big PR moment
A breakthrough campaign
A change in market dynamics
A new product release
Etc.

3/ The problem is they are very hard to predict and create.

I’ll give you an example of a few that happened for us @QALORing that changed our trajectory (and ad account performance) each time...

4/ The first was @andydalton14 wearing a ring on @HBO hard knocks. It was the peak of the series popularity and they did a :30 piece on the ring he was wearing while playing.

See screenshot

Notice the traffic before and after the peak.

5/ This increased organic traffic let us alter our AdWords strategy, extract more post intent demand from new searchers and pull clips of the show to supplement our ad credibility.