Break New Ground x Nano One | A Fireside Chat with CEO Dan Blondal
Summary
TLDRIn this interview, Dan Blondell, CEO of Nano One, discusses his company's innovative approach to revolutionizing the battery supply chain. By developing cost-effective, long-lasting, and safe battery materials in Canada, Nano One aims to support a sustainable future and address global manufacturing challenges. The company's patented 'one pot' process stands out for reducing environmental impact and waste while offering a competitive alternative to existing technologies in Asia. Blondell emphasizes the importance of diversifying supply chains and the role of Nano One's scalable technology in achieving this goal, ultimately contributing to a cleaner energy future.
Takeaways
- 🚀 Nano One is a Canadian technology company developing innovative processes for manufacturing cathode materials for lithium batteries, aiming to disrupt the global battery supply chain.
- 🌏 Their technology is designed to be more cost-effective, environmentally friendly, and safe, which aligns with global sustainability goals, including Canada's net-zero emissions target by 2050.
- 🔋 Nano One focuses on improving the production of cathode materials, which are crucial for lithium batteries' performance, safety, and energy storage capacity.
- 📈 The company has a patented 'one pot' process and holds over 40 patents with an additional 50 pending, showcasing their commitment to innovation in battery technology.
- 🏭 Nano One is not directly involved in battery production but partners with other businesses, positioning themselves between mining and battery manufacturing in the supply chain.
- 💡 They aim to decouple from traditional supply chains, particularly those in Asia, to create a more diversified and localized supply chain strategy.
- 🌿 Sustainability is a core value for Nano One, encompassing environmental, economic, and security aspects to ensure a responsible and viable supply chain.
- 🔄 The scalability of Nano One's processes is a priority, with the goal of making their technology widely accessible for the global transition to clean energy.
- 🛠️ Challenges for Nano One include innovation risk and the reluctance of established industries to adopt new, disruptive technologies.
- 🌟 The company's vision is to change how the world makes cathode materials, with plans to license their technology and build modular plants globally to meet future demands.
- 💼 CEO Dan Blondal leads with a collaborative style, emphasizing the importance of team growth, vision, and a sense of ownership in driving the company's mission forward.
Q & A
What is Nano One's core business focus?
-Nano One is a technology company focused on process technology and chemical processes to improve the way cathode materials are made for lithium batteries.
What are the benefits of Nano One's cathode material production process?
-Nano One's process drives down cost, reduces environmental footprint, water usage, and waste streams, and allows for decoupling from some of the intransigent supply chains in Asia.
What is the significance of Nano One's technology being developed in Canada?
-Developing the technology in Canada means Nano One is contributing to a more sustainable future and solving global manufacturing challenges, which is important for achieving Canada's goal of net-zero emissions by 2050.
What is the 'one pot' process that Nano One has patented?
-The 'one pot' process is a patented method that Nano One uses to make cathode materials, which is part of their 40 patents issued in various countries.
Who are Nano One's main competitors in the battery materials space?
-China dominates the space with two dominant chemistries, NMC (nickel-magnesium-cobalt-based lithium batteries) and LFP (lithium iron phosphate), which are Nano One's main competitors.
How does Nano One's technology address supply chain risks?
-Nano One's technology allows for a more diversified and localized supply chain, which is crucial for reducing reliance on single-location supply chains and mitigating risks.
What was the 'aha' moment for Nano One in terms of market acceptance of their environmental technology?
-The 'aha' moment came in January 2020 when there was a sudden increase in market interest in environmental change as part of the ESG drive.
How scalable is Nano One's technology?
-Nano One's technology is designed to be scalable from the outset, ensuring that reactions happen uniformly and consistently regardless of scale.
What is the biggest hurdle for companies when considering partnering with Nano One?
-The biggest hurdle is innovation risk, as the industry is often reluctant to adopt unproven technologies that are disruptive, even if they offer environmental and cost benefits.
How does Nano One define sustainability in the context of their technology and business?
-Sustainability for Nano One includes environmental sustainability (reducing waste and energy use), economic sustainability (creating a viable and responsible supply chain), and security sustainability (ensuring long-term viability).
What is Nano One's strategy for global expansion and technology adoption?
-Nano One plans to demonstrate their technology at scale in Canada and then use this as a model for a 'design once, build many' modular plant design that can be quickly rolled out worldwide through licensing.
What inspired Dan Blondell, CEO of Nano One, to keep going during challenging times?
-Dan is inspired by watching his team grow and contribute, as well as the opportunity to be involved in shaping government policies and making a difference in environmental and energy security issues.
How would you describe Dan Blondell's leadership style?
-Dan Blondell's leadership style is collaborative, with a focus on leading by example, including people in decisions, and surrounding himself with knowledgeable team members.
What advice does Dan Blondell have for technology entrepreneurs regarding effective communication?
-Dan advises entrepreneurs to constantly refine their messaging, practice presenting ideas to different audiences, and stay informed about the ecosystem to turn gathered information into a cohesive message and product development.
How does Nano One's culture differ from other tech companies in the industry?
-Nano One differs by focusing on developing next-generation materials for batteries, addressing future needs and sustainability hurdles, and creating a sense of urgency and purpose within the company.
What is the one key takeaway Dan Blondell suggests people should have regarding the battery industry in the coming years?
-The key takeaway is the growing market share of LFP in China and its potential expansion to the West, along with Nano One's strategy to make this chemistry competitive globally through their one pot process and modular plant design.
Outlines
🚀 Disrupting the Battery Supply Chain with Nano One
In this segment, the CEO of Nano One, Dan Blondell, discusses his company's innovative approach to battery materials, which aims to disrupt the global supply chain. Nano One is developing cost-effective, long-lasting, and safe battery materials in Canada, contributing to a sustainable future and addressing global manufacturing challenges. The company focuses on improving the production process of cathode materials for lithium batteries, which are crucial for energy storage capacity and safety. Their patented 'one pot' process reduces costs and environmental impact while mitigating reliance on supply chains in Asia. The conversation highlights the importance of diversification and localization in supply chains, especially in light of recent geopolitical events.
🌱 Sustainability and Scalability at Nano One
This paragraph delves into Nano One's commitment to sustainability, both from an environmental and economic perspective. The company's processes are designed to be scalable, ensuring uniform reactions in chemical processing regardless of scale. Nano One's acquisition of Johnson Matthey Battery Materials' Canadian division allowed them to demonstrate their technology at full scale without generating waste. The discussion also touches on the challenges of innovation disruption in the industry, as new technologies can be met with reluctance due to the perceived risks. The company's focus is on creating a secure, economically viable, and environmentally responsible supply chain for the future.
🛠 Building a Global Solution with Homegrown Technology
Dan Blondell outlines Nano One's strategy to not only innovate within Canada but also to export their technology globally. The company's plant in Candiac, near Montreal, serves as a learning center for developing a turnkey design for future plants. The goal is to license this technology and establish plants worldwide, providing a solution to environmental concerns such as water and chemical waste while remaining economically competitive. This approach is essential for the widespread adoption of their technology and for reshaping the supply chain in the electric vehicle and renewable energy storage sectors.
🔍 Fostering Innovation and Overcoming Challenges
In this segment, the discussion centers on the importance of leadership and culture in fostering innovation within an organization. Dan Blondell emphasizes the need for a collaborative approach, where team members feel a sense of ownership and are aligned with the company's larger vision. He acknowledges the challenges faced by entrepreneurs, especially during the early stages of a company's growth, and the importance of maintaining effective communication. Blondell also highlights the support from shareholders and government agencies, which has been instrumental in Nano One's progress.
🌟 The Future of Battery Technology and Market Shifts
The final paragraph focuses on the future of battery technology, particularly the rise of lithium iron phosphate (LFP) in China and its potential impact on global markets. Nano One's 'one pot' process offers a solution to make LFP competitive with existing technologies in Asia by reducing costs and environmental impact. The company's strategy involves a modular plant design that can be quickly deployed worldwide, eliminating waste and security risks associated with traditional supply chains. This approach positions Nano One at the forefront of the energy transition and addresses the growing demand for sustainable and secure battery technologies.
Mindmap
Keywords
💡nano1
💡cathode materials
💡supply chain
💡patented process
💡environmental sustainability
💡economic sustainability
💡security sustainability
💡one pot process
💡lithium iron phosphate (LFP)
💡net-zero emissions
Highlights
Nano One is a technology company focused on improving lithium battery cathode material production with a more cost-effective and environmentally friendly process.
The company's innovative process reduces costs, environmental footprint, water usage, and waste streams, while also addressing supply chain issues.
Nano One's process technology allows decoupling from traditional Asian supply chains, providing a more sustainable and secure alternative.
The company has a patented 'one pot' process with 40 patents issued and 50 more being examined, positioning it as a key player in battery technology.
China dominates the current battery market, but Nano One aims to provide a competitive alternative with its technology.
Lithium iron phosphate (LFP) has become a dominant chemistry in China due to its safety, cost-effectiveness, and longevity.
Nano One's technology is designed to be scalable, addressing one of the main challenges in chemical processing.
The company acquired Johnson Matthey Battery Materials' Canadian division, enhancing its ability to demonstrate full-scale production.
Innovation risk is a significant hurdle for Nano One, as the industry is often reluctant to adopt unproven technologies.
Sustainability is a key focus for Nano One, encompassing environmental, economic, and security sustainability.
Nano One's strategy includes licensing its technology to multiple players to commoditize materials and secure supply chains.
The company's leadership style is collaborative, with an emphasis on leading by example and including team members in decision-making.
Fostering innovation at Nano One involves giving employees a sense of ownership and aligning them with the company's larger vision.
Government support has been crucial for Nano One, with backing from both Canadian and US government agencies.
Nano One's culture is defined by a sense of urgency and purpose, focusing on solving future challenges in battery technology.
The rise of LFP in China and its potential spread to the West is a significant trend that the industry should monitor.
Nano One's one pot process offers a solution to make LFP competitive globally, with plans for a modular plant design for rapid deployment.
Transcripts
I'm excited today to sit down with Dan
Blondell the CEO of nano1 nano1 is
disrupting the battery supply chain by
providing more costeffective
longer-lasting and safe battery
materials and what's really interesting
is that they are developing this
technology right here in Canada this
means that nano1 is not only Paving the
way for a more sustainable future but
they're also solving some of our Global
manufacturing challenges this is
extremely important and helping us get
closer to achieving Canada's goal of net
zero emissions by
[Music]
2050 well we've got Dan here today CEO
of nano1 thank you for being here with
us it's a pleasure to be here thank you
it's really uh it's really great to see
you in person you're so busy changing
the world that uh we do you get that
often no changing the word not yet not
yet but it's coming right it's coming
um so speaking about changing the world
you guys have really invested in um a
strategy around battery materials uh
that actually has a huge impact on the
global supply chain tell me a little bit
about Nano one to start and then we're
going to get into the details a little
bit so Nano one's a technology company U
focused on process technology chemical
processes to improve the way that
cathode materials are made for lithium
batteries a cathode material is a
mixture of lithium nickel magnes Cobalt
aluminum and a whole bunch of other
things or there's various flavors of
cathod materials they all have lithium
them the other metals Define things like
voltage and the amount of energy it can
store and how safe it is and all of that
so we have a process for making the
cathod materials that drives down cost
environmental foot print uh water usage
waste streams and it allows us to sort
of decouple from some of the uh uh in
transident uh Supply chains that
actually exist in in Asia you're not
doing the battery production you're
actually looking in and the materials
and partnering with other other
businesses cor correct so so so the
supply chain you kind of have to
understand the supply chain how works
there's Mining and then you refine those
materials then you purify them and then
you process them together to make a
functional cathode material that's what
we do so we're at that we're at the
point where lithium and nickel are
combined right that material then goes
off to a cell producer who will then put
it onto a piece of foil and then roll it
into a cylindrical battery or fold it
into a flat battery like you might have
in the back of your phone and then that
will go off to someone who puts a big
whole bunch of them together into a
battery package sticking in a in a in a
car or a vacuum cleaner or whatever
application it's in so that's kind of we
fit right in the middle right between
Mining and the battery do you have a
patented process called one pot that
correct is that correct tell yeah many
patents actually so when we say patented
um we have 40 patents um currently
issued in in Canada and the US and China
Japan Korea Taiwan European ones are are
out there and then we have another 50 or
so that are being uh examined and
prosecuted at any time who would your um
main competitors be in the space China
really dominates the space and there are
really two dominant chemistries right
now what we call the nmc nickel magnes
cobalt-based lithium batteries which has
been the preferred uh yeah generally
because of the the higher energy density
at the it's really at the at the cathod
level in the in the chemical powders
that I guess you put on the foil and
then there's lithium iron phosphate lfp
and uh those are the two dominant
chemistries in China now lfp has grown
to about 60 or 70% Market share and
largely because it's safer uh cheaper
longer lasting and they figured out a
way at the Pack level so when you put it
into a car they figured out how to pack
more lfp cells in Between the Wheels
than nmc cells because it's safer and
and so that's given them the range and
the energy density to compete so as a
result you're seeing that while nmc was
kind of the preferred uh one to start
with we're seeing LP really take over in
China one of the things that's
interesting about this too is we saw
with with Co how supply chain issues
really became a a big deal um and
there's a lot of discussion not to make
this about politics but there is a lot
of discussion between um you know should
we focus more on a global Outlook versus
a national Outlook and and I I think
what I'm hearing um is the ability for
nano1 to bring this technology out of
Canada um really allows North America
first and foremost even though I know
you guys are focused um globally um in
the long run um but it allows you to
bring this technology kind of as a
homegrown um um solution uh to some of
those uh supply chain risks if if you
would have it yeah yeah I mean think
look no one wants a supply chain located
in one place it doesn't really matter
where it is because there's a there's
ultimately there's a risk and so we we
need Diversified Supply chains if if Co
taught us anything if the the the
freighter stuck in the Suez Canal taught
us anything that that we can't have it
all going down one road right and so so
really diversification um uh
localization of the supply chains
becomes a really important uh part of
the strategy so you obviously saw this
as an opportunity and said okay we're
gonna we're we're you know we're going
to go down this path um what was that
aha moment when you went this is the
path that we need to take and this is
the direction um was it well after you
had started nan1 like did you have that
aha moment before you started or was it
while you were going through this
process uh or a process in in developing
the materials and then went oh this is
bigger than I I initially realized it's
certainly the latter if I look back not
that far to 2020 uh early in
2020 uh we saw an emergence in the
marketplace that actually really
accepted uh wanted to see environmental
change this part of the whole ESG kind
of drive all of a sudden there was
investing in that space our technology
always had that element to it but no one
wanted to pay for it no one was really
that interested in it so the the first
aha comes in January 2020 okay like it
was like it was like someone turned on
the light switch and they said oh this
is important the second one came quite
recently recognizing that uh that China
largely owns the nickel Market because
of all the investment they've done in
Indonesian mining that makes nickel very
difficult to process in in the western
world and that makes lithium iron
phosphate a more suitable candidate for
electric vehicles because it can be
decoupled from those Supply chains and
made more secure in a in a North
American or Western context so uh it's
it's fascinating to me how these Supply
how how these Supply chains you know way
down at a level that most people don't
understand are actually affecting how
the world adopts these technology and
how we how we transition into the into
the sort of Clean Energy Future the
Midstream is the Le is the most
resistant to change CU they're kind of
squeezed from both sides right and so
they don't want to change their chemical
processes expensive we have to work with
their customers and their suppliers to
bring that change in so so working with
the big large integrated Miners and the
big uh electric vehicle companies
they're the ones with the vision they're
the ones who want to collaps the supply
chain make it simpler they want to
reduce ghgs uh they want to build uh you
know a long-term future for their
products uh that is sustainable um from
an environmental point of view that is
sustainable from a business point of
view so the scalability of the
technology is critical for widespread
adoption how scalable are Nano one's
processes so um from the get-go we've
we've Tred to design the processes to be
scalable and maybe just give you a sense
of this so if you're mixing something in
a little tiny be
um it it's really the same temperature
all the way through the beaker cuz it's
just a tiny little amount and and when a
reaction happens it happens loc like
through the whole Beaker as you get
bigger and bigger and bigger what
happens is that um you know the reaction
might be different in the middle than it
is on the outside or the top and the
temperature might be different and so
that's the scalability problem in
chemical processing so you have to
design your process so that actually the
reactions take happen fairly uniformly
and fairly consistently in the same
amount of time so we've designed our
process to do that a year half ago we
finished the acquisition of uh uh of a
company a Canadian company Johnson
Matthew battery materials their Canadian
division they had the only lithium iron
phosphate production facility outside of
Asia we were able to go in and remove
all of the Wastewater handling and all
of the waste chemical handling because
we have no we have no waste stream in
our process by getting rid of that and
then using their full scale reactors and
and various equipment in there we can
demonstrate that technology works at
full scale you mentioned that it is a a
huge hurdle in terms of um um
the Western economy uh how are you
reaching these companies and what are
the um hurdles that they foresee in
terms of partnering with a company like
nan1 well the biggest hurdle is is
innovation risk so technology tends to
be it's already proven it's been used
out there and so the the industry likes
to bring in Technologies already used
and plop it in place and and just make
it bigger and wider and longer and
deeper but if you layer on a piece of
technology let's say it's going to cut
down water usage or it's going to cut
down uh it's going to cut down energy
but it's unproven um there is a
reluctance to adopt that because it's
disruptive right and I would say that
that it's so Innovation disruption is
very difficult to uh Drive in the
industry and that's that's probably the
biggest challenge so when we're talking
to you know a big automotive company
that's the risk that they see and they
need to see drisk but the problem is
you're also you're trying to drisk that
in the face of competing with existing
batteries coming out of asah which have
environmental you know issues there's
all kinds of things attached to them but
they they have a certain performance and
and cost and you kind of have to compete
from that from Ground Zero where they
they've had think a 10e head start
sustainability trendy word means a lot
of different things to many people um we
talked about it briefly but um can you
elaborate on that a little bit more yeah
so we see sustainability in a couple
ways there's the environmental
sustainability so can you actually build
this product without creating this
massive pile of waste or or using excess
energy uh you know we we certainly don't
want to be using our valuable renewable
energy sources unwisely so we have to be
good stewards of the environment so
that's that's one part of it and you
have to be able to do it um you know
well into the future and and that's
where the word sustainability really
comes in but it's also economic
sustainability and and security
sustainability like can we create a
secure uh economically viable and
environmentally uh uh responsible um uh
supply chain well into the future so we
look at it really in all three of those
levels yeah it's it sounds like like
you've said in the last four years
people have really people are now
listening as opposed to um and I think
disruption and change is always
something that's incredibly difficult um
many Tech startups have gone through
that challenge um and it definitely
helps when the world starts going no no
disruption is going to be is is
essential to um our success and our
future um so finally looking beyond the
applications of nano1 Technology how do
you envision the role of it shaping the
future of society and the economy
overall well our Mantra is changing how
the world makes uh materials or cath
materials I know I'm pushing it a little
bit
here um and I think I think maybe what I
can tell you is about like what's our
plan outside of Canada and I think maybe
this is the the really key thing so so
we we have this plant in in um uh just
outside of Montreal in kandia the name
is community it's on the South Shore of
the St Lawrence and we uh there we are
demonstrating technology at scale but it
becomes our learnings there and
everything we Define there becomes
really the kernel for a a turnkey design
of a plant to kind of a design wants
build mini strategy so we uh we plan to
build in Canada we would we definitely
want to do that but really the the our
key objective here is to take it and
populate take this plant and and plop it
all over the world we want to bring a
technology that solves the Water waste
problems the the uh uh the chemical
waste problems is economically
competitive with existing Technologies
in Asia and at the same time provides a
a way for them to form their supply
chains that's secure we can't change
the Supply Chain by being one company
you have to have the technology in many
hands right so the strategy to to build
these plants and license them out um to
many different players is key to the
adoption of the technology by the
automotive companies and it's key to
changing the supply chain so the the the
license strategy isn't just capitally
efficient for us but it's actually I
believe it's absolutely necessary to
commoditizing the materials making them
widely available to a large section of
the population for uh electric vehicles
and for for renewable energy storage and
and the whole energy transition I'm I'm
curious on the days before your success
started to happen there must have been
um many challenging days up up and down
as every entrepreneur
experiences what inspired you on those
hardest days to just keep going well
just to be fair Lindsay the I don't
think the hard days are
over I know but I'm there are there are
still sleepless nights and I'm sure
there will be
look what inspires me is is building
aany watching people of grow up in it
and contribute to me uh I don't get to
do the geeky stuff I get to talk about
it but I don't get to do it and so
watching it happen to me that's a uh to
me that's uh that gives me great
inspiration and the second thing um is
is doing something that I never thought
I'd be doing I never thought I would be
working with government at very senior
levels trying to change how the sort of
the e systems work I never thought I
would be um I would be you know uh in in
a position where I was helping to
educate and inform some of the big
decisions that are happening in the
world to do with supply chain to do with
security uh these are all things that
that you know we have morphed into have
become very important so so I I I feel I
feel a responsibility yeah to contribute
to that I feel uh um I feel that we we
have uh uh perhaps it's a moral
imperative I don't want to sound all
high and mighty but but but it's a moral
imperative really to be good stewards of
the environment to use our energy wisely
to use our waterways wisely to use our
our our battery materials wisely when we
have to mine all this stuff out of the
ground we need to make sure that when
it's in a vehicle or when sitting and
you know storing energy that it's doing
work for us all day long if I was
talking to one of your former employees
um or a current employee how would they
describe your leadership style
I would say my leadership style starts
with by example so lead lead by example
I'm I'm collaborative I like to include
people in on on decisions um I like to
be informed so I I I like to have a team
around me that actually has the the
knowhow and knowledge to uh to bring to
the table so U it is very much a
collaborative style how do you Foster
Innovation uh on a daily basis within
your
organization well I think we have to
give people people a sense of ownership
in the in the uh in the solutions and
give uh people a sense of of the of the
larger vision and we can always do a
better job with that uh as we go through
a growth phase you lose touch sometimes
with uh and you lose touch with your
employees and you have to be have little
step back and say okay hold on a second
um you know uh we've got this Grand
Vision and I'm out there saying it every
day but but my people at work don't
necessarily hear that so we have to step
back and and always always uh be trying
to communicate that back and we're not
at it but uh we Endeavor to make sure
that people understand the bigger
picture in the long run yeah you bring
up a really good point because I think
that it is um any company that's
pioneering and and always thinking
forward um it is often the CEO that's
out there in in the world kind of um
spreading that message and sharing all
the success stories and often the team
is in the is in the background and
they're producing all this great work
but it just becomes the every day and so
sometimes they forget um just how
groundbreaking and um and Innovative it
is so or they don't see it they don't
have time to listen to me on on
podcasts exactly it's true oh what uh
advice would you give um other
technology entrepreneurs or um people
working in the technology industry to
maintain effective communication um
throughout uh the early stages of of
building and pioneering and breaking new
ground certainly communication has been
a huge part of our or as you know it's
complicated so whether we're talking to
an individual investor kind of giving
them some comfort that we know what
we're talking about or or talking to the
media trying to explain to them or or at
least find the thing that's kind of most
interesting to them uh um we have spent
a tremendous amount of time thinking
about the story thinking about how to
tell it rejigging it all the time I
probably have 10,000 PowerPoint
presentations that are just an evolution
of one after the other and those are you
know that's I'm exaggerating on 10,000
no but but it feels that way right like
it feels that way as you're going
through it and you're like I could say
this better then you try it and then and
then you come back to it and um it's
optimizing you know optimizing and
you're constantly practicing and and
trialing ideas on people and and and on
audiences and getting a sense of how
they how they gauge it you're out there
looking for information from other
people to to to as this as the as the
whole ecosystem evolves and then to turn
that into a cohesive message of course
for communication but also to turn that
into a product can't just be about
messaging we have to actually then you
know uh refine our process to make it uh
to make to make it uh compatible with
the you know the near future we had lots
of support obviously from our
shareholders I think the biggest thing
that boosted us was the government
support we had through this that's
natural resources Canada that's uh is
which is uh the Innovation science and
economic development of Canada or
industry science and economic
development and uh and then those all
the other programs so super important to
what we're doing and then across the
border as well so the US government uh
be it from the Department of Defense the
department of energy uh the state
department all very uh involved in what
we're doing and really really like what
we're doing because we're solving
security issues um for North America so
that's become uh very important how
would you describe your culture and do
you do you think of it as a as unique to
some of the other um tech companies that
are out there in the same um well not in
similar space but in sciences and and in
engineering well I would say we have we
have similar challenges in terms of the
kind of talent that we need to attract
and the kind of culture that we need to
build as as company as as sort of hard
tech companies um uh in in the space I
think our where we differ from so many
other companies is that we're trying to
take the technology to a new level we're
not just trying to make batteries to
stuff between Wheels today or make the
materials that go into those batteries
we're trying to make the next generation
of materials that go into those
batteries and that I think is
fundamentally different than 99% of the
of the companies out there most people
are just trying to address the immediate
need we're trying to address the future
need because we recognize that there are
massive hurdles uh big environmental
hurdles there's big sustainability
hurdles and and there's big security
hurdles that have to be solved and
they're coming fast and and we have to
solve them so really creating that sense
of urgency that sense of purpose is is
uh is is very important to to what we do
Dan you've shared a lot about nano1
today the technology your future plans a
little bit about the company culture um
I'm I'm curious for people who are
watching what is the one takeaway that
you would share about the industry
overall um that that people should have
on their radar in the coming
years lfp has now grown to 60 70% market
share in China and it's virtually
nothing anywhere else Korea woke up last
year and figured out they they've been
staunchly nmc long range electric
vehicles they figured out they need lfp
it's fundamental to their to their
growth strategy to their energy strategy
to energy security and to access to the
North American markets and it's coming
to the West so that's probably the first
thing to follow on to that is nano one
has uh with our one pot process we have
a solution to drive down the cost make
it competitive um with the uh with lfp
in Asia uh we can drive down the um uh
the ghg and the energy uh intensity we
can drive down the capital cost of
making the plants we have a we have a
strategy for as I mentioned earlier
design once build many modular plant
design that can be kind of um made to
happen very quickly rolled out very
quickly around the world and we're able
to eliminate all the waste water all the
waste sulfate and eliminate the security
risk and the ties to the existing Supply
chains by being able to leverage the
existing sources of nickel and iron in
in uh in the in the western world
well thank you very much Dan for being
on breaking new ground today it's been a
pleasure talking to you and anybody
interested in getting more information
on nano1 they can visit your website uh
which is on the screen do we want to
point up down around everywhere just
have it everywhere you can spell it out
spell yes okay thank you so much for
coming thank you appreciate the
opportunity
[Music]
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