Free Electrons is a truly global accelerator backed up by an alliance of energy utilities, committed to supporting energy entrepreneurs and startups to transform the energy market with next-generation ideas.
American Electric Power
American Electric Power, based in Columbus, Ohio, is focused on building a smarter energy infrastructure and delivering new technologies and custom energy solutions to our customers. AEP’s more than 17,000 employees operate and maintain the nation’s largest electricity transmission system and more than 224,000 miles of distribution lines to efficiently deliver safe, reliable power to nearly 5.4 million regulated customers in 11 states. AEP also is one of the nation’s largest electricity producers with approximately 33,000 megawatts of diverse generating capacity, including 4,200 megawatts of renewable energy.
Joining the Free Electrons accelerator program gives us access to the world’s most innovative technology entrepreneurs in the energy space. Our long-term strategy includes building smarter energy infrastructure and delivering new technologies and custom products and services to our customers. We’re excited to help cultivate the cutting-edge energy solutions that are being developed around the globe.
Nicholas K. Akins
Chairman, President and CEO, AEP
AusNet Services
A major player in the Australian energy industry. We are Victoria’s largest energy delivery service business owning and operating approximately $11 billion of electricity and gas distribution assets that connect into more than 1.3 million Victorian homes and businesses. The energy landscape is transforming and so are we. We are looking for new ways to move energy with significant investment in creating energy solutions to meet tomorrows.
What are they looking for?
Ways to make the core business more efficient: ways to run the networks, particularly in distribution, more efficiently, and the ways the business can commercially benefit from new opportunities;
New business models.
We are passionate about helping entrepreneurs bring their technologies, ideas and products to the global marketplace, and look forward to mentoring them as they turn their energy start-ups into viable businesses that enable us to transform the energy industry globally.
Chad Hymas
Executive General Manager,
AusNet Services
CLP
CLP was founded in Hong Kong in 1901, at a time when electricity was still a novelty worldwide. Today we power millions of homes and businesses across the Asia Pacific regions. In Hong Kong, we operate a vertically-integrated electricity supply business providing a highly-reliable supply of electricity to 80% of the city’s population. Outside Hong Kong, we invest in the energy sector in Mainland China, India, Southeast Asia, Taiwan and Australia. Our business includes power generation, transmission and distribution, and electricity and gas retail activities. Our goal is to meet Asia-Pacific’s energy challenge in a sustainable manner from one generation to the next.
What are they looking for?
Microgrids, energy storage, distributed energy, solutions for the home for consumers;
Energy management in buildings today – so that developers, management, tenants can have visibility and control of how they consume energy and how they move to lower carbon intensity and a better sustainability footprint.
The Free Electrons Accelerator Program enables CLP to work with some of the world’s smartest and most dynamic innovators on solutions to the 21st century’s digital energy challenges. With our industry leadership across the Asia Pacific markets, spanning Greater China to Australia, CLP is excited by the opportunity to partner with the best start-ups to create transformative new energy technologies and applications for individuals, businesses, cities and governments.
Austin Bryan
Senior Director – Innovation,
CLP Holdings Limited
Dubai Electricity and Water Authority
DEWA is committed to promoting Dubai’s vision through the delivery of sustainable electricity and water services at a world-class level of reliability, efficiency and safety in an environment that nurtures innovation with a competent workforce and effective partnerships; supporting the sustainability of resources.
What are they looking for?
New revenue streams;
AI, data-based services.
Dubai is at the centre of a region that is emerging as a major force in the global economy, and it is seen as a leader in promoting innovation, sustainability and economic diversity. Dubai is keen to encourage collaboration between the public and private sectors to achieve a green economy. Public-private partnerships are key to this, as is the goal to make Dubai a global hub for green finance and a green economy
His Excellency Saeed Mohamed Al Tayer
MD & CEO,
Dubai Electricity and Water Authority
Electricity Supply Board (ESB)
ESB is Ireland’s leading energy company, operating across the full spectrum of the electricity market: from generation, through transmission and distribution to supply. In addition, ESB extracts further value at certain points along this chain: supplying gas, using our networks to carry fiber for telecommunications, developing electric vehicle public charging infrastructure and an international consultancy arm which has worked in 120 countries globally.
What are they looking for?
Decarbonization;
Finding new smart solutions for their customers.
We are excited about the prospect of working with a pool of startups from across the world, learn from them and offer them the opportunity to trial and develop their products/services in Ireland and the UK. At ESB we are very focused on bringing new cutting edge solutions to our customer base.
Like we mentioned in our last article, Circular Economy aims to keep products, components, and materials at their highest utility and value, at all times. The way to do this is to focus on the principals of the model, commonly known as the “7 R’s” of circular economy.
Rethink
Re-thinking business models and solutions at every level to be mindful of resource use and waste production. The sharing economy is proof that ownership of material is dropping, making for fewer materials used. Businesses like IKEA are already looking into renting business models.
At home: Rethink your consumption and evaluate if you really need that purchase – Refusing to consume what you don’t need to.
Reduce
Reduce consumption of energy and materials by applying lean design principles and producing products that are made to last.
At home: Reduce your consumption of energy by switching to low-consumption appliances, turning off unused appliances, and reducing your consumption to a “need only” basis. Invest in quality clothing, with ethically sourced materials, that will last you longer.
Re-use
Reuse products by transferring them to another user. The marketplaces like eBay have already taken hold on consumers’ markets and it’s starting to be used in industries as well.
At home: Sell the products you no longer use to other users and consider purchasing second-hand instead of brand new. Find new uses for products (old bottles can be used as flower vases!).
Repair
Repair components and parts so that products can be used longer by the user. With the slow-down of throw-away consumption, consumers will be thinking about purchasing products that last and the “repair” business will get a boost.
At home: Consider repairing small appliances, like toasters, instead of purchasing new ones when the old ones fail. Invest in quality clothing and take pieces to mended if needed.
Refurbish
To achieve circular economy, businesses can look into recovering and refurbishing old products to be sold again or transformed in new products.
At home: Upcycle old products by giving them new life: recover old furniture and give it a new life with new paint, re-use old pieces of clothing by sewing a transforming them into updated models.
Recover
Recover embedded energy from non-recyclable waste material where feasible. Non-recyclable waste may at least be converted into energy through waste-to-energy processes such as combustion and gasification.
Recycle
Recycle materials or resources by disassembling components and separating parts.
At home: Separate and recycle!
Now that you know the 7 R’s, we challenge you into picking one and changing something according to the principle! Let us know what you did by tagging us on social media: @beta_i
CardioID’s goal was to produce a technology that would allow changing of routines of authentication and biometric identification of users and they did it by monitoring the heart signals. Each one of us has a heartbeat or a cardiac morphology that is unique – like a fingerprint.
CardioID’s core team, all comprised of electrotechnical engineers, first came into Beta-i’s fold when they participated in the first Lisbon Challenge. When the Beta-i’s team took the challenges of Smart Open Lisboa to them, they didn’t hesitate to put in their contributions towards better mobility in the city. They implemented their product CardioWheel: an Advanced Driver Assistance System that acquires the electrocardiogram (ECG) from the driver’s hands to continuously detect drowsiness, cardiac health problems, and biometric identity recognition.
We spoke with André Lourenço, one of the co-founders, about their path to the perfect product and their participation in SOL Mobility.
ReThink: What was your goal when you started CardioID?
André Lourenço: We had an ambitious goal – to have a base technology that could be applied to multiple scenarios. So we thought that authentication using the heartbeat could change our way of interacting with technology – from cell phones, computers, gaming consoles… anything where you can use your hands – we could identify the person and personalize the experience.
We talked with a lot of people but there wasn’t a go-to-market for that technology at the time – although we do hold the patent of the intellectual property – so we had to develop the technology further, to fit market needs. Because of our science background, we had a solution and we were trying to find the problem when usually it is the other way around.
RT: Is this how you got to your product, CardioWheel?
AL: Exactly! As CardioID evolved, we were looking for a market and we had always thought there was potential in the automotive industry, giving the user experience and the inherent problems of driving. So we started making changes to focus on the automotive industry.
RT: Did you change your vision to adapt to the market?
AL: Everything connected to the more operational side of the business was essential to make the product more marketable. Fleets and the managers are looking for lowering costs – those are the pains of a businessman. So, we had to integrate our base technology in a bigger idea that allows for optimization of a fleet.
But we really think this technology can make a difference and better our lives – there’s still so many car accidents. We know there are autonomous cars coming, but that’s not happening tomorrow. CardioID still maintains humans in command of cars but enhances our experience to be safer and smoother. But that is just one thing.
We believe this technology can go much further than cars.
RT: In which industries do you see CardioID in next?
AL: We have a base technology that is algorithms. We also made some hardware because it didn’t exist at the time. So we basically have a technology that can measure signals and process them locally, and that can be applied in anything. Namely, in the area of critical facilities and monitoring of “lone workers” – someone who has to climb a high voltage pole or inspect a pipeline, or other dangerous environments, by himself. Our tech can be embedded in a t-shirt or a band, and the process of analysis of fatigue and stress can be added. We can have these signals monitored by others or by the person themselves – giving him an awareness of his own conditions.
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We saw immediately a slew of companies that we’d been trying to work with, giving that our product was ready to market. We needed a connection to them and SOL accomplished it very well.
RT: Why did you decide to join SOL Mobility? What were the main attractions the program had for you?
AL: The main attraction was the industry that was involved. We saw immediately a slew of companies that we’d been trying to work with, giving that our product was ready to market. We needed a connection to them and SOL accomplished it very well. It was an interesting deck of entities and companies, and we especially liked that several of them had national reach, even though the programme is “Smart Open Lisboa”.
RT: How was the process of working with a utility?
AL: Ferrovial in particular opened up for us, and they have been a great partner. We’re very happy to be working with them. We’ve made more contacts that are still on-going. It opened up a lot of doors for us that we are now developing relationships with. The programme aims to establish procedures and create visible milestones for both sides and it was really effective. The pilot was a real deployment of our technology with a big enough scale – that was important to us.
RT: You partnered up with Ferrovial – what is the pilot about?
AL: We are monitoring the whole driving experience of Ferrovial’s fleet. We’re using not only CardioWheel – which analyses the physiological signals of the driver – but also monitoring the car and the driving and the road itself. We applied complementary technological units to have a system that allows optimizing the costs of the operation and simultaneously greatly improve the safety of the driver.
It’s still early for the results, but we’ve observed some interesting things already. We have several driver profiles, that consider region, type of vehicle, driver’s physiology, route and incidents of the job. For example, there’s a big correlation between the number of incidents (weather, etc) and vehicle consumption.
RT: What were the biggest advantages you took from being in Smart Open Lisboa?
AL: The biggest advantage was the structure of the pilots and the contacts with the companies involved in the programme. The fact that we had all the entities and companies connected to mobility in the same room was very interesting – just having all the players in mobility there brought up ideas that connected with each other. That was a major plus.
RT: Would you recommend Smart Open Lisboa to other startups?
AL: Yes! There’s still so much to do in mobility. We’ve had so many ideas, we wish we had the time to it ourselves. But to take advantage of Smart Open Lisboa, a startup must be mature enough to develop the pilots and apply the technology on a national scale, that’s important to take notice.
You can take a look at CardioID’s pilot presentation below:
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To celebrate Valentine’s day, CBInsights shared a map of the most romantic tech startups. We’ve taken a look at the list and we’ll show how to create a perfect Valentine’s day!
Start the day with a surprise
Flowers are a staple of romance! Surprise your significant other with a lovely bouquet in the morning, even if you’re not with them (that’s even better)! Go for a romantic (and sustainably sourced) design with Urbanstems or go all in with a Bloomon subscription.
Express your love
Valentine’s day is not the day to be shy. Say what you feel with a surprising pop-up card from LovePop, a unique artistic design from Minted, or go digital with a customized card from Paperless Post.
Sweeten the deal
If your loved one has a sweet tooth this is a must! Go with ethically sourced chocolate from SweetRiot or a perfect gift truffle from Love Cocoa.
Get ready in style
If you want to look your best, accessorize! Get a sweet deal on a pre-owned luxury watch in Chronext or rent your dream jewelry at Flont.
Have a fantastic meal
Nothing makes a date like a wonderful meal with your significant other. Make a reservation with Resy, or find the best restaurant recommendations from your friends with Misk.
Open up a bottle of wine
Don’t know much about wines? No problem, Vivino app will let you know what you need about that bottle. And if you’re a connoisseur, VinFolio will get you access to curated collections.
Spice it up
Create exciting moments in bed with Vibease’s app-controlled vibrator, or get an Unbound subscription to keep the passion (and experimentation) alive.
Ready to take the next step?
Start planning your wedding with Zola, and build your wedding website with Joy.
In a Long-distance relationship?
Work on feeling closer with tech: Watch a romantic movie together in real-time with Rabbit and fall asleep listening to each other’s heartbeat with Little Riot.
Single?
Meet your next Valentine with a dating app: look for meaningful conversations via Coffee Meets Bagel or just the closest person, with Happn.
Jungle is an innovative startup that is on a mission to reduce uncertainty. Wind turbines, power transformers, and heavy industry machinery – they use tailored AI models to identify when assets are underperforming and predict when they will fail.
They started out in Delft (Netherlands) in mid-2016, where Alexander Helmer and his co-founder, Tim Kock, were trying different AI technologies – they didn’t wanna focus on a single-purpose product – looking for something that could serve a broad spectrum of applications. Through their network, they landed on a case where they ended up developing their predictive system – that blew their minds and found a place in the world for the Jungle.
Looking to scale their business outside of the Netherlands, they looked into Portugal as a talent-filled pool and a great place to unleash the Jungle. They met Beta-i when they casually walked into a TGIF one day – and liked it so much that they decided to stay.
They’ve been in our hub since April 2017, so we went to talk to Alex Helmer, co-founder of Jungle, them about their experience in Free Electrons.
ReThink: I heard you were not big fans of accelerators or open innovation programs before FE. Why was that?
Alex: (laughs) You’re talking to the right person. The other team members were a lot more open-minded, I was the one that was a bit against accelerators. I think many accelerator programs focus on the first stages of starting a business: defining a product, defining a customer, validating your idea, business model canvasing, these types of things. That was my association with accelerators, that it focusses on early stage – on validation of your concept. So I was not too excited.
RT: So, what made you join Free Electrons?
A: It was actually Rodrigo Zwetsch [Beta-i’s community manager] that came into our office and said that maybe we needed to look into this. I was not fully convinced, I thought that we should keep with our existing customer database and spend time on building it out more. Tim and Silvio were actually more open-minded so we decided to dig a little deeper into what the program consists of. Turns out that, at that moment, it was a very different accelerator than what we thought, and there was actually a really good balance between the time you put into it, and the alignment that it had with the company that we were at that moment. Because we were still validating some of our ideas back then, we wanted to try it on different customers, we wanted to see how our solutions scale from one customer to the next. And this was actually a great opportunity to start testing that because there were a few very big and important utility companies globally present at the event. And we could see how long it takes to turn a solution if we go from A to B and also test it on C, how long does that take.
Turns out that, at that moment, it was a very different accelerator than what we thought, and there was actually a really good balance between the time you put into it, and the alignment that it had with the company that we were at that moment.
RT: So was that your main goal going into the programme, to test?
A: To test our solutions technically for sure, but also to test commercial viability. There are some areas that we work in where the way the stakeholders work together is fairly complex and closed, so we needed to understand better how we fitted in into that. And I would also say, to just create a network worldwide because if you serve, for example, utility companies, or factories of heavy industries as a customer, you can only grow so far within Portugal and the Netherlands, so you need to start looking beyond borders.
RT: You partnered up with EDP and also innogy. What were the pilots you worked on about?
A: At Jungle we currently have 3 products/verticals that we’re working on: one is on wind energy and wind turbines, one is more generic electrical assets like power transformers and circuit breakers, things typically in the electrical grid, and the third one is heavy industry, which is factories of basic materials like steel. The technology and the predictive capabilities that we build, they work pretty much the same for all three of these, so that’s why we have this big approach.
With innogy we worked in wind. The pilot was basically to show them what our predictive technology could do in an offshore farm and what it could do in an onshore farm, and given that result, how can we integrate it to make commercially viable for them.
With EDP, it has been a longer trajectory with them. They have a very big portfolio and different business units and all of them have transformers. And these things may fail – not that often! – but if they do they can fail pretty catastrophically and they’re expensive. We’re taking a look at a big spectrum of data and when you’re able to grab all this data and put it together in a logical way, you can start predicting when these failures might happen and also, with that, how you should operate them to extend their lifetime. So, it’s maintenance and also operations, in the sense that how do you operate them to have less maintenance.
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RT: What was it like to work directly with corporate partners?
A: We had worked with utilities before in the Netherlands, on smaller projects. I think it’s a very interesting trajectory to go through. At Jungle, we’re all quite young – the oldest person is not even 35. So what we see of the world is how we operate. And this is the way we expect companies to work. Of course, we know that a utility company works differently than we do, especially big organizations. But, it is still interesting to observe the dynamics of how a company like that works and how you interact with them and what are the steps that you need to take in order to get a partnership with them.
RT: There must be a big gap between the way they work and the way you do. Did Free Electrons help you bridge that gap?
A: Yeah, there is a big gap. I mean, if you look at the footprint of the company, it’s completely different, it has to be different.
I think the interesting thing is that most of the people in the Free Electrons programme that are from the utilities’ side are from innovation departments, so they’re sort of in-between the two, and I think that’s a really good bridge because without that bridge it would very difficult for us to partner with the utility.
We’ve had really good relationships with the innovation people of the [Free Electrons’] companies we’ve worked with. EDP, obviously, because they are also an investor of ours, we’re next door, we’ve got a good relationship. But also with innogy – I mean, Tim went to Hamburg in October for an update, and he stayed at the Innovation Manager’s house – crashing in his guest bedroom – and he even picked him up at the airport at midnight. It was a very funny dynamic for sure, but without those people, it would be very very difficult.
RT: You developed a long term relationship with the utilities there, they are still your partners and your clients, right?
A: Yeah, of course! But I think this is also a bit of a given – as a startup, at least in the area we are, you have to develop a long term partnership with a company like that because the projects that we do are so big that it doesn’t make sense to do this in the short-term. In these projects, we only worked on a couple of wind farms for them, but they have dozens of wind farms, so we need to push for that.
I think it’s something that outside of a programme like that, it would have taken us just so much time.
RT: What surprised you the most in the program?
A: I think what maybe surprised me, and this is given my perspective of accelerators earlier on, it is how effective the time was that we spent during those four weeks. It was an intense programme for all four of the phases, but just putting all of these people in the same room, having a decent schedule, knowing what the goals are… I think it’s something that outside of a programme like that, it would have taken us just so much time. So, I guess, that’s the thing that surprised me, being against accelerators (laughs)!
RT: In the end, did it change your mind about accelerators?
A: (laughs) Yes, totally. I’ll confess to that!
In the end, we just asked Alex if he would recommend Free Electrons to other startups looking to go global. Here is his video reply:
