Voltus CEO, Gregg Dixon, and Suncast’s Nico Johnson are back to talk about the 4 Horsemen of Distributed Energy Resources
The interview is also available on Suncast’s website: https://mysuncast.com/suncast-episodes/325. You can subscribe to Suncast via iTunes.
Interested in becoming a Voltan? View all open positions at https://www.voltus.co/join-us/
Voltus CEO, Gregg Dixon, joined Nico Johnson to talk leadership, building a business, the challenges of growth, the importance of culture, and the future of distributed energy resources.
The interview is also available on Suncast’s website: http://www.mysuncast.com/
Interested in becoming a Voltan? View all open positions at https://www.voltus.co/join-us/
Today is a day to honor American veterans of all wars. It is a day most people acknowledge and respect, but maybe – mostly just appreciate the day off. Voltus is actually the first company since I left active duty who recognizes Veterans Day! So, I too appreciate the day off. With that, I want to share what being a Veteran means to me.
Indoc had begun. What I thought Indoc – Indoctrination – would resemble was something close to summer camp and getting to know each other and learn (very kumbaya). I was wrong – very wrong – and in for a rude awakening. Indoc is abbreviated boot camp. With my first step onto the bus to take me to base, Gunny started yelling at me. I apologized: “Sorry Sir,” which sent him apoplectic. Turns out you don’t call gunnery sergeants “Sir.”
My family ties to the military ended with grandfathers I barely knew. I did not grow up learning about the ranks, the branches of the military and their history. I just knew I wanted to be part of the greatest American tradition – be part of something great. I was named after my father’s fraternity brother (Stephen) who died in the Vietnam War. I grew up listening to my father opine about the greatness of the military. He had enlisted in the Navy during the Vietnam War – got rejected due to a heart condition – and then was drafted, and subsequently disqualified when they found out about his medical status. It was his greatest regret not having the opportunity to serve, and I would not have that same regret.
Before my friendly greeting by Gunny on the bus, my father said goodbye and reminded me, that this was “a great time to be in the military – it is a time of peace. You will learn and be given amazing opportunities you cannot find anywhere else.” Three weeks later was September 11, 2001. It was time to prepare for battle. The tradition expanded. The mission even more critical.
Four years later I landed on The Big Stick (USS Theodore Roosevelt – an aircraft carrier) in the Persian Gulf. It was time to finally be part of the mission. During college my Naval ROTC classmates and I shared a lot of similarities, but now that I was joining Air Wing EIGHT in an active war zone, my new teammates ran the gamut. A variety of backgrounds, experiences, ages, ethnicities, but we were all there for a single purpose: the mission. We had almost nothing in common except our drive to serve. This is where I learned the true definition of camaraderie.
The people I served with – most I haven’t seen in 10+ years – shared a unique experience, bond and mission with me. It is the people who are next to you during the endless hours, who ensure together you achieve success – no matter the stress, no matter the sacrifice. No amount of time nor separation could erode the experience. This summer, one called me and it was as if no time had passed. We still have nothing in common, but I could talk to him for hours. I hung up the phone feeling elevated – feeling grateful for the comrades I had made. Grateful for the experience I had had.
There is no doubt in my mind that the two organizations I will have “served” in my career with the greatest and most impactful camaraderie will be The United States Navy and Voltus, Inc. I can say that knowing I have many more decades ahead of me.
The parallels between the two organizations are uncanny.
But the greatest parallel is the camaraderie. We share a unique experience, bond and mission. No amount of separation can erode the experience we have had (and will continue to have).
2020 has been a year. Highs and lows – a lot of lows. A lot of challenges. But some great highs as well. We have been through this time together, but our team is something special. And thanks to the leadership of Gregg and Matt we have the opportunity to expand our team and mission. We might be prohibited from time together right now, but because of the bright, gritty, good people on this team, we still have a rare camaraderie that most never get to experience. This is the group of people we get to do good with. The team we get to charge into 2021 with – armed and ready for what is next.
2021 is upon us. The tradition of (and need for) demand response expanded. The mission even more critical.
I will forever be proud and grateful to have served in the Navy and forever proud and grateful to be a Voltan.
Happy Veterans Day!
Stephanie Hendricks, VP of Operations & Customer Success
Interested in becoming a Voltan and joining our mission? View all available positions at www.voltus.co/join-us.
August’s energy crisis in California was a wake up call. Not the kind of wake up call that comes when you’re in a dead sleep, but the kind that comes when you are diligently and tirelessly working toward a goal and receive a push, creating a renewed sense of urgency.
We founded Voltus with a clear vision – to become the world’s leading provider of demand response. We bring this vision to fruition each day by turning large energy users’ behind-the-meter assets into cash-producing distributed energy resources. Voltus makes money when our customers make money. This process, to steal Arnold Palmer’s quote about golf, is deceptively simple, and endlessly complex. No two customers are exactly the same. Our business requires the perfect blend of repeatable processes and customization.
Voltus is the fastest growing demand response provider of all time, serving thousands of customers across nine major North American energy markets. Our team has accomplished this by being bright (e.g., creating game-changing technology for customers who have practiced demand response for decades), by being gritty (e.g. opening markets that wanted to stay closed), and by being good (e.g., we really, really like winning as a team). Last month, the FERC passed Order 2222, enabling distributed energy resource aggregators like Voltus to participate in all wholesale markets. This Order doubles our serviceable addressable market in the months and years to come. It will be the catalyst for continued record-breaking growth.
But, back to the California energy crisis. As the demand for electricity this past August pushed supply limits, initiating rolling blackouts for regions throughout California, the most vulnerable in our community were at risk. One of the reasons Voltus exists is to help prevent blackouts, and this was our moment to do exactly that. Our team and customers stepped up, working around the clock to provide every negawatt possible to the grid. The work we did literally saved lives.
When the ash settled, we realized that we needed to accelerate our mission, to do more good, faster. More demand response is needed. Not just in California, where raging wildfires, climate change, and the widespread implementation of renewables place new stressors on the grid, but in New York City, Pennsylvania, Ontario, Texas, and, quite frankly, anywhere electricity is made and consumed.
Our technology platform unlocks the clean energy transition, prevents future blackouts, and helps our customers turn energy management into a competitive advantage. The world agrees. Within 60 days of announcing our interest in raising additional capital to accelerate our mission, we closed $25M in Series B financing.
Now we are eager to expand our team of Voltans. We have always hired according to the following standard: we must end the interview thinking, “Yes! (S)he is the exact person we need.” We’re looking for that feeling 64 times between now and Valentine’s Day. If you want to create the distributed energy platform that ushers in the clean energy transition, if you love to deliver cash to customers, or if you want to put your heart and soul into being a great teammate, please apply here. It takes an amazing team to make a change this ambitious.
Matt Plante, President
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Commercial, industrial, or institutional customer? Email info@voltus.co to get started. Eager to join our team of bright, gritty, and good Voltans. View open positions here.
There are many things that have changed since COVID-19 put the world on lockdown last month. Life has s-l-o-w-e-d d-o-w-n dramatically for many of us, bringing a throwback to days of old when travel and transport were limited, and human life centered around the home. There has also been a dramatic shift in work patterns. Since mid-March the number of employed Americans who have worked from home has nearly doubled – sitting at a whopping 62%.
The lives of Voltus employees have been impacted by this pandemic as well. A member of our engineering team literally had to flee Europe, getting on one of the final flights back to the US before the borders were closed. Our New Yorkers have been completely homebound – no walks, no fresh air, no people for over a month. Working parents are homeschooling their kids. People are geographically separated from their partners, forced to stretch even further the definition of a long-term relationship.
We did have one thing going for us when the storm hit. Voltus has always been a completely remote company; Voltans work from home by design. While many companies are scrambling to find ways to keep their employees safe and working during COVID-19, we have been able to proceed, business-as-usual. As a result, our team has remained healthy and productive, allowing us to devote our energy to helping our customers when they most need it.
Being remote by design has its benefits outside of a pandemic-scale crisis. Our customers are evenly distributed throughout the US; having a distributed team allows us to be closer to these customers and serve their needs with more immediacy. The money we would otherwise use for real estate overhead is freed up to directly reward our employees, shareholders, and customers. Being remote also allows us to build the best team, independent of geographic restrictions.
In this segment of our Bright, Gritty, and Good Vlog series, designed to give a sneak peak into Voltus culture, we take a closer look at the remote office set-ups of four Voltans, discover what motivates them, and discuss the advantages and disadvantages of remote working. Click on the pictures below to learn more.
Interested in learning more about life as a Voltan? Email us at info@voltus.co or chat with us by clicking on the green conversation bubble in the bottom right hand corner of your screen.
We’re off and running (or, in our case, saving our customers money) at Voltus, having just been awarded an opportunity to provide 50 MWs of demand response in connection with Pennsylvania Act 129. As such, we’re hiring. Hiring is the ultimate on-the-job training; you can’t learn how to hire in school. Gregg and I have directly hired hundreds of people over the last decade. Most succeeded. Many started their own company. Many more became CEOs, Chief Commercial Officers, VPs of Sales or Engineering, CMO’s, and product leaders at other successful companies. Of course, we made plenty of mistakes along the way, too, which has helped us refine our criteria for picking teammates. This post will explain who we look to hire, and why, with an emphasis on the element most difficult to spot: good. We know that if we follow our formula of hiring well, and provide a winning vision to the team, Voltus is guaranteed to be successful.
In short, we hire people who are bright, gritty, and good. We hire bright because energy markets are complicated and because you just can’t train for raw intelligence. We hire gritty because there’s no substitute for hard work, for passionate perseverance, for self-initiative, for commitment, for a need to finish the job. We hire good because we want to be surrounded by human beings who make us better people. Bright + gritty, without good, is a bad combination (think Enron, for example) and, what’s more, our culture loves to celebrate winning. Nobody likes celebrating with a jerk.
But what exactly is “good”? We provide the Voltus definition below. In addition, and importantly, we recognize that “good” people sometimes work for bad companies. We feel a deep responsibility to ensure that our “good” people at Voltus are supported, challenged, respected, and rewarded. We’ll explain how we’re doing our best to ensure that Voltus personifies good.
Future Hall of Famer Theo Epstein brought a World Series to Boston (after an 86 year drought) and may just do the same in Chicago (the Cubs’ drought extends back to 1908). Theo believes in “scouting the person more than the player.” We agree. Bright and gritty give us the player; good gives us the person. Think Big Papi vs. Manny.
Now, bright and gritty are objective. They’re easy to measure. They reveal themselves on resumes, they show up in interviews. But good? Good is subjective. My “good” can be different than your “good.” Said another way, if you’re not good, you’re not necessarily bad. You’re just not right for Voltus.
Compassionate, honest, respectful, customer-centric, fun, mission-driven, humble, followers of the Golden Rule, don’t-take-yourself-too-serious, team players. Those are all must-haves in our good, and they’re likely to be uncontroversial. Our good also includes direct, opinionated, evangelical, impatient, intense, loving people. That’s one special person. Which is exactly why it’s so important that we live up to the standard we seek in others.
As leaders, we aim to help our teammates to be productive, to be happy, and to grow continually. That’s our charge to the Voltus team. To make that a reality, we commit to the following:
I love the team we’ve built and we’re just getting warmed up. Our product is in demand, and we’re hiring. Come create some good with us.
