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Atomic Canyon is set to announce the deal with the International Atomic Energy Agency.
Two years ago, Trey Lauderdale asked not what nuclear power could do for artificial intelligence, but what artificial intelligence could do for nuclear power.
The value of atomic power stations to provide the constant, zero-carbon electricity many data centers demand was well understood. What large language models could do to make building and operating reactors easier was less obvious. His startup, Atomic Canyon, made a first attempt at answering that by creating a program that could make the mountains of paper documents at the Diablo Canyon nuclear plant, California’s only remaining station, searchable. But Lauderdale was thinking bigger.
In September, Atomic Canyon inked a deal with the Idaho National Laboratory to start devising industry standards to test the capacity of AI software for nuclear projects, in much the same way each update to ChatGPT or Perplexity is benchmarked by the program’s ability to complete bar exams or medical tests. Now, the company’s effort is going global.
On Wednesday, Atomic Canyon is set to announce a partnership with the United Nations International Atomic Energy Agency to begin cataloging the United Nations nuclear watchdog’s data and laying the groundwork for global standards of how AI software can be used in the industry.
“We’re going to start building proof of concepts and models together, and we’re going to build a framework of what the opportunities and use cases are for AI,” Lauderdale, Atomic Canyon’s chief executive, told me on a call from his hotel room in Vienna, Austria, where the IAEA is headquartered.
The memorandum of understanding between the company and the UN agency is at an early stage, so it’s as yet unclear what international standards or guidelines could look like.
In the U.S., Atomic Canyon began making inroads earlier this year with a project backed by the Institute of Nuclear Power Operators, the Nuclear Energy Institute, and the Electric Power Research Institute to create a virtual assistant for nuclear workers.
Atomic Canyon isn’t the only company applying AI to nuclear power. Last month, nuclear giant Westinghouse unveiled new software it’s designing with Google to calculate ways to bring down the cost of key components in reactors by millions of dollars. The Nuclear Company, a startup developer that’s aiming to build fleets of reactors based on existing designs, announced a deal with the software behemoth Palantir to craft the software equivalent of what the companies described as an “Iron Man suit,” able to swiftly pull up regulatory and blueprint details for the engineers tasked with building new atomic power stations.
Lauderdale doesn’t see that as competition.
“All of that, I view as complementary,” he said.
“There is so much wood to chop in the nuclear power space, the amount of work from an administrative perspective regarding every inch of the nuclear supply chain, from how we design reactors to how we license reactors, how we regulate to how we do environmental reviews, how we construct them to how we maintain,” he added. “Every aspect of the nuclear power life cycle is going to be transformed. There’s no way one company alone could come in and say, we have a magical approach. We’re going to need multiple players.”
That Atomic Canyon is making inroads at the IAEA has the potential to significantly broaden the company’s reach. Unlike other energy sources, nuclear power is uniquely subject to international oversight as part of global efforts to prevent civilian atomic energy from bleeding over into weapons production.
The IAEA’s bylaws award particular agenda-setting powers to whatever country has the largest fleet of nuclear reactors. In the nearly seven decades since the agency’s founding, that nation has been the U.S. As such, the 30 other countries with nuclear power have largely aligned their regulations and approaches to the ones standardized in Washington. When the U.S. artificially capped the enrichment levels of traditional reactor fuel at 5%, for example, the rest of the world followed.
That could soon change, however, as China’s breakneck deployment of new reactors looks poised to vault the country ahead of the U.S. sometime in the next decade. It wouldn’t just be a symbolic milestone. China’s emergence as the world’s preeminent nuclear-powered nation would likely come with Beijing’s increased influence over other countries’ atomic energy programs. As it is, China is preparing to start exporting its reactors overseas.
The role electricity demand from the data centers powering the AI boom has played in spurring calls for new reactors is undeniable. But if AI turns out to have as big an impact on nuclear operations as Lauderdale predicts, an American company helping to establish the global guidelines could help cement U.S. influence over a potentially major new factor in how the industry works for years, if not decades to come.
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Current conditions: The Northeastern U.S. is bracing for 6 inches of snow, including potential showers in New York City today • A broad swath of the Mountain West, from Montana through Colorado down to New Mexico, is expecting up to six inches of snow • After routinely breaking temperature records for the past three years, Guyana shattered its December high with thermometers crossing 92 degrees Fahrenheit.
The Department of Energy gave a combined $800 million to two projects to build what could be the United States’ first commercial small modular reactors. The first $400 million went to the federally owned Tennessee Valley Authority to finance construction of the country’s first BWRX-300. The project, which Heatmap’s Matthew Zeitlin called the TVA’s “big swing at small nuclear,” is meant to follow on the debut deployment of GE-Hitachi Nuclear Energy’s 300-megawatt SMR at the Darlington nuclear plant in Ontario. The second $400 million grant backed Holtec International’s plan to expand the Palisades nuclear plant in Michigan where it’s currently working to restart with the company’s own 300-megawatt reactor. The funding came from a pot of money earmarked for third-generation reactors, the type that hew closely to the large light water reactors that make up nearly all the U.S. fleet of 94 commercial nuclear reactors. While their similarities with existing plants offer some benefits, the Trump administration has also heavily invested in incentives to spur construction of fourth-generation reactors that use coolants other than water. “Advanced light-water SMRs will give our nation the reliable, round-the-clock power we need to fuel the President’s manufacturing boom, support data centers and AI growth, and reinforce a stronger, more secure electric grid,” Secretary of Energy Chris Wright said in a statement. “These awards ensure we can deploy these reactors as soon as possible.”
You know who also wants to see more investment in SMRs? Arizona senator and rumored Democratic presidential hopeful Ruben Gallego, who released an energy plan Wednesday calling on the Energy Department to ease the “regulatory, scaling, and supply chain challenges” new reactors still face.
Since he first emerged on the political scene a decade ago, President Donald Trump has made the proverbial forgotten coal miner a central theme of his anti-establishment campaigns, vowing to correct for urbanite elites’ neglect by putting workers’ concerns at the forefront. Yet his administration is now considering overhauling black lung protections that miners lobbied federal agencies to enact and enforce. Secretary of Labor Lori Chavez-DeRemer will “reconsider and seek comments” on parts of the Biden-era silica rule that mining companies and trade groups are challenging in court, the agency told E&E News. It’s unclear how the Trump administration may seek to alter the regulation. But the rule, finalized last year, reduced exposure limits for miners to airborne silica crystals that lodge deep inside lung tissue to 50 micrograms from the previous 100 microgram limit. The rule also required companies to provide expanded medical tests to workers. Dozens of miners and medical advocates protested outside the agency’s headquarters in Washington in October to request that the rule, expected to prevent more than 1,000 deaths and 3,700 cases of black lung per year, be saved.
Rolling back some of the protections would be just the latest effort to gut Biden-era policy. On Wednesday, the White House invited automotive executives to attend what’s expected to be an announcement to shred fuel-efficiency standards for new vehicles, The New York Times reported late on Tuesday.
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The average American spent a combined 11 hours without electricity last year as a result of extreme weather, worse outages than during any previous year going back a decade. That’s according to the latest analysis by the U.S. Energy Information Administration. Blackouts attributed to major events averaged nearly nine hours in 2025, compared to an average of roughly four hours per year in 2014 through 2023. Major hurricanes accounted for 80% of the hours without electricity in 2024.
The latest federal grants may be good news for third-generation SMRs, but one of the leading fourth-generation projects — the Bill Gates-owned TerraPower’s bid to build a molten salt-cooled reactor at a former coal plant in Wyoming — just cleared the final safety hurdle for its construction permit. Calling the approval a “momentous occasion for TerraPower,” CEO Chris Levesque said the “favorable safety evaluation from the U.S. Nuclear Regulatory Commission reflects years of rigorous evaluation, thoughtful collaboration with the NRC, and an unwavering commitment to both safety and innovation.”
TerraPower’s project in Kemmerer, Wyoming, is meant to demonstrate the company’s reactors, which are designed to store power when it’s needed — making them uniquely complementary to grids with large amounts of wind and solar — to avoid the possibility of a meltdown. Still, at a private lunch I attended in October, Gates warned that the U.S. is falling behind China on nuclear power. China is charging ahead on all energy fronts. On Tuesday, Bloomberg reported that the Chinese had started up a domestically-produced gas turbine for the first time as the country seeks to compete with the U.S. on even the fossil fuels American producers dominate.
It’s been a rough year for green hydrogen projects as the high cost of producing the zero-carbon fuel from renewable electricity and water makes finding customers difficult for projects. Blue hydrogen, the version of the fuel made with natural gas equipped with carbon capture equipment, isn’t doing much better. Last month, Exxon Mobil Corp. abandoned plans to build what would have been one of the world’s largest hydrogen production plants in Baytown, Texas. This week, BP withdrew from a blue hydrogen project in England. At issue are strict new standards in the European Union for how much carbon blue hydrogen plants would need to capture to qualify as clean.
You’re not the only one accidentally ingesting loads of microplastics. New research suggests crickets can’t tell the difference between tiny bits of plastics and natural food sources. Evidence shows that crickets can break down microplastics into smaller nanoplastics — which may be even worse in the environment since they’re more easily eaten or absorbed by other lifeforms.
Jesse and Rob take stock of 2025.
2025 has been incredibly eventful for decarbonization — and not necessarily in a good way. The return of Donald Trump, the One Big Beautiful Bill Act, and the rise of data centers and artificial intelligence led to more changes for climate policy and the clean energy sector than we’ve seen in years. Some of those we saw coming. Others we really did not.
On this week’s episode of Shift Key, Rob and Jesse look back at the year’s biggest energy and decarbonization stories and examine what they got right — and what they got wrong. What’s been most surprising about the Trump administration? Why didn’t the Inflation Reduction Act’s policies help prevent the law’s partial repeal? And why have AI and the data center boom become a much bigger driver of power growth than we once thought?
Shift Key is hosted by Robinson Meyer, the founding executive editor of Heatmap, and Jesse Jenkins, a professor of energy systems engineering at Princeton University.
Subscribe to “Shift Key” and find this episode on Apple Podcasts, Spotify, Amazon, or wherever you get your podcasts.
You can also add the show’s RSS feed to your podcast app to follow us directly.
Here is an excerpt from our conversation:
Jesse Jenkins: I think what I’m saying on the organizing side is that all of the organizing and comms effort was going in, as you pointed out, to a base-building and turnout strategy, not a constituency-expanding, coalition-building strategy, right? The effort was to go deep, not wide.
I think that was the fundamental mistake because there wasn’t a lot of depth there. There wasn’t this big, untapped pool of youth voters waiting to be turned out. And it meant we put basically no effort into expanding the broad set of constituencies that, for various ideological backgrounds and various motivations, could have all agreed that hey, bringing manufacturing jobs back to America finally after 20 years of politicians talking about it is maybe a good thing we want to sustain. Hey, lowering energy prices by building new energy supplies at a time when demand is growing, that’s a good idea, maybe we should sustain that, right? Creating tax bases in rural areas through investment in solar farms and wind farms — maybe that’s a good thing we should sustain.
Politics isn’t about getting everybody to agree on motivation, right? It’s about getting people to agree on what we’re going to do as a body politic. And unfortunately, that’s what I guess I’m getting at by this hyperpartisan, ideologically-driven world is, now it is all about getting everybody to agree on motivations, and —
Robinson Meyer: That’s what I was going to say. I actually think it’s —
Jenkins: And that’s just a terrible way to make policy. And I guess it makes this all that much harder.
Meyer: I think for me, I fear we’ve run the climate base experiment so well now that people have gotten this message, and people are starting to understand these policies in terms of energy affordability or clean energy policy. And that means lots of good things for clean energy. I think people should keep making the argument because it seems to me to be true that, for instance, the One Big Beautiful Bill Act’s termination of the wind and solar tax credits is going to mean bad things for American electricity customers. It’s going to raise rates.
But I do think that we should take the full lesson of the IRA experience and say, look, if people care about affordability and you tell them you’re working for affordability, you actually do need to put affordability at the center of your policies. And you need to be willing to understand that there is a tradeoff between affordability and emissions, but unfortunately, the electorate might care about affordability.
Mentioned:
From the Shift Key archive: A Skeptic’s Take on AI and Energy Growth, with Jonathan Koomey
The R2 Is the Rivian That Matters
Ford, Hyundai US sales down slightly in November as EVs drag
Jesse’s upshift; Rob’s sorta upshift.
Music for Shift Key is by Adam Kromelow.
Julie Liu is converting gas customers to heat pumps, one home at a time.
For Julie Liu, electrifying a home is like putting on an Off- Off- Broadway show.
Working almost entirely alone, Liu serves as producer, stage manager, and director, bankrolling the production, hiring the crew, arranging the logistics, choreographing the action, and dazzling the audience — the homeowner or tenants — along the way. Heat pumps and induction stoves are the stars. Plumbers, HVAC technicians, and insulation specialists sub in for set decorators, sound engineers, and costume designers. Electricians play themselves.
If all goes well, after just a week or so of focused, frenzied work, the show arrives at the grand finale: the capping of the gas line.
Liu has staged this performance more than 25 times since 2023 as the implementation contractor for Electric Advantage, an incentive program in New York offered by the gas and electric utility Con Edison. The program covers 100% of the cost of replacing a building owner’s gas-powered appliances with electric versions, plus installing insulation and air sealing. Although it sounds too good to be true, there’s no catch — except that you have to be lucky enough to own a building that’s eligible for the program and agree to cut your gas connection.
ConEd, as it’s known, delivers natural gas to just over a million customers in the Bronx, Manhattan, Northern Queens, and Westchester County, and qualifies buildings for the program by first identifying sections of pipeline on the peripheries of its network that are due for replacement. Then it runs a cost-benefit analysis. If it would be cheaper to electrify all of the buildings served by a given stretch of gas main than to dig up the street and replace the pipe, the company starts going out to the homeowners and businesses along the line to gauge their interest. If the owners agree to go electric, that’s when Liu steps in.
There’s no established name for what Liu does. “It’s not a home improvement business, it’s not an energy efficiency business, it’s not an HVAC business,” she told me. “It’s about putting together a tight live production.” An apt title would be “electrification contractor” — one of the few, if not the only one of her kind operating in the New York area.
Anyone who has tried to electrify even just one appliance in their home has probably wished they could hire someone like Liu. Between finding an available and trustworthy contractor, navigating quotes and equipment choices, and managing ballooning costs, the process is often frustrating and confusing. It’s a major time commitment, not to mention a big capital investment — not a winning formula for mass adoption.
Liu doesn’t offer her services to just any homeowner, though. She only takes on jobs that come through contracts with utilities and government agencies like the New York State Energy Research and Development Authority, or NYSERDA. Having ConEd’s backing is actually one of the major benefits Liu brings to the work. It means she’s held to stringent standards of performance. Her business fronts the full cost of every Electric Advantage project, putting up tens of thousands of dollars for parts and labor, and only gets paid back by the utility after she demonstrates she’s met every requirement. Engineers check her design choices on the front end and the installations on the back end. A missing anti-tip bracket on a stove once almost cost her an entire $100,000 job, she told me.
Liu is the first to admit that all of this is a huge headache and a tough business model. She also fundamentally believes in this being utility-backed work. When a homeowner pursues a project on their own, the oversight is only as strong as their own ability to vet contractors and manage the job — which, with limited time, information, and leverage in the market, is likely not nearly as strong as Liu’s.
“My conviction is, for the middle class to thrive, we need to have a lot of things that are expensive to do and complex to do to become utilities,” Liu said. “That’s my hypothesis since I was 22.”
In the climate world, a lot of advocates and experts also believe that a utility-run program like Electric Advantage is the key to unlocking an all-electric future, although for slightly different reasons. When random individual homeowners decide to electrify, a shrinking number of remaining gas customers have to pay to maintain the entire pipeline system. If utilities instead strategically prune the gas system while helping customers go electric, the theory goes, it can reduce costs for remaining gas customers while also creating sustained demand for heat pump retrofits. This would help build the workforce necessary to perform them and create economies of scale.
The problem is, ConEd has 4,400 miles of gas mains. In just over two years of running Electric Advantage, the utility has retired about half of one mile. If the program, or similar ones at other New York utilities, were ever to scale from converting about a dozen buildings a year to taking on the whole state, it would need a lot more Julie Lius. ConEd has a small network of contractors who take on projects with more limited scopes, but Liu is the only one doing whole-home decarbonization.
“It’s high capex deployment of complex work in the field, and you have to have people who go into people’s homes and not piss them off,” said Liu. “That’s a very unique business.”
Liu is not exactly a known figure in the world of building electrification. She’s not on social media or otherwise broadcasting her accomplishments or policy views. You won’t find her headlining clean energy panels or on the boards of nonprofits. But Liu has been quietly leading building electrification in the New York area for nearly a decade. Her early belief in heat pumps and determination to bring them to the New York market helped lay the foundation for future programs in the state.
Long before all of this, Liu was a Taiwanese immigrant growing up in Hacienda Heights, Los Angeles. Her family moved to California from Taipei in 1983, just before she entered seventh grade. Liu told me she “did all the good, dutiful-daughter things.” Her family owned a small furniture manufacturing business, and she went to college at Carnegie Mellon for business and industrial design with the intention of helping her dad produce “more inspiring furniture than colonial reproductions.”
Then her education at Carnegie Mellon took her in a different direction. The programs were built around “productivity, process orientation, efficiency, build it cheaper, faster — it’s all about, can you get things done?” She developed an appreciation for utilities, in a broad sense — for how much of the economy was built around “serving more and more people at scale, and serving them better things.”
When she graduated in the mid-1990s, Liu broke the news to her parents that she wanted to get into telecommunications — the hot field at the time. She initially thought she wanted to work at the Federal Communications Commission, but some early mentors warned her that she wasn’t suited for government work and connected her with a job at DirectTV. “You’re too eager to get things done, you’ll be banging your head against the wall,” she recalled being told at the time. “Go to the private sector.”
She went on to spend the next 15-odd years working in satellite television in New York, with a brief interlude starting a software-as-a-service company with an ex-boyfriend that was a little too ahead of its time, according to Liu. She was successful in the industry, but she wasn’t very happy, she told me. She felt like she was “growing couch potatoes.”
By 2014, after a few zigs and zags — business school, a stint at an online real estate startup in Luxembourg — Liu found herself back in New York, unemployed, and spending a lot of her time trying to fix up the rat-infested Brooklyn brownstone she owned. The building had an oil-burning heating system that was draining her bank account. She wanted to install minisplit heat pumps, which were everywhere back in Taiwan, but at the time nobody was really doing that in New York.
In early 2016, still unemployed and living off savings and tenant rent, Liu reached out to the New York State Energy Research and Development Authority, or NYSERDA, to ask about incentives for minisplits, and got connected to a consulting firm called the Levy Partnership that was putting together a proposal for the agency’s first-ever heat pump pilot project. The company told her that brownstones were too difficult and expensive, though, and that it was planning to propose doing the pilot in just a couple of mobile homes on Long Island.
Liu was peeved. Statistically that wouldn’t have even constituted a demonstration, she told me. “That’s not even an alpha in the world of where I came from, satellite communications.” She made a bet with the firm. It was a Thursday. If she could get a bunch of her neighbors to sign letters of interest in the pilot by Monday, she told the company, then “you’re gonna copy and paste that trailer park proposal and say there’s gonna be one for brownstones.”
Needless to say, she got the letters. But Liu didn’t just get the Levy Partnership to expand its proposal or to include her brownstone in the pilot. She convinced it to hire her to help implement the projects. She had looked up the census data on home heating and saw that about half the boilers in the New York City area used expensive heating oil. “I was like, there’s the money,” she told me. She saw that people could lower their bills by switching to heat pumps, while also getting access to better cooling in the summertime. “The business opportunity was just like when I got into satellite, right? It was a transition,” she said.
A week after she and the firm co-submitted their proposal to NYSERDA, Liu incorporated her new company under the name Centsible House. (Her business now goes by the name Carta Electric Homes.) NYSERDA awarded the team the funding a few months later, and by March 2017 they were executing agreements with homeowners to participate. The pilot ran for two years and installed heat pumps in 20 homes throughout Brooklyn, Queens, the Bronx, and Long Island, including Liu’s brownstone. Learnings from those projects informed the development of New York’s statewide Clean Heat program, a partnership between utilities and the state that launched in 2020, offering rebates for heat pumps. Liu was “patient zero,” she told me.
After that, NYSERDA as well as ConEd and another local utility, National Grid, hired Liu for other demonstration projects and heat pump programs. She racked up more than a dozen trainings and certifications from the Building Performance Institute, the Environmental Protection Agency, and various equipment manufacturers, developing expertise in building envelopes, heat pumps, refrigerant systems, and health and safety.
In this piecemeal way, Liu created the job of the electrification contractor from the ground up. By the time ConEd was preparing to launch the Electric Advantage program, Liu had the only contracting business in the area that was essentially purpose-built to take it on.
On a recent Thursday morning in Croton, New York, a suburb of New York City, the show was behind schedule. Liu and I pulled up to a two-family house at the top of a hill to oversee what was supposed to be the “grand finale” day of an Electric Advantage-funded retrofit.
In this case, workers had already put in a new electrical panel, minisplit heat pumps, and a heat pump clothes dryer. Now, electricians would rewire the kitchens with 220-volt outlets for new induction stoves, while a father and son duo of plumbers would put heat pump water heaters in the basement, and a weatherization team would spray insulation around the perimeter of the basement roof and attic floor.
While still sitting in the driveway, Liu called PC Richard, the appliance store, to check on the stove delivery, but the sales rep on the other end was confused — she didn’t have anything scheduled. Liu kept her cool and worked it out, setting a new delivery date for the following day. She turned to me, with sympathy, to let me know this meant I wouldn’t get the denouement she had promised — the cutting and capping of the gas line. She made sure the plumbers could come back on Friday to finish the job.
The planning for this project began many months before, with a knock on the door from a man named Mark Brescia, who manages Electric Advantage for ConEd. Brescia does all the initial outreach, making house calls, phone calls, and sending emails, trying to sell homeowners on the idea. Part of the challenge is that in most cases, unless 100% of the buildings served by a given gas main agree to participate, the company can’t move forward because it won’t be able to retire the pipe. The majority of successful Electric Advantage projects to date have replaced gas mains that were serving a single building.
The company doesn’t sell the program to customers by talking about climate change or emissions. Instead, Brescia explains that the money that would have been spent digging up a gas pipeline could instead be used to buy them brand new appliances. “Customers are excited about the opportunity to make their everyday living more comfortable,” Brescia told me when I asked what the biggest selling point tended to be. They also “no longer worry about having to spend money to replace equipment when it fails.” If the building owner is interested, the next step is for them to schedule a visit from Liu, who does a site evaluation and budgets the job.
Survey data collected by ConEd shows that the most common reason customers decline to participate is a preference for gas cooking. The second is fear of higher electric bills. ConEd makes no guarantees to customers that their overall bills will go down if they participate, but by pairing the new appliances with air sealing and insulation, it tries to ensure the homes will run as efficiently as possible. Liu does her best to provide customer education, walking them through how to operate their heat pumps correctly — running the devices consistently, rather than turning them up and down or on and off, which uses more energy. Customers can also opt in to a special ConEd electricity rate that can save heat pump customers money if they run their systems this way.
“Many customers are still learning about the superior performance and convenience these technologies offer,” Brescia said. But there are also other bottlenecks to expanding the Electric Advantage program. Under New York law, if customers want to keep their gas service, ConEd must oblige them. So unless and until legislators change this “duty to serve,” the program will be hamstrung by customers who turn it down.
The program also currently only targets replacement of leak-prone “radial” mains — pipes that connect to the wider gas distribution system on just one end — as these can be removed without affecting system safety or reliability. The path to expanding it beyond these is uncertain because, as currently structured, that would start to put an untenable burden on customers.
Whether the money goes to a new gas main or a home electrification project, it comes from ConEd’s gas ratepayers through their bills. Whenever ConEd identifies a new batch of mains that meet the program’s specifications, it must submit a benefit-cost analysis to state regulators for approval to pursue the projects before it can begin reaching out to homeowners. In the most recent batch submitted to regulators, for example, replacing the 26 mains identified would have cost nearly $8 million, while the estimated cost of electrifying the buildings served was around $6 million, plus another $1 million in electric system upgrades. The latter is obviously a better deal for customers, even if, as an incentive, ConEd earns back part of the difference as a bonus — also paid for by customers.
Since gas customers pay for the program, it doesn’t totally solve the problem of a shrinking number of customers covering these major investments, even if they are spending less than they otherwise would. And once the most cost-effective projects get taken care of, the expense of electrification will be harder to justify.
Growing the program also depends on having more contractors like Liu to implement it, Brescia told me. Liu has a proven track record of coordinating multiple trades, upholding standards, and educating customers. “Delivering an exceptional customer experience is essential to building trust and driving widespread adoption of electric appliances,” he said.
Throughout the day that I spent with her, Liu vacillated over the question of whether she should or even could expand her business. Working alone enables her to keep costs down, she told me. “I cannot afford to hire additional people,” she said, “because every extra bit of cash flow I end up generating as a profit gets fed to more jobs” — that is, more electrification projects. She also doesn’t want to take on a bunch of high interest debt in order to front more capital to take on more projects.
At other points, she talked about scaling as both important and inevitable. She believes in whole-home electrification — both as a climate solution and as a way to change people’s lives for the better — and wants to see other entrepreneurs like her, especially women, be able to pursue this as a career. She already gets more job leads than she’s able to pursue. She’s starting to think about other fundraising options, such as finding private investors.
Liu also recently started working with a Columbia University masters student to develop software that would help manage and automate all of the “mind-numbing, insane amounts of reporting, submissions, and invoicing” she has to do. Although she already does all of the administrative work digitally, the process has only gotten more arduous as the various programs and companies she works with frequently change what and how she has to report back, whether due to shifting policies or just a round of McKinsey-ification. This is part of what prevents her from being able to take on more work, since all the bureaucratic overhead makes it harder for her to fully close a job and get paid.
Although it’s still very early in the process, her hope is that this kind of software solution could also make it easier for others to get into the field.
“I actually really think this is a very suitable career for every eight-year-old little girl who wants a Barbie’s dream house,” she told me. “If every woman can run a $10 million electrification business, it’d be great. I think we’ll get a lot more done.”