November 6, 2025 • 46 mins
#EP317 The solar industry faces a defining moment in Q4 2025. While regulatory challenges create uncertainty, well-capitalized players treat this period as a buying opportunity. Daniel Dus, CEO and founder of Cleantech Industry Resources (CIR), breaks down the market dynamics and explains how his company's global expertise positions it to thrive during industry consolidation.
Daniel Dus founded CIR to provide development, construction, and operations services for solar and battery storage projects. His team of 140 professionals across three offices in India and the United States brings proven experience from building some of the world's largest solar installations, including work with Adani Green Energy as it scaled from startup to 16 gigawatts in operation.
Key Discussion Points:
The current solar market has split into thirds: one-third undercapitalized and struggling, one-third in wait-and-see mode, and one-third aggressively acquiring projects with strong capital backing - creating opportunities for companies like CIR that can execute complex transactions.
CIR serves 150 clients across the solar value chain, providing everything from interconnection studies and permit-ready planset packages to full EPC services, with particular expertise in rescuing distressed projects and navigating complex utility requirements.
CIR's competitive advantage comes from its India-based technical teams, who have worked on massive international projects, bringing world-class expertise at competitive rates to US developers who struggle with margin compression.
Solar Fight Night, Dus's passion project since 2008, has raised nearly $2 million for clean energy nonprofits through 24+ events. The 2025 event at Las Vegas's Zouk Nightclub drew over 3,300 attendees, the largest crowd in the event's history.
Tim Montague is an affiliate of CIR and welcomes developers and EPCs to contact him for more information about working with CIR. [Book here: https://calendly.com/tim-montague/30min]
Connect with Daniel Dus, CIR
LinkedIn: www.linkedin.com/in/danielrdus
Website: cleantechindustryresources.com
Solar Fight Night: www.solarfightnight.org/
Connect with Tim
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The Clean Power Hour is produced by the Clean Power Consulting Group and created by Tim Montague. Contact us by email: CleanPowerHour@gmail.com
Corporate sponsors who share our mission to speed the energy transition are invited to check out https://www.cleanpowerhour.com/support/
The Clean Power Hour is brought to you by CPS America, maker of North America’s number one 3-phase string inverter, with over 6GW shipped in the US. With a focus on commercial and utility-scale solar and energy storage, the company partners with customers to provide unparalleled performance and service. The CPS America product lineup includes 3-phase string inverters from 25kW to 275kW, exceptional data communication and controls, and energy storage solutions designed for seamless integration with CPS America systems. Learn more at www.chintpowersystems.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Daniel-Dus (00:00):
Rate, we estimate that our 140 person team is
executing as much workflow as a,as a as a five to 600 person
team would have just to just acouple of years ago because of
the quality of the internalexternal software tools we have
internal masters levelartificial intelligence, full
stack developer software folkswho are building custom tools.
(00:20):
Have built custom AI automationtools to accelerate from site
vetting and analysis throughinterconnection, procurement,
through operations andmaintenance, and so there is no
point of our workflows that hasnot been touched by automation.
Are
intro (00:37):
you speeding the energy transition here at the Clean
Power Hour, our host, TimMontague, bring you the best in
solar, batteries and cleantechnologies every week. Want to
go deeper into decarbonization.
We do too. We're here to helpyou understand and command the
commercial, residential andutility, solar, wind and storage
industries. So let's get to ittogether. We can speed the
(00:58):
energy transition
Tim Montague (01:03):
today on the Clean Power Hour, development as a
service, construction as aservice. My guest today is
Daniel Dus. He is the CEO andfounder of a company called
clean tech industry resources,which you may or may not have
heard of, but check them out.
Clean tech industry resources.
He's also the founder of FightNight, solar Fight Night at RE
(01:23):
+, welcome to the show. Daniel
Daniel-Dus (01:26):
Tim, thank you for having me and for doing what you
do, which right now is moreimportant than ever,
storytelling, getting the wordout, getting the message out. So
thank you so much.
Tim Montague (01:37):
Yeah, it's really my pleasure. I get to meet so
many interesting people likeyourself, and I've been doing
this for a decade now, and amonly leaning in. And it's a
great time to be in cleanenergy, despite the ups and
downs, as we were talking alittle bit in the pre show,
we're going to get into what siris, and a little background on
(01:58):
solar Fight Night and somehistory on yourself, but maybe
we should just put a pin inwhere we are in the industry.
You know, here in September of2025 you know, the O triple B is
kind of kicking our butt, andmany people have nerves about
that. But I like to say to mylisteners, hang in, double down
(02:24):
on solar and batteries, andyou'll be okay. But what do you
tell people about the state ofaffairs in the US solar market?
Daniel-Dus (02:32):
Yeah, it's it is a tricky question these days, with
the gap between the rhetoric andwhat we're actually seeing in
power markets, which isunprecedented demand. That's a
it's a very, very wide gap. Evendirect messaging is varying from
the administration. So it's it'sa tricky time. We have roughly
(02:55):
150 clients now acrossdevelopment, construction and
industry focused financers, sowe've gotten a very interesting
look into how they're perceivingthe current market. And there's
a third of folks that are undercapitalized and they're
panicking and it's it's amassive challenge to have any
(03:17):
delays in projects, whether it'sdue to tariff issues and the
need to get those resolved,access to tax equity or
development capital. And sothere's a lot of that, that
panic and fear and and folkstrying to essentially salvage
value from portfolios thatthey've been working on. There's
(03:40):
a third of folks that we feelare in kind of a bit of a wait
and see period. They're focusedon their late stage construction
assets, getting those intoconstruction and moving those
forward to comply with the OB,BBA. And then there's about a
third of folks, Tim, who aregame on all systems go. They
are, tend to be wellcapitalized, and I don't know
(04:04):
how else to put it, other thanthey see this as a discount
shopping opportunity. They'rebullish on the long term market.
They're bullish on thetechnologies, and they're
they're out shopping for deals,and they're doing so
aggressively with a lot ofcapital behind them, and we feel
that they have the rightperspective on the market right
(04:25):
now, the macro trends are allextremely supportive as you
know, the technology trends,cost reduction trends, we
certainly see this as a blip inour ongoing march To inevitable
success in dominating grid powerand generation. So I think I
agree with your sentiment. Stickin there. Hang in there. We
(04:47):
continue, I continue toencourage folks to join the
industry. But we are seeingquite a bit of pain, quite a bit
of pain, which is sad for theindustry.
Tim Montague (04:57):
Yeah, it's it's uncomfortable, for sure. Sure
I've not been through as big adownturn in the industry. I got
into the industry in 2016 butyou know, we have to remember,
there is this thing called theearth, right? We're only 5% of
the population of the earth herein the US, and we are a big
(05:17):
economy and a big innovator, andwe're important, but there is
this thing that is much largerthan us. And I'm not suggesting
that you have to lean intointernational work, but just
look at international trends.
Right? The energy transition ishappening full steam globally.
80% of new power on the gridglobally is solar, wind and
(05:38):
batteries, and we're going to agrid that is going to be, you
know, 90% clean by 2050globally. But, you know, we're
going to have a downturn. We'regoing to have a consolidation.
You have to be smart about this.
I wouldn't say it's a great timeto lean into residential solar,
and I don't know if we couldjust break out resi CNI and
(06:05):
utility solar in the US. How doyou and Sir See the US market at
this time,
Daniel-Dus (06:10):
and we are serving all those market segments, and
we're still bullish on on all ofthem, actually, on the macro
trend scale, in residential Ofcourse, there's just a mad rush
right now to hit end of year taxcredit value. Very sad, of
course, to see the directcredits going away at the end of
(06:31):
the year seems like upside downworld where the third party
financers get to keep theircredits and direct homeowners do
not. But it's an opportunity forthe industry to reflect on the
means and methods that they'vebeen deploying, which have not
always been the most ethical indirect sales, pressure cooker
(06:53):
sales scenarios, and rather thanworking on behalf of homeowners
as a trusted advisor, right? Andbeing transparent, open book.
You know, 30% sales commissionson residential projects should
not be a standard, right? Andthose will go away. Yep, the
(07:15):
market itself, I have 10kilowatts on my roof. It's the
best investment I've ever madein my home, full stop. End of
discussion. Near zero utilitybill, right? We're including
charging my Tesla like it's,it's, it's a phenomenal
investment. And I'm in Vermont,not exactly the highest
radiation in the country. Theseare phenomenal investments, but
(07:35):
I installed for $2.20
Tim Montague (07:37):
a watt and and let's just, let's just remind
everyone that you know, asenergy prices go up, the
investment in solar andbatteries gets better and
better. So we are in aninflationary period. Demand
growth is tremendous, and thatis driving prices up. It is
ironic, because while thefederal administration is trying
(07:58):
to push down on solar, wind andbatteries, which are the
cheapest sources of grid power.
There is an explosion in griddemand, and the question
remains, how is the grid and thegrid operators going to meet
that demand? And that's where weshould also bring in this
conversation around CNI, maybeMike, maybe you could make a
(08:18):
comment about micro grids andthen utility
Daniel-Dus (08:23):
Yeah, so CNI seems to be marching forward and
accelerating as more folksrealize that power pricing, I
think the average power rate wasup 7% in the month of August
alone, right, which is is Anenormous average increase at the
national level, so that that isa strong indicator of what's to
(08:45):
come, given the discrepancybetween new added generation
pipeline backlog and loaddemand. So we'll see a lot more
behind the meter. CNI, like yousaid, economics are only going
to improve. In fact, we've got avery nice roadway there through
2027 so we're, we're doing 1000sof CNI locations nationally. The
(09:08):
utility segment is in a madrush, of course, to start
construction on assets rightnow, I would say the longer term
perspective is also strong. It'skind of that mid term, mid phase
where we'll see credits decline,and there'll be a transition,
transition period where folkswill push very hard on cost
(09:28):
reduction to make projectspencil without tax credits,
which, given a likely 2025,potentially 30% plus increase in
power rates on a go forwardbasis, is is is going to happen.
So there's still strong activityand utility. It is largely in
our pipelines that we seefocused on getting things into
(09:49):
construction and safe harbored.
And so the micro grid market,we're spending a ton of time,
especially around data centers.
So we're developing. Multiplegigawatt scale micro grids,
technically, where there'seither zero grid access or
limited grid access. So imaginegigawatt plus solar, gigawatt
(10:11):
hour plus of battery storagecombined with some element of
LNG behind, essentially behindthe meter, with maybe only one
to 500 megawatts of grid accessin order to accelerate time to
compute. So we're working on onthat. We're working on multiple
national portfolios fordistributed data center
(10:31):
deployment, including theestablishment of micro grids. So
imagine a system that's onlyeight years old. Modules were
probably specced andmanufactured 910, years ago,
module efficiencies doubledsince then, right? So you can
repower these systems atmodules, especially a non Fiat
compliant might be 15 to 17cents, DDP, you can repower
(10:54):
these systems double theproduction capacity, maintain
the current interconnection, usethe rest of that power behind
the meter to power one, 520,megawatt data centers, Bitcoin
mining, operation, manufacturingor other other loads. So there's
a massive repowering opportunityin the market already that we
see
Tim Montague (11:13):
burgeoning. So when you when you say
distributed data centers, whatdo you mean?
Daniel-Dus (11:18):
One to five megawatt containers on sites behind or in
or in front of the meter,depending on utility h, j
requirements and and so that's areal opportunity. Now multiple
cloud compute companies alreadyhave agreements in place with
hyperscalers to deploy at thegigawatt scale on a distributed
(11:39):
basis.
Tim Montague (11:39):
So one to five megawatt, huh?
Daniel-Dus (11:42):
Yeah, maybe 10 or 20, but we see a lot in the
three to five megawatt rangethat will pencil really well. So
Tim Montague (11:51):
this, this kind of resonates with what Peter Kelly
Detwiler has coined as thefractal grid, where we see these
projects at all differentscales. This includes the
generation and then the loadcenters, like these data
centers, right? They happen atat the build, at the building
rooftop level. They're happeningat the Community Solar level.
(12:11):
And then the might the communityscale micro grid, and then these
very large projects, which arenow gigawatt scale micro grids
to accelerate the development,right? You're, if you're a
developer of a large asset, likea gigawatt up to some of these
projects are 10 gigawatts. Nowthat's millions of square foot a
feet of data center. It's crazyhow big some of these places
(12:35):
are. They're like cities and butyou can't get interconnection
very quickly, right? Because thegrid operator is going, yeah,
maybe it's going to take us fiveyears to analyze that. And so
you're going, Okay, I'm going toprop up an off grid data center
with solar, wind, batteries andnatural gas and and then you
(12:57):
get, you get online, and that'sreally there is this race to
compute right now. It's allabout that right now, and
because if you don't get enoughcompute installed, there's no
way for you to maintain youryour standing in the horse race.
And you know, I was listening toa pod this morning about this,
and there are, you know, four orfive major players now in that
(13:19):
space, but there's not going tobe four or five winners in that
space, right? There's going tobe one or two winners in that
space. And so the race is on.
And you saw the Nvidia, 100billion dollar investment right
in open AI, that is a lot ofmoney.
Daniel-Dus (13:35):
It is, and a significant portion of it is
targeting power. This is, thisis why I'm headed to Silicon
Valley in two weeks. Tim, to sitdown with hyperscaler partners
and clients and push theseprojects forward. And to your
point, in in multiple cases, weare designing these systems to
(13:59):
get to 100% off grid situationscenario solution today, but
we're designing and placing thesubstations to interconnect as
the utilities are able to getthere too in the future, improve
economics, improve resiliencyand and so you know that is
definitely part, a big part ofwhat we're doing. We'll assess
(14:21):
the grid as if we are theutility or balancing authority,
and figure out where thoseopportunities for
interconnection lie, not justtoday, but three, five plus
years down the road, and designsystems accordingly to integrate
into the grid as the grid isable to build up and meet the
need and the moment. But in themeantime, there's no time to
(14:41):
waste. We are rapidlyaccelerating issued for
construction ready permit sets,engineering sets for these
projects now. So it's it's justa again, there's this disconnect
between the rhetoric and thenwhat we're actually seeing in
terms of demand. Demand andactivity in the marketplace.
Tim Montague (15:02):
Now, when you look back at the last five years of
SIRs work, this development as aservice platform that you've
built, how has the relativeinfluence of different
industries changed and and, youknow, I'm very curious about
this explosion of data centers.
Obviously, you've, you've seenthis as well, but tell us a
little bit about that story.
Daniel-Dus (15:23):
Yeah, and our team had built upwards of 240
megawatts for for meta,previously, data centers going
back over five, six years. Sothe demand has been there. Of
course, it's accelerateddramatically. We are doing a
tremendous amount. I mean, ifyou fly into LAX, right? We all,
(15:44):
as industry professionals, wedrool over all the empty
rooftops. We see that we doempty today and and they need to
be filled with panels, right?
Like we could solve a tremendousamount of grid resilience and
generation, lack of generation,just through rooftop solar as we
increase adoption. And what CIRis focused on is lowering the
(16:04):
barriers to entry, lowering allthe soft costs, and accelerating
the deliverables so that we canget projects through permitting
to bankability and intoconstruction faster at lower
cost. And of course, that justmeans more projects will hit
return requirements and getbuilt. And so that's our focus.
(16:24):
That's why we've commoditizedenergy project development,
including all engineeringservices, for the first time. So
by commoditized, I mean fixed,low rates that apply anywhere
USA. So we're the onlyorganization that we know of on
planet Earth, where we can tellyou immediately how much we
charge for a two megawattrooftop project in New Jersey or
a gigawatt hour battery in Texasor France. Doesn't matter. We
(16:48):
can give you the pricingimmediately to eliminate all of
that back and forth, alltransfer all that risk to us as
the professional serviceprovider to execute and perform.
And that just makes investmentdecisions so much easier. And
this is why we're working forfour of the five largest private
equity fund solar platforms. Isbecause we take the risk of
performance within thecommoditized model, right fixed
(17:11):
price, fixed scope, straightinto execution, and our scope
includes compliance with all theHJ utility requirements. That's
that that should, I think,always be on the professional
service provider. So by doingthat, we are accelerating
projects and portfolios,because, for example, there's no
bid time, so you save two orthree weeks in just the bid
(17:35):
process alone. And if we'recutting costs by half, that
means twice as many projects canget through all those
engineering and permittingdeliverables on this for the
same development spend. Andthat's really what we pride
ourselves in. We love it when wesee projects that come to us
that don't pencil and we're ableto reduce the cost basis through
(17:56):
our procurement process, throughour low cost engineering,
development, services approach,and then see them hit Return
hurdles and get financed, right?
That's like, that's what excitesour team the most. So it's
certainly, I think, what I liketo say is we're in the right
place at the wrong time. What wehate is when teams get
(18:17):
downsized. Our client teams getdownsized, and then we have to
do more to help support them.
That's the type of industry painthat we're seeing that we really
dislike. We like it when we'reable to help turn engineering
teams, one engineer, into theimpact of 20 engineers
overnight, right? That's that'swhat we love.
Tim Montague (18:36):
Well, that's a good segue to to talk about sir.
Why did you create, sir, andgive us a little bit of that
backstory?
Daniel-Dus (18:45):
Yeah, of course. So going back, I joined the
industry 2006 and seven, and thefirst large platform that I
helped build was called martyrfor solar. It was a division of
a top 10 global player at thetime, based in Portugal, Europe
was far ahead of the UnitedStates at the time, and we built
the number one service solarservices provider in Colorado,
(19:05):
Massachusetts, SouthernCalifornia, sort of Oh, eight to
12. And we built a largeinternal team of turnkey
engineering, legal operations,construction, Master
electricians. We internalizedeverything, and that was great
through the cash grant days, Timlike fantastic, worked really
well. We were learning a lot. Wemade plenty of mistakes back
(19:27):
then, because you couldn't hireproject managers that had
executed the largest publicschools projects in the country,
like we did for JeffersonCounty, Colorado, 30 schools
simultaneous execution. No. PM,had ever done that, so we had to
figure it out, and we madeplenty of mistakes, but when the
cash grant days started to waneand we had massive internal SG
(19:48):
and a but the project pipelinestarted to get thinner, we
immediately ran into pain andtrouble, because project work is
lumpy and will always be lumpy.
You're waiting for tariffs toresolve. You're waiting for
financial closing. Approvals,whatever it might be if you're
carrying your maximum bandwidthneed, and then you're in those
valleys, it gets painful veryquickly, and then you have to
start pricing that into futuredeals, by the way, and you
(20:10):
become uncompetitive. So that'swhere we've seen a lot of
companies fail, including Martafor back then I had left, but
they dissolve, were sold tobaywatt a year and a half later,
and now, by comparison, ourclients, they can staff to their
core, strategic internal needand then use us for all that
added bandwidth needs. So manyof our clients can do everything
(20:33):
we do internally, sure, but theycan only do it for so much
capacity, and then they can useus for additional need, and then
other clients, they may becoming out of a construction
background, but they lack thefinance and legal expertise
which we can provide, or they'recoming out of finance, but they
they lack the constructionbackground, and we can provide
(20:53):
that cost estimation,procurement and execution
experience to them, so wediversify their team
capabilities without them havingto internalize all these complex
skills. So we're solving thatcore, fundamental challenge of
project work is lumpy, so don'thire up a sgna That isn't
flexible, right? Like that'sthat's core to the to the model.
Tim Montague (21:18):
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call 855-584-7168, to find outmore. Yeah, I love this that you
that clean tech industryresources allows companies to
take on more work than theywould necessarily feel
comfortable with if they'relet's say there are boots on the
(22:22):
ground construction company.
Construction Company, and theywant to expand into other
markets, but they don't have anoffice. They don't have staff
there, sir, literally wouldallow you to procure projects,
start developing projects, andthen execute them with the
assistance of Sir or vice versa,if you're a developer and you're
looking for resources in othermarkets. So up and down, and
(22:46):
there's going to be lots of upsand downs. We call it the solar
coaster for a very good reason.
It is up and down. We just cameoff a really high high. It was
happy days. There was a lot ofmoney flowing into solar, and
now there's going to be lessmoney. There's still going to be
money flowing into solar, andit's going to be pickier. And,
(23:11):
you know,
Daniel-Dus (23:11):
thinkability requirements have escalated
pretty dramatically andconsistently. Yeah. So whereas a
project financing may haverequired 10% engineering, now
they want to see 30s with adetailed bill of quantities.
They want to see those fixed EPCestimates in the data room. The
data room requirements, thequality requirements for
bankability have have increased.
No no question, insurancerequirements. This is why we
(23:31):
onboarded Richard Matsui to ourboard of advisors, who created
the solar actuary table, mosstable, that insurers used to
underwrite these projects andand it's because those
bankability requirements willcontinue to increase, and we as
an industry need to bringourselves up to those levels to
execute, perform and continue toenjoy institutional finance or
(23:53):
support.
Tim Montague (23:57):
So tell us about the experience that, let's say,
an EPC, and in full disclosure,I'm an affiliate of CERs, so
reach out to me if you want tolearn more about CERF services.
But if you're an EPC and you'rethinking, wow, yeah, I'd love to
grab onto this community solarportfolio. But how on earth can
(24:18):
I deliver that I don't haveenough installers or
electricians or project managersto run that work. Walk us
through how you onboard an EPCand what are the gains that they
benefit from.
Daniel-Dus (24:30):
Yeah, exactly. So the first thing is that I've
never had any vendor in myprofessional life give me access
to their own internal CRM. Neverone time Has that ever happened.
We do that with every one of ourclients so they can log in and
see the exact status of everytask that's been assigned to us.
(24:50):
They have a dedicated projectmanager who controls
communication make sure we're ontrack and on schedule. They also
have a dedicated email addressthat goes the to the entire
assigned team. Team, but theycan log in and see each task
right? A task to helioscope.
This is when it's supposed tostart and stop. You task us with
a 3d engineering PV cystbankable PV cyst model. Here's
the schedule, and here's theassigned team member who's
(25:13):
actually going to do that work.
And then our clients can interinterface and interact with them
directly. Many of our clientshave been in the industry for a
long time. They're perfectlycapable of interacting directly
with the folks doing the work.
Instead of the traditionalprofessional services model
where you're assigned a POC, youthey have to, if you ask them a
question, go to an engineeringmanager who has to go to a
(25:36):
specialized team leader who hasto go to the folks doing that
work and then back up the chain,you've lost three, four or five
days just in the game oftelephone there, right? By
contrast, our team members canhelp guide our team. Our clients
can help guide our team in realtime. Interface with them
directly. So that means a ourclients onboard and ramp up very
(25:58):
quickly, because there's no lagin the team structure and the
team communication. And then wesupport EPCs from ground zero,
from proposal development, openbook, EPC estimations, CPM
schedule creation, the entirebidding process with their
clients digging into local laborrates, making sure they have the
(26:20):
supporting data. We're runninggigawatts of procurement
processes, so we have currentpricing for every nut, bolt,
inch of conduit, wire, majorequipment across the value
chain, at all, any and all ofit. We have had and run
procurement processes to obtainthat for our projects and our
clients, so they get access tothat DDP pricing database
(26:41):
overnight, essentially, so thatwe can help support them in
bidding those projects to yourpoint. And then as you move
forward into the process, weprovide turnkey procurement
execution support. We'll runglobal RFP processes for every
single component, and then we'lldo a side by side analysis for
our UPC clients. Show them. Thisis the pricing from every one of
(27:03):
the vendors. Here are the prosand cons and issues. Here are
their qualification documents.
And then they can, they canchoose which one they would like
to proceed with, but they havereal de risk DDP fixed offers
with a specific timeline and andthen we have a turnkey internal
legal team that can arrange theMSAs they can get that product
(27:25):
delivered to the job site. So,you know, really supporting the
industry. That's what we're herefor. I think we have a single
corporate client because we wereasked to to work with them by a
leading private equity fund. Butof our 150 clients, everyone is
an industry insider, adeveloper, industry builder or
(27:46):
financer. So we're here toprovide the industry with the
resources they need, but only asthey need them, without those
fixed price overheads.
Tim Montague (27:56):
Let's talk about two things. Let's talk about the
tech stack, because this isobviously something that you've
spent a lot of time developing,and then how you are manning
these projects. You're a globaloperation, and this is, this is
one of the ways that you providea cost effective service. But
tell us about the tech stack.
Daniel-Dus (28:17):
Yeah, we would not have been able to exist even
three to five years ago in theform in the model that we do
today. We leverage AI automationsoftware tools every day. We
have over 25 differententerprise level subscriptions
to various software tools, andthey range from early stage
business development, Supportand Contact generation tools
(28:39):
like zoom info, where, again, ifyou're working in a specific
city or county and state, youneed to identify the provider,
the local providers, if you wantto be competitive drive your
cost down. You need the localcivil providers, right? You want
the local electricalcontractors. You want to get
those folks into yourprocurement process. If you're
(29:00):
just going out to all thenational folks, you're not going
to get the best numbers for thatlocal project. You're not going
to be able to engage the localeconomy and get those projects
executed. So again, from zoom inphoto, identify all those folks
and RFP, all those folks, andget them into involved in the
project. From Day Zero, wesupport and then all the way
through, of course, we havehelioscope, PV, sis, solar
(29:22):
graph, PV, case PV, roof. Weoperate zendi, Homer, grid, you
name it, if it's good, ourinternal AI automation team has
vetted it, and we have expertoperators internally. And that's
how we accelerate. We estimatethat our 140 person team is
executing as much workflow as a,as a, as a five to 600 person
(29:43):
team would have just to just acouple of years ago because of
the quality of the internalexternal software tools we have
internal masters levelartificial intelligence, full
stack developer software folkswho are building custom tools
have built custom AI automationtools to accelerate from. Site
vetting and analysis, throughinterconnection, procurement,
(30:03):
through operations andmaintenance, and so there is no
point of our workflows that hasnot been touched by automation.
Tim Montague (30:12):
Let's talk about AI and automation. This is a
topic that is near and dear tomy heart. I'm now a WSI
certified AI businessconsultant, and reach out to me
if you want to get a quickassessment of where you are on
this journey. Every company inAmerica is going to be aI first
in a couple of years, and youdon't want to get left behind.
(30:33):
And that's really what I'm herefor, is to help you get on that
bicycle or rocket ship and ridethat pony. So you hired, for
example, a class of studentsfrom RIT Rochester, Institute of
Technology's first ever mastersof AI cohort tell us about AI
and automation at sir, yeah,
Daniel-Dus (30:53):
exactly. So from the moment we look at any project
opportunity at any phase it goesinto our AI tools for
assessment, because we want tomake sure that nothing's been
missed from the ground up. Ican't tell you how many times
we've stepped into supposed 30or 60% engineering sets, and
they had panels in wetlands orflood plains or easements or in
(31:14):
setback areas, right? So we wantto catch all those issues on
ground zero, and we'reconstantly doing that, even at
supposed late stage projectdevelopment, and that's a
terrible waste of time, effort,energy. It can create real
issues in the interconnectionprocess if you have to resize
projects late in the developmentcycle. So every project that
(31:35):
enters our processes goesthrough immediately, goes
through tools that are GPTperplexity driven, and that is
critical to ensuring ouraccuracy and acceleration. And
those tools help us cut some ofour workflows by as much as 80
or 90% so some workflows thatused to take 5060, man hours now
(31:56):
four or five or six man hours,and you aggregate that across
now, I think we've touched over8500 project sites. It's a lot
of time saving and acceleration,and so that is utterly critical
to what we do. We're stillhiring a new team member every
other business day on average. Ithink we've added a half dozen
(32:16):
folks here in the US just thismonth alone, and it's because we
you still need human humans inthe loop for a whole slew of QA,
QC review reasons. We need thoseexperts in their field to ensure
that last yard of quality andaccuracy. These tools are
(32:37):
fantastic, but they are not ableto operate on their own and get
to 100% accuracy. And so that'swhy we have qualified operators
for for all these tools thatcome from the leading shops in
the world, right? Global Headengineering X Black and Veatch,
Global Head, civil ex burnsMcDonald, USP X burns McDonald.
(32:58):
Global Head, green hydrogen XTUV Rhineland, so global head
estimation, ex Sterling, Wilson,really the best shops in the
world, and we get them into aleading software environment
that is tech to your point, AIand tech first, but really
powered by the history expertiseof a globally leading Team.
Tim Montague (33:20):
Very cool.
Anything else about the techstack before we move on?
Daniel-Dus (33:25):
No, it's what is fascinating is when I was
thinking through the workflows,to try to come up with an
example of a workflow that isnot software tech powered, and
there are literally not any.
There are, there are none,procurement processes, AI,
automated follow up, assessment,human resources, assessment of
incoming resumes. It's, it isall tech enabled, right?
Tim Montague (33:51):
And you mentioned you're hiring a person a day, so
you're, you're growing, andyou're building a very
international workforce. So talkabout your background. This has
been in your DNA, really, fromday one, I think. But talk about
that, and what are the benefitsto your clients?
Daniel-Dus (34:06):
Yeah, so I'll never forget I read Tim Ferriss Four
Hour Work Week, and herecommended a virtual assistant
called Get Friday, who I signedup with, I want to say about 17
years ago and over time, andthey're based in India,
Hyderabad, and over time, Ioffloaded more and more of the
(34:27):
redundant elements of my life tothat team right. Started off
with expense reports and littleresearch projects, and at a few
points, for example, one time,they saved me almost a million
dollars in capex, I was gettingready to sign up for a large
carport project, and they weresending me monthly commodity
reports, which were compiledfrom a variety of sources. And
(34:50):
went through the commodityreport and realized that the
price of steel had fallen 30some odd percent since the last
estimate refresh we'd gotten onthe pricing. And since the vast
majority of this procurement wasgoing to be steel, I reached
out, and sure enough, that wehad got a dramatic reduction in
that in that process. Sothere's, there's a tremendous
(35:12):
amount of value by engaging aglobal workforce with a with a
very diverse set ofcapabilities, skills, passions
and professional goals and sonow fast forward. Our team came
together under a Donnie greenenergy when they had just
finished their first ever solarproject. In the span of four and
a half years, I had the platformranked as the largest global
(35:35):
solar developer. I think they'reheaded to 52 gigawatts operating
in construction solar assets.
They procured Softbank solarportfolio in Asia and and broke
ground recently on a single 30gigawatt project site. So that's
how far ahead Asia is indeploying solar. We all know
what China's doing. India isright behind them into playing
(35:55):
Mega scale projects, much largerthan exist in the United States.
So those are the projects thatour team has executed. Our team
has executed projects much, muchlarger than exist in the United
States of America today. So theyhave industry leading expertise
in Mega scale projectdeployment. And this is why we
now have over 10 gigawatt,gigawatt hours of solar. Best
projects in late in operationand late stage construction
(36:19):
execution in our process isbecause our team has leading
expertise in executing thoseprojects globally. So we have
140 folks. We have three officesacross India. We have a team
that's a remote team across theUnited States, and an HQ in
Vermont. And we really go deeplyinto obtaining the best talent,
no matter where in the worldthey are.
(36:43):
Let's just put a pin in thatfigure. You mentioned a 30
gigawatt project, a big projectin the US is like 1.5 gigawatts.
That's the largest solarprojects getting developed in
the US. So things are a littledifferent in Asia, in China and
India. And you know, it's weonly need one to 2% of the
(37:07):
landscape in the US tocompletely green the grid with
solar and batteries. So we'renot paving over the bread
basket. Don't freak out ifyou're a landowner worried about
this. And so we don't have muchtime left, Daniel, we should
probably talk about Fight Night.
You've made a real mark withthat fundraiser. What were the
What's the origin story behindFight Night, which is a big
(37:29):
celebration and fundraiser atyeah, that's right. So the
original Fight Night was 16folks in a room just trying to
figure out how to survive.
Really, there was no industry in2007 eight. It was tiny. And
I'll never forget, I signed up100 kilowatt project with City
(37:50):
of Santa Monica. And everyone inthe room was like, Oh, my God,
that's like, huge. Like, how areyou ever going to get that
built? And it was really, youknow, CEO founders principles,
introducing themselves andtalking about their biggest
challenge and then connectingfolks in the room who could
solve those challenges for eachother, that was the primary
(38:13):
goal, and talking about industrychallenges and how to promote
and push the industry forward.
We still do the same thing everyMonday night at RE+ we get a
team of CEOs, founders,principals, together to do the
exact same thing. This year, wetalked about the lies and
misinformation that are sodestructive to what we're doing,
and how to push back and fightagainst those. And so the Fight
(38:36):
Night event on Tuesday thisyear, we sold over 2000 I think
400 tickets. Broke our priorrecords, and we had an amazing
set of performers. It's acelebration of the industry, and
even now, we continue to breakrecords and execute effectively
nationwide. And it's anetworking event to bring folks
together to make sure they'reexchanging business cards to
(39:00):
help each other get projectsdone. So the core of Fight Night
is still the same. It's acelebration. It's networking for
success, and it's raising fundsfor nonprofits that are
promoting our technologies. Andso this year, we raised for
folks like run on climate, whois promoting mayoral, hyper
local county governmentcandidates that are climate
(39:23):
forward, making sure that theyhave the resources to succeed
and get pro climate policypassed. Because project
approvals happen at the locallevel. We support a footprint
project who's deploying solargenerators in disaster areas so
that we don't have diesel Gensets out there running, but we
have folks have access to cleanpower. They're helping support
(39:46):
cell tower networks in disasterareas so that first responders
can be connected and beefficient. Really amazing
organization, solar energyInternational, one of the.
Leading training organizations.
This is our second timesupporting them, and we had a
memorial for Johnny vice who waswas a huge force for good in the
(40:09):
industry, and so really aphenomenal set of nonprofits. I
wish we raised 100 times morefor these folks this year, we've
RE+, also launched an antimisinformation campaign, so we
have an analyst who's begundatabasing all these lies and
misinformation and responses tothem. They're also databasing
all the industry true storiesfrom all of the local EPCs
(40:32):
developers, so that we havevideos from farmers that can
tell the true story of whatwe're doing, saving farms,
helping them get that newtractor, keep the farm in in the
family for another generation.
Folks saying, like I just did, Iput solar on my roof. Is the
best investment I've made inmyself, in my home. I don't know
what all this rhetoric is, butit's been fantastic, right?
Tim Montague (40:57):
Where do we where do we find this information? We
we
Daniel-Dus (41:00):
purchased clean tech. Fact check.org It's not
launched yet, but we will postit there as well as on solar
fight night.org. Which is whereyou can keep track of next year,
we plan to do three or fourevents nationwide. So we'll be
at InterSolar, we will be, ofcourse, at Ari, plus we'll be at
(41:20):
infocast as well. So we're goingto expand our footprint. Aim to
raise more funds so that we havemore funds to contribute to this
effort.
Tim Montague (41:30):
Hey guys, are you a residential solar installer
doing light commercial butwanting to scale into large CNI
solar? I'm Tim Montague. I'vedeveloped over 150 megawatts of
commercial solar, and I'vesolved the problem that you're
having you don't know what toolsand technologies you need in
order to successfully close 100KW to megawatt scale projects.
(41:55):
I've developed a commercialsolar accelerator to help
installers exactly like you justgo to cleanpowerhour.com click
on strategy and book a calltoday. It's totally free with no
obligation. Thanks for being alistener. I really appreciate
you listening to the pod, andI'm Tim Montague, let's grow
solar and storage. Go to cleanpower hour and click strategy
(42:18):
today. Thanks so much. That'sawesome. We'll put the link in
the show notes. Clean Tech factcheck.org and solar fight
night.org. I want to thankDaniel Dus for coming on the
show. What a great conversationthis has been, Daniel And
please, if you're listening tothe show, check out
(42:39):
cleantechindustryresources.com.
That is Daniel's website. It's,it's an amazing, amazing
resource. And you can just reachout to me on LinkedIn, and I can
tell you more. Check out all ofour content, of course, at
cleanpowerhour.com Tell a friendabout the show. That's probably
the best thing you can do.
There's so many solarprofessionals do not know about
the Clean Power Hour. So tell afriend that you're a listener.
(43:02):
And with that, Daniel, how canour listeners find you?
Daniel-Dus (43:05):
Yeah, please find me on LinkedIn, DM me. Would love
to connect. As you mentioned,our website has a product page,
and I always recommend folks togo there, because it's of how
game changing it is. Anyindustry professional that
scrolls through that productpage and realizes that the
entire procurement estimationprocess, at least around all the
(43:26):
soft costs, has beenfundamentally reimagined. Is
it's it's a game changer, andit's hard to really understand
until you see it. So highlyrecommend folks find us there
too,
Tim Montague (43:39):
very well. Well, with that, I'll say thank you so
much. Daniel Dus, CEO andfounder of clean tech industry
resources and founder of solarFight Night. I'm Tim Montague.
Let's grow solar and storage.
Take care, everybody. You.
Rate, we estimate that our 140 person team is
executing as much workflow as a,as a as a five to 600 person
team would have just to just acouple of years ago because of
the quality of the internalexternal software tools we have
internal masters levelartificial intelligence, full
stack developer software folkswho are building custom tools.
(00:20):
Have built custom AI automationtools to accelerate from site
vetting and analysis throughinterconnection, procurement,
through operations andmaintenance, and so there is no
point of our workflows that hasnot been touched by automation.
Are
intro (00:37):
you speeding the energy transition here at the Clean
Power Hour, our host, TimMontague, bring you the best in
solar, batteries and cleantechnologies every week. Want to
go deeper into decarbonization.
We do too. We're here to helpyou understand and command the
commercial, residential andutility, solar, wind and storage
industries. So let's get to ittogether. We can speed the
(00:58):
energy transition
Tim Montague (01:03):
today on the Clean Power Hour, development as a
service, construction as aservice. My guest today is
Daniel Dus. He is the CEO andfounder of a company called
clean tech industry resources,which you may or may not have
heard of, but check them out.
Clean tech industry resources.
He's also the founder of FightNight, solar Fight Night at RE
(01:23):
+, welcome to the show. Daniel
Daniel-Dus (01:26):
Tim, thank you for having me and for doing what you
do, which right now is moreimportant than ever,
storytelling, getting the wordout, getting the message out. So
thank you so much.
Tim Montague (01:37):
Yeah, it's really my pleasure. I get to meet so
many interesting people likeyourself, and I've been doing
this for a decade now, and amonly leaning in. And it's a
great time to be in cleanenergy, despite the ups and
downs, as we were talking alittle bit in the pre show,
we're going to get into what siris, and a little background on
(01:58):
solar Fight Night and somehistory on yourself, but maybe
we should just put a pin inwhere we are in the industry.
You know, here in September of2025 you know, the O triple B is
kind of kicking our butt, andmany people have nerves about
that. But I like to say to mylisteners, hang in, double down
(02:24):
on solar and batteries, andyou'll be okay. But what do you
tell people about the state ofaffairs in the US solar market?
Daniel-Dus (02:32):
Yeah, it's it is a tricky question these days, with
the gap between the rhetoric andwhat we're actually seeing in
power markets, which isunprecedented demand. That's a
it's a very, very wide gap. Evendirect messaging is varying from
the administration. So it's it'sa tricky time. We have roughly
(02:55):
150 clients now acrossdevelopment, construction and
industry focused financers, sowe've gotten a very interesting
look into how they're perceivingthe current market. And there's
a third of folks that are undercapitalized and they're
panicking and it's it's amassive challenge to have any
(03:17):
delays in projects, whether it'sdue to tariff issues and the
need to get those resolved,access to tax equity or
development capital. And sothere's a lot of that, that
panic and fear and and folkstrying to essentially salvage
value from portfolios thatthey've been working on. There's
(03:40):
a third of folks that we feelare in kind of a bit of a wait
and see period. They're focusedon their late stage construction
assets, getting those intoconstruction and moving those
forward to comply with the OB,BBA. And then there's about a
third of folks, Tim, who aregame on all systems go. They
are, tend to be wellcapitalized, and I don't know
(04:04):
how else to put it, other thanthey see this as a discount
shopping opportunity. They'rebullish on the long term market.
They're bullish on thetechnologies, and they're
they're out shopping for deals,and they're doing so
aggressively with a lot ofcapital behind them, and we feel
that they have the rightperspective on the market right
(04:25):
now, the macro trends are allextremely supportive as you
know, the technology trends,cost reduction trends, we
certainly see this as a blip inour ongoing march To inevitable
success in dominating grid powerand generation. So I think I
agree with your sentiment. Stickin there. Hang in there. We
(04:47):
continue, I continue toencourage folks to join the
industry. But we are seeingquite a bit of pain, quite a bit
of pain, which is sad for theindustry.
Tim Montague (04:57):
Yeah, it's it's uncomfortable, for sure. Sure
I've not been through as big adownturn in the industry. I got
into the industry in 2016 butyou know, we have to remember,
there is this thing called theearth, right? We're only 5% of
the population of the earth herein the US, and we are a big
(05:17):
economy and a big innovator, andwe're important, but there is
this thing that is much largerthan us. And I'm not suggesting
that you have to lean intointernational work, but just
look at international trends.
Right? The energy transition ishappening full steam globally.
80% of new power on the gridglobally is solar, wind and
(05:38):
batteries, and we're going to agrid that is going to be, you
know, 90% clean by 2050globally. But, you know, we're
going to have a downturn. We'regoing to have a consolidation.
You have to be smart about this.
I wouldn't say it's a great timeto lean into residential solar,
and I don't know if we couldjust break out resi CNI and
(06:05):
utility solar in the US. How doyou and Sir See the US market at
this time,
Daniel-Dus (06:10):
and we are serving all those market segments, and
we're still bullish on on all ofthem, actually, on the macro
trend scale, in residential Ofcourse, there's just a mad rush
right now to hit end of year taxcredit value. Very sad, of
course, to see the directcredits going away at the end of
(06:31):
the year seems like upside downworld where the third party
financers get to keep theircredits and direct homeowners do
not. But it's an opportunity forthe industry to reflect on the
means and methods that they'vebeen deploying, which have not
always been the most ethical indirect sales, pressure cooker
(06:53):
sales scenarios, and rather thanworking on behalf of homeowners
as a trusted advisor, right? Andbeing transparent, open book.
You know, 30% sales commissionson residential projects should
not be a standard, right? Andthose will go away. Yep, the
(07:15):
market itself, I have 10kilowatts on my roof. It's the
best investment I've ever madein my home, full stop. End of
discussion. Near zero utilitybill, right? We're including
charging my Tesla like it's,it's, it's a phenomenal
investment. And I'm in Vermont,not exactly the highest
radiation in the country. Theseare phenomenal investments, but
(07:35):
I installed for $2.20
Tim Montague (07:37):
a watt and and let's just, let's just remind
everyone that you know, asenergy prices go up, the
investment in solar andbatteries gets better and
better. So we are in aninflationary period. Demand
growth is tremendous, and thatis driving prices up. It is
ironic, because while thefederal administration is trying
(07:58):
to push down on solar, wind andbatteries, which are the
cheapest sources of grid power.
There is an explosion in griddemand, and the question
remains, how is the grid and thegrid operators going to meet
that demand? And that's where weshould also bring in this
conversation around CNI, maybeMike, maybe you could make a
(08:18):
comment about micro grids andthen utility
Daniel-Dus (08:23):
Yeah, so CNI seems to be marching forward and
accelerating as more folksrealize that power pricing, I
think the average power rate wasup 7% in the month of August
alone, right, which is is Anenormous average increase at the
national level, so that that isa strong indicator of what's to
(08:45):
come, given the discrepancybetween new added generation
pipeline backlog and loaddemand. So we'll see a lot more
behind the meter. CNI, like yousaid, economics are only going
to improve. In fact, we've got avery nice roadway there through
2027 so we're, we're doing 1000sof CNI locations nationally. The
(09:08):
utility segment is in a madrush, of course, to start
construction on assets rightnow, I would say the longer term
perspective is also strong. It'skind of that mid term, mid phase
where we'll see credits decline,and there'll be a transition,
transition period where folkswill push very hard on cost
(09:28):
reduction to make projectspencil without tax credits,
which, given a likely 2025,potentially 30% plus increase in
power rates on a go forwardbasis, is is is going to happen.
So there's still strong activityand utility. It is largely in
our pipelines that we seefocused on getting things into
(09:49):
construction and safe harbored.
And so the micro grid market,we're spending a ton of time,
especially around data centers.
So we're developing. Multiplegigawatt scale micro grids,
technically, where there'seither zero grid access or
limited grid access. So imaginegigawatt plus solar, gigawatt
(10:11):
hour plus of battery storagecombined with some element of
LNG behind, essentially behindthe meter, with maybe only one
to 500 megawatts of grid accessin order to accelerate time to
compute. So we're working on onthat. We're working on multiple
national portfolios fordistributed data center
(10:31):
deployment, including theestablishment of micro grids. So
imagine a system that's onlyeight years old. Modules were
probably specced andmanufactured 910, years ago,
module efficiencies doubledsince then, right? So you can
repower these systems atmodules, especially a non Fiat
compliant might be 15 to 17cents, DDP, you can repower
(10:54):
these systems double theproduction capacity, maintain
the current interconnection, usethe rest of that power behind
the meter to power one, 520,megawatt data centers, Bitcoin
mining, operation, manufacturingor other other loads. So there's
a massive repowering opportunityin the market already that we
see
Tim Montague (11:13):
burgeoning. So when you when you say
distributed data centers, whatdo you mean?
Daniel-Dus (11:18):
One to five megawatt containers on sites behind or in
or in front of the meter,depending on utility h, j
requirements and and so that's areal opportunity. Now multiple
cloud compute companies alreadyhave agreements in place with
hyperscalers to deploy at thegigawatt scale on a distributed
(11:39):
basis.
Tim Montague (11:39):
So one to five megawatt, huh?
Daniel-Dus (11:42):
Yeah, maybe 10 or 20, but we see a lot in the
three to five megawatt rangethat will pencil really well. So
Tim Montague (11:51):
this, this kind of resonates with what Peter Kelly
Detwiler has coined as thefractal grid, where we see these
projects at all differentscales. This includes the
generation and then the loadcenters, like these data
centers, right? They happen atat the build, at the building
rooftop level. They're happeningat the Community Solar level.
(12:11):
And then the might the communityscale micro grid, and then these
very large projects, which arenow gigawatt scale micro grids
to accelerate the development,right? You're, if you're a
developer of a large asset, likea gigawatt up to some of these
projects are 10 gigawatts. Nowthat's millions of square foot a
feet of data center. It's crazyhow big some of these places
(12:35):
are. They're like cities and butyou can't get interconnection
very quickly, right? Because thegrid operator is going, yeah,
maybe it's going to take us fiveyears to analyze that. And so
you're going, Okay, I'm going toprop up an off grid data center
with solar, wind, batteries andnatural gas and and then you
(12:57):
get, you get online, and that'sreally there is this race to
compute right now. It's allabout that right now, and
because if you don't get enoughcompute installed, there's no
way for you to maintain youryour standing in the horse race.
And you know, I was listening toa pod this morning about this,
and there are, you know, four orfive major players now in that
(13:19):
space, but there's not going tobe four or five winners in that
space, right? There's going tobe one or two winners in that
space. And so the race is on.
And you saw the Nvidia, 100billion dollar investment right
in open AI, that is a lot ofmoney.
Daniel-Dus (13:35):
It is, and a significant portion of it is
targeting power. This is, thisis why I'm headed to Silicon
Valley in two weeks. Tim, to sitdown with hyperscaler partners
and clients and push theseprojects forward. And to your
point, in in multiple cases, weare designing these systems to
(13:59):
get to 100% off grid situationscenario solution today, but
we're designing and placing thesubstations to interconnect as
the utilities are able to getthere too in the future, improve
economics, improve resiliencyand and so you know that is
definitely part, a big part ofwhat we're doing. We'll assess
(14:21):
the grid as if we are theutility or balancing authority,
and figure out where thoseopportunities for
interconnection lie, not justtoday, but three, five plus
years down the road, and designsystems accordingly to integrate
into the grid as the grid isable to build up and meet the
need and the moment. But in themeantime, there's no time to
(14:41):
waste. We are rapidlyaccelerating issued for
construction ready permit sets,engineering sets for these
projects now. So it's it's justa again, there's this disconnect
between the rhetoric and thenwhat we're actually seeing in
terms of demand. Demand andactivity in the marketplace.
Tim Montague (15:02):
Now, when you look back at the last five years of
SIRs work, this development as aservice platform that you've
built, how has the relativeinfluence of different
industries changed and and, youknow, I'm very curious about
this explosion of data centers.
Obviously, you've, you've seenthis as well, but tell us a
little bit about that story.
Daniel-Dus (15:23):
Yeah, and our team had built upwards of 240
megawatts for for meta,previously, data centers going
back over five, six years. Sothe demand has been there. Of
course, it's accelerateddramatically. We are doing a
tremendous amount. I mean, ifyou fly into LAX, right? We all,
(15:44):
as industry professionals, wedrool over all the empty
rooftops. We see that we doempty today and and they need to
be filled with panels, right?
Like we could solve a tremendousamount of grid resilience and
generation, lack of generation,just through rooftop solar as we
increase adoption. And what CIRis focused on is lowering the
(16:04):
barriers to entry, lowering allthe soft costs, and accelerating
the deliverables so that we canget projects through permitting
to bankability and intoconstruction faster at lower
cost. And of course, that justmeans more projects will hit
return requirements and getbuilt. And so that's our focus.
(16:24):
That's why we've commoditizedenergy project development,
including all engineeringservices, for the first time. So
by commoditized, I mean fixed,low rates that apply anywhere
USA. So we're the onlyorganization that we know of on
planet Earth, where we can tellyou immediately how much we
charge for a two megawattrooftop project in New Jersey or
a gigawatt hour battery in Texasor France. Doesn't matter. We
(16:48):
can give you the pricingimmediately to eliminate all of
that back and forth, alltransfer all that risk to us as
the professional serviceprovider to execute and perform.
And that just makes investmentdecisions so much easier. And
this is why we're working forfour of the five largest private
equity fund solar platforms. Isbecause we take the risk of
performance within thecommoditized model, right fixed
(17:11):
price, fixed scope, straightinto execution, and our scope
includes compliance with all theHJ utility requirements. That's
that that should, I think,always be on the professional
service provider. So by doingthat, we are accelerating
projects and portfolios,because, for example, there's no
bid time, so you save two orthree weeks in just the bid
(17:35):
process alone. And if we'recutting costs by half, that
means twice as many projects canget through all those
engineering and permittingdeliverables on this for the
same development spend. Andthat's really what we pride
ourselves in. We love it when wesee projects that come to us
that don't pencil and we're ableto reduce the cost basis through
(17:56):
our procurement process, throughour low cost engineering,
development, services approach,and then see them hit Return
hurdles and get financed, right?
That's like, that's what excitesour team the most. So it's
certainly, I think, what I liketo say is we're in the right
place at the wrong time. What wehate is when teams get
(18:17):
downsized. Our client teams getdownsized, and then we have to
do more to help support them.
That's the type of industry painthat we're seeing that we really
dislike. We like it when we'reable to help turn engineering
teams, one engineer, into theimpact of 20 engineers
overnight, right? That's that'swhat we love.
Tim Montague (18:36):
Well, that's a good segue to to talk about sir.
Why did you create, sir, andgive us a little bit of that
backstory?
Daniel-Dus (18:45):
Yeah, of course. So going back, I joined the
industry 2006 and seven, and thefirst large platform that I
helped build was called martyrfor solar. It was a division of
a top 10 global player at thetime, based in Portugal, Europe
was far ahead of the UnitedStates at the time, and we built
the number one service solarservices provider in Colorado,
(19:05):
Massachusetts, SouthernCalifornia, sort of Oh, eight to
12. And we built a largeinternal team of turnkey
engineering, legal operations,construction, Master
electricians. We internalizedeverything, and that was great
through the cash grant days, Timlike fantastic, worked really
well. We were learning a lot. Wemade plenty of mistakes back
(19:27):
then, because you couldn't hireproject managers that had
executed the largest publicschools projects in the country,
like we did for JeffersonCounty, Colorado, 30 schools
simultaneous execution. No. PM,had ever done that, so we had to
figure it out, and we madeplenty of mistakes, but when the
cash grant days started to waneand we had massive internal SG
(19:48):
and a but the project pipelinestarted to get thinner, we
immediately ran into pain andtrouble, because project work is
lumpy and will always be lumpy.
You're waiting for tariffs toresolve. You're waiting for
financial closing. Approvals,whatever it might be if you're
carrying your maximum bandwidthneed, and then you're in those
valleys, it gets painful veryquickly, and then you have to
start pricing that into futuredeals, by the way, and you
(20:10):
become uncompetitive. So that'swhere we've seen a lot of
companies fail, including Martafor back then I had left, but
they dissolve, were sold tobaywatt a year and a half later,
and now, by comparison, ourclients, they can staff to their
core, strategic internal needand then use us for all that
added bandwidth needs. So manyof our clients can do everything
(20:33):
we do internally, sure, but theycan only do it for so much
capacity, and then they can useus for additional need, and then
other clients, they may becoming out of a construction
background, but they lack thefinance and legal expertise
which we can provide, or they'recoming out of finance, but they
they lack the constructionbackground, and we can provide
(20:53):
that cost estimation,procurement and execution
experience to them, so wediversify their team
capabilities without them havingto internalize all these complex
skills. So we're solving thatcore, fundamental challenge of
project work is lumpy, so don'thire up a sgna That isn't
flexible, right? Like that'sthat's core to the to the model.
Tim Montague (21:18):
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(22:01):
call 855-584-7168, to find outmore. Yeah, I love this that you
that clean tech industryresources allows companies to
take on more work than theywould necessarily feel
comfortable with if they'relet's say there are boots on the
(22:22):
ground construction company.
Construction Company, and theywant to expand into other
markets, but they don't have anoffice. They don't have staff
there, sir, literally wouldallow you to procure projects,
start developing projects, andthen execute them with the
assistance of Sir or vice versa,if you're a developer and you're
looking for resources in othermarkets. So up and down, and
(22:46):
there's going to be lots of upsand downs. We call it the solar
coaster for a very good reason.
It is up and down. We just cameoff a really high high. It was
happy days. There was a lot ofmoney flowing into solar, and
now there's going to be lessmoney. There's still going to be
money flowing into solar, andit's going to be pickier. And,
(23:11):
you know,
Daniel-Dus (23:11):
thinkability requirements have escalated
pretty dramatically andconsistently. Yeah. So whereas a
project financing may haverequired 10% engineering, now
they want to see 30s with adetailed bill of quantities.
They want to see those fixed EPCestimates in the data room. The
data room requirements, thequality requirements for
bankability have have increased.
No no question, insurancerequirements. This is why we
(23:31):
onboarded Richard Matsui to ourboard of advisors, who created
the solar actuary table, mosstable, that insurers used to
underwrite these projects andand it's because those
bankability requirements willcontinue to increase, and we as
an industry need to bringourselves up to those levels to
execute, perform and continue toenjoy institutional finance or
(23:53):
support.
Tim Montague (23:57):
So tell us about the experience that, let's say,
an EPC, and in full disclosure,I'm an affiliate of CERs, so
reach out to me if you want tolearn more about CERF services.
But if you're an EPC and you'rethinking, wow, yeah, I'd love to
grab onto this community solarportfolio. But how on earth can
(24:18):
I deliver that I don't haveenough installers or
electricians or project managersto run that work. Walk us
through how you onboard an EPCand what are the gains that they
benefit from.
Daniel-Dus (24:30):
Yeah, exactly. So the first thing is that I've
never had any vendor in myprofessional life give me access
to their own internal CRM. Neverone time Has that ever happened.
We do that with every one of ourclients so they can log in and
see the exact status of everytask that's been assigned to us.
(24:50):
They have a dedicated projectmanager who controls
communication make sure we're ontrack and on schedule. They also
have a dedicated email addressthat goes the to the entire
assigned team. Team, but theycan log in and see each task
right? A task to helioscope.
This is when it's supposed tostart and stop. You task us with
a 3d engineering PV cystbankable PV cyst model. Here's
the schedule, and here's theassigned team member who's
(25:13):
actually going to do that work.
And then our clients can interinterface and interact with them
directly. Many of our clientshave been in the industry for a
long time. They're perfectlycapable of interacting directly
with the folks doing the work.
Instead of the traditionalprofessional services model
where you're assigned a POC, youthey have to, if you ask them a
question, go to an engineeringmanager who has to go to a
(25:36):
specialized team leader who hasto go to the folks doing that
work and then back up the chain,you've lost three, four or five
days just in the game oftelephone there, right? By
contrast, our team members canhelp guide our team. Our clients
can help guide our team in realtime. Interface with them
directly. So that means a ourclients onboard and ramp up very
(25:58):
quickly, because there's no lagin the team structure and the
team communication. And then wesupport EPCs from ground zero,
from proposal development, openbook, EPC estimations, CPM
schedule creation, the entirebidding process with their
clients digging into local laborrates, making sure they have the
(26:20):
supporting data. We're runninggigawatts of procurement
processes, so we have currentpricing for every nut, bolt,
inch of conduit, wire, majorequipment across the value
chain, at all, any and all ofit. We have had and run
procurement processes to obtainthat for our projects and our
clients, so they get access tothat DDP pricing database
(26:41):
overnight, essentially, so thatwe can help support them in
bidding those projects to yourpoint. And then as you move
forward into the process, weprovide turnkey procurement
execution support. We'll runglobal RFP processes for every
single component, and then we'lldo a side by side analysis for
our UPC clients. Show them. Thisis the pricing from every one of
(27:03):
the vendors. Here are the prosand cons and issues. Here are
their qualification documents.
And then they can, they canchoose which one they would like
to proceed with, but they havereal de risk DDP fixed offers
with a specific timeline and andthen we have a turnkey internal
legal team that can arrange theMSAs they can get that product
(27:25):
delivered to the job site. So,you know, really supporting the
industry. That's what we're herefor. I think we have a single
corporate client because we wereasked to to work with them by a
leading private equity fund. Butof our 150 clients, everyone is
an industry insider, adeveloper, industry builder or
(27:46):
financer. So we're here toprovide the industry with the
resources they need, but only asthey need them, without those
fixed price overheads.
Tim Montague (27:56):
Let's talk about two things. Let's talk about the
tech stack, because this isobviously something that you've
spent a lot of time developing,and then how you are manning
these projects. You're a globaloperation, and this is, this is
one of the ways that you providea cost effective service. But
tell us about the tech stack.
Daniel-Dus (28:17):
Yeah, we would not have been able to exist even
three to five years ago in theform in the model that we do
today. We leverage AI automationsoftware tools every day. We
have over 25 differententerprise level subscriptions
to various software tools, andthey range from early stage
business development, Supportand Contact generation tools
(28:39):
like zoom info, where, again, ifyou're working in a specific
city or county and state, youneed to identify the provider,
the local providers, if you wantto be competitive drive your
cost down. You need the localcivil providers, right? You want
the local electricalcontractors. You want to get
those folks into yourprocurement process. If you're
(29:00):
just going out to all thenational folks, you're not going
to get the best numbers for thatlocal project. You're not going
to be able to engage the localeconomy and get those projects
executed. So again, from zoom inphoto, identify all those folks
and RFP, all those folks, andget them into involved in the
project. From Day Zero, wesupport and then all the way
through, of course, we havehelioscope, PV, sis, solar
(29:22):
graph, PV, case PV, roof. Weoperate zendi, Homer, grid, you
name it, if it's good, ourinternal AI automation team has
vetted it, and we have expertoperators internally. And that's
how we accelerate. We estimatethat our 140 person team is
executing as much workflow as a,as a, as a five to 600 person
(29:43):
team would have just to just acouple of years ago because of
the quality of the internalexternal software tools we have
internal masters levelartificial intelligence, full
stack developer software folkswho are building custom tools
have built custom AI automationtools to accelerate from. Site
vetting and analysis, throughinterconnection, procurement,
(30:03):
through operations andmaintenance, and so there is no
point of our workflows that hasnot been touched by automation.
Tim Montague (30:12):
Let's talk about AI and automation. This is a
topic that is near and dear tomy heart. I'm now a WSI
certified AI businessconsultant, and reach out to me
if you want to get a quickassessment of where you are on
this journey. Every company inAmerica is going to be aI first
in a couple of years, and youdon't want to get left behind.
(30:33):
And that's really what I'm herefor, is to help you get on that
bicycle or rocket ship and ridethat pony. So you hired, for
example, a class of studentsfrom RIT Rochester, Institute of
Technology's first ever mastersof AI cohort tell us about AI
and automation at sir, yeah,
Daniel-Dus (30:53):
exactly. So from the moment we look at any project
opportunity at any phase it goesinto our AI tools for
assessment, because we want tomake sure that nothing's been
missed from the ground up. Ican't tell you how many times
we've stepped into supposed 30or 60% engineering sets, and
they had panels in wetlands orflood plains or easements or in
(31:14):
setback areas, right? So we wantto catch all those issues on
ground zero, and we'reconstantly doing that, even at
supposed late stage projectdevelopment, and that's a
terrible waste of time, effort,energy. It can create real
issues in the interconnectionprocess if you have to resize
projects late in the developmentcycle. So every project that
(31:35):
enters our processes goesthrough immediately, goes
through tools that are GPTperplexity driven, and that is
critical to ensuring ouraccuracy and acceleration. And
those tools help us cut some ofour workflows by as much as 80
or 90% so some workflows thatused to take 5060, man hours now
(31:56):
four or five or six man hours,and you aggregate that across
now, I think we've touched over8500 project sites. It's a lot
of time saving and acceleration,and so that is utterly critical
to what we do. We're stillhiring a new team member every
other business day on average. Ithink we've added a half dozen
(32:16):
folks here in the US just thismonth alone, and it's because we
you still need human humans inthe loop for a whole slew of QA,
QC review reasons. We need thoseexperts in their field to ensure
that last yard of quality andaccuracy. These tools are
(32:37):
fantastic, but they are not ableto operate on their own and get
to 100% accuracy. And so that'swhy we have qualified operators
for for all these tools thatcome from the leading shops in
the world, right? Global Headengineering X Black and Veatch,
Global Head, civil ex burnsMcDonald, USP X burns McDonald.
(32:58):
Global Head, green hydrogen XTUV Rhineland, so global head
estimation, ex Sterling, Wilson,really the best shops in the
world, and we get them into aleading software environment
that is tech to your point, AIand tech first, but really
powered by the history expertiseof a globally leading Team.
Tim Montague (33:20):
Very cool.
Anything else about the techstack before we move on?
Daniel-Dus (33:25):
No, it's what is fascinating is when I was
thinking through the workflows,to try to come up with an
example of a workflow that isnot software tech powered, and
there are literally not any.
There are, there are none,procurement processes, AI,
automated follow up, assessment,human resources, assessment of
incoming resumes. It's, it isall tech enabled, right?
Tim Montague (33:51):
And you mentioned you're hiring a person a day, so
you're, you're growing, andyou're building a very
international workforce. So talkabout your background. This has
been in your DNA, really, fromday one, I think. But talk about
that, and what are the benefitsto your clients?
Daniel-Dus (34:06):
Yeah, so I'll never forget I read Tim Ferriss Four
Hour Work Week, and herecommended a virtual assistant
called Get Friday, who I signedup with, I want to say about 17
years ago and over time, andthey're based in India,
Hyderabad, and over time, Ioffloaded more and more of the
(34:27):
redundant elements of my life tothat team right. Started off
with expense reports and littleresearch projects, and at a few
points, for example, one time,they saved me almost a million
dollars in capex, I was gettingready to sign up for a large
carport project, and they weresending me monthly commodity
reports, which were compiledfrom a variety of sources. And
(34:50):
went through the commodityreport and realized that the
price of steel had fallen 30some odd percent since the last
estimate refresh we'd gotten onthe pricing. And since the vast
majority of this procurement wasgoing to be steel, I reached
out, and sure enough, that wehad got a dramatic reduction in
that in that process. Sothere's, there's a tremendous
(35:12):
amount of value by engaging aglobal workforce with a with a
very diverse set ofcapabilities, skills, passions
and professional goals and sonow fast forward. Our team came
together under a Donnie greenenergy when they had just
finished their first ever solarproject. In the span of four and
a half years, I had the platformranked as the largest global
(35:35):
solar developer. I think they'reheaded to 52 gigawatts operating
in construction solar assets.
They procured Softbank solarportfolio in Asia and and broke
ground recently on a single 30gigawatt project site. So that's
how far ahead Asia is indeploying solar. We all know
what China's doing. India isright behind them into playing
(35:55):
Mega scale projects, much largerthan exist in the United States.
So those are the projects thatour team has executed. Our team
has executed projects much, muchlarger than exist in the United
States of America today. So theyhave industry leading expertise
in Mega scale projectdeployment. And this is why we
now have over 10 gigawatt,gigawatt hours of solar. Best
projects in late in operationand late stage construction
(36:19):
execution in our process isbecause our team has leading
expertise in executing thoseprojects globally. So we have
140 folks. We have three officesacross India. We have a team
that's a remote team across theUnited States, and an HQ in
Vermont. And we really go deeplyinto obtaining the best talent,
no matter where in the worldthey are.
(36:43):
Let's just put a pin in thatfigure. You mentioned a 30
gigawatt project, a big projectin the US is like 1.5 gigawatts.
That's the largest solarprojects getting developed in
the US. So things are a littledifferent in Asia, in China and
India. And you know, it's weonly need one to 2% of the
(37:07):
landscape in the US tocompletely green the grid with
solar and batteries. So we'renot paving over the bread
basket. Don't freak out ifyou're a landowner worried about
this. And so we don't have muchtime left, Daniel, we should
probably talk about Fight Night.
You've made a real mark withthat fundraiser. What were the
What's the origin story behindFight Night, which is a big
(37:29):
celebration and fundraiser atyeah, that's right. So the
original Fight Night was 16folks in a room just trying to
figure out how to survive.
Really, there was no industry in2007 eight. It was tiny. And
I'll never forget, I signed up100 kilowatt project with City
(37:50):
of Santa Monica. And everyone inthe room was like, Oh, my God,
that's like, huge. Like, how areyou ever going to get that
built? And it was really, youknow, CEO founders principles,
introducing themselves andtalking about their biggest
challenge and then connectingfolks in the room who could
solve those challenges for eachother, that was the primary
(38:13):
goal, and talking about industrychallenges and how to promote
and push the industry forward.
We still do the same thing everyMonday night at RE+ we get a
team of CEOs, founders,principals, together to do the
exact same thing. This year, wetalked about the lies and
misinformation that are sodestructive to what we're doing,
and how to push back and fightagainst those. And so the Fight
(38:36):
Night event on Tuesday thisyear, we sold over 2000 I think
400 tickets. Broke our priorrecords, and we had an amazing
set of performers. It's acelebration of the industry, and
even now, we continue to breakrecords and execute effectively
nationwide. And it's anetworking event to bring folks
together to make sure they'reexchanging business cards to
(39:00):
help each other get projectsdone. So the core of Fight Night
is still the same. It's acelebration. It's networking for
success, and it's raising fundsfor nonprofits that are
promoting our technologies. Andso this year, we raised for
folks like run on climate, whois promoting mayoral, hyper
local county governmentcandidates that are climate
(39:23):
forward, making sure that theyhave the resources to succeed
and get pro climate policypassed. Because project
approvals happen at the locallevel. We support a footprint
project who's deploying solargenerators in disaster areas so
that we don't have diesel Gensets out there running, but we
have folks have access to cleanpower. They're helping support
(39:46):
cell tower networks in disasterareas so that first responders
can be connected and beefficient. Really amazing
organization, solar energyInternational, one of the.
Leading training organizations.
This is our second timesupporting them, and we had a
memorial for Johnny vice who waswas a huge force for good in the
(40:09):
industry, and so really aphenomenal set of nonprofits. I
wish we raised 100 times morefor these folks this year, we've
RE+, also launched an antimisinformation campaign, so we
have an analyst who's begundatabasing all these lies and
misinformation and responses tothem. They're also databasing
all the industry true storiesfrom all of the local EPCs
(40:32):
developers, so that we havevideos from farmers that can
tell the true story of whatwe're doing, saving farms,
helping them get that newtractor, keep the farm in in the
family for another generation.
Folks saying, like I just did, Iput solar on my roof. Is the
best investment I've made inmyself, in my home. I don't know
what all this rhetoric is, butit's been fantastic, right?
Tim Montague (40:57):
Where do we where do we find this information? We
we
Daniel-Dus (41:00):
purchased clean tech. Fact check.org It's not
launched yet, but we will postit there as well as on solar
fight night.org. Which is whereyou can keep track of next year,
we plan to do three or fourevents nationwide. So we'll be
at InterSolar, we will be, ofcourse, at Ari, plus we'll be at
(41:20):
infocast as well. So we're goingto expand our footprint. Aim to
raise more funds so that we havemore funds to contribute to this
effort.
Tim Montague (41:30):
Hey guys, are you a residential solar installer
doing light commercial butwanting to scale into large CNI
solar? I'm Tim Montague. I'vedeveloped over 150 megawatts of
commercial solar, and I'vesolved the problem that you're
having you don't know what toolsand technologies you need in
order to successfully close 100KW to megawatt scale projects.
(41:55):
I've developed a commercialsolar accelerator to help
installers exactly like you justgo to cleanpowerhour.com click
on strategy and book a calltoday. It's totally free with no
obligation. Thanks for being alistener. I really appreciate
you listening to the pod, andI'm Tim Montague, let's grow
solar and storage. Go to cleanpower hour and click strategy
(42:18):
today. Thanks so much. That'sawesome. We'll put the link in
the show notes. Clean Tech factcheck.org and solar fight
night.org. I want to thankDaniel Dus for coming on the
show. What a great conversationthis has been, Daniel And
please, if you're listening tothe show, check out
(42:39):
cleantechindustryresources.com.
That is Daniel's website. It's,it's an amazing, amazing
resource. And you can just reachout to me on LinkedIn, and I can
tell you more. Check out all ofour content, of course, at
cleanpowerhour.com Tell a friendabout the show. That's probably
the best thing you can do.
There's so many solarprofessionals do not know about
the Clean Power Hour. So tell afriend that you're a listener.
(43:02):
And with that, Daniel, how canour listeners find you?
Daniel-Dus (43:05):
Yeah, please find me on LinkedIn, DM me. Would love
to connect. As you mentioned,our website has a product page,
and I always recommend folks togo there, because it's of how
game changing it is. Anyindustry professional that
scrolls through that productpage and realizes that the
entire procurement estimationprocess, at least around all the
(43:26):
soft costs, has beenfundamentally reimagined. Is
it's it's a game changer, andit's hard to really understand
until you see it. So highlyrecommend folks find us there
too,
Tim Montague (43:39):
very well. Well, with that, I'll say thank you so
much. Daniel Dus, CEO andfounder of clean tech industry
resources and founder of solarFight Night. I'm Tim Montague.
Let's grow solar and storage.
Take care, everybody. You.
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