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Fire prevention comes as part of the deal.

Deep in Inyo National Forest in the Eastern Sierra Nevada are a couple of bright white domed tents protecting an assemblage of technical equipment and machinery that, admittedly, looks a bit out of place amidst the natural splendor. Surrounding shipping containers boast a large “Charm Industrial” logo, an indication that, yes, the U.S. Forest Service is now working with the well-funded carbon removal startup in a two-for-one endeavor to reduce wildfire risk and permanently remove carbon from the atmosphere.
The federal agency and its official nonprofit partner, the National Forest Foundation, have partnered with San Francisco-based Charm on a pilot program to turn leftover trees and other debris from forest-thinning operations into bio-oil, a liquid made from organic matter, to be injected underground. The project is a part of a larger Cal Fire grant, to implement forest health measures as well as seek out innovative biomass utilization solutions. If the pilot scales up, Charm can generate carbon removal credits by permanently locking away the CO2 from biomass, while the Forest Service will finally find a use for the piles of leftover trees that are too small for the sawmill’s taste.
“It's actually pretty shocking how big the backlog of wildfire fuel reduction projects is in the United States,” Peter Reinhardt, co-founder and CEO at Charm, told me. “The pattern of putting out fires as much as possible, as quickly as possible, has created just an enormous amount of fuel in our forests that has to be treated one way or another.” Controlled burns and forest thinning are the primary ways of dealing with this fuel buildup, but as Reinhardt explained to me, California has few pellet mills, and thus few offtakers for leftover wood. What’s left often ends up being burned in a big pile.
That’s common at Inyo, which is considered a “biomass utilization desert,” according to Katlyn Lonergan, a program coordinator with the National Forest Foundation. NFF is paying Charm a nominal fee to take the waste biomass off their hands, though not nearly enough to constitute a primary source of revenue for the company.
At this point, funding isn’t a problem at Charm. Last year, the company announced a $100 million Series B round and received a $53 million commitment from Frontier, the Big Tech-led carbon removal initiative, to permanently remove 112,000 tons of CO2 between 2024 and 2030, the coalition’s first offtake agreement. At the time, Charm had delivered over 6,000 tons of removal, “more than any other permanent CDR supplier to date,” the group wrote. Since then, the company has received an additional $50,000 from the Department of Energy and is currently in the running for a DOE carbon removal purchase prize of up to $3 million.
Charm’s process begins with woody biomass and an industrial chipper, after which the biomass is screened and dried. The chips are then rapidly heated in a low oxygen environment, a process called fast pyrolysis, which vaporizes the cellulose in the biomass. The remaining plant matter is then condensed into a liquid and injected thousands of feet underground.
Until now, the company has gotten more attention for its efforts to use agricultural biomass like corn stalks. But Reinhardt told me that lately, 100% of the company’s feedstock comes from “fuel load reduction projects,” — unhealthy trees that have been cut down — though in the future, it plans to source from both agricultural and forest waste. The change in feedstock prioritization, Reinhardt said, is due to wildfires becoming “a more and more urgent issue,” plus the advantages that come from working with denser materials. “Almost all the cost of biomass is in the logistics, and the cost of logistics is driven by density,” he said. Transporting puffy bales of corn stalks, leaves, and husks to Charm’s pyrolyzer is just not as energy efficient as trucking a log.
And because there are already plenty of piles of logs and residue sitting around in forests like Inyo, if Charm can bring its pyrolizers directly to the forest, it can increase efficiency still further. Bringing Charm’s operations onsite could eventually help the Forest Service save money, too. “The Eastern Sierra, it's pretty isolated for this industry,” Lonergan told me. “And so we are actually hauling that [biomass] to Carson City, which is three and a half hours away.”
Fixing the agency’s transportation woes is a ways away though — Charm is starting small, processing just 60 tons of biomass over six weeks of operation in Inyo. The pilot is already more than halfway over.
Charm won’t be claiming carbon removal credits for this project, as Reinhardt told me it’s more a “demonstration of the production” to make sure the logistics work out. Scaling up will mean deploying larger pyrolyzers that can process significantly more biomass. “Our next iteration of pyrolyzers will be probably 10x the throughput,” Reinhardt told me. “So instead of 1 or one-and-a-half tons a day, about 10 to 15 tons a day.” Those numbers start to sound pretty darn small, though, when you consider the amount of forestry biomass and agricultural residue generated per year, which Reinhardt said is around 50 million tons and 300 million tons, respectively.
And while this particular project comprises 538 acres of forest, California alone has set a goal of thinning 1 million acres per year to reduce wildfire risk. Basically, Charm’s not going to run out of feedstock anytime soon, and the Forest Service isn’t going to find a quick fix for its piles and piles of unwanted wood. “I don't envision it being the one solution that fits all,” Lonergan said of Charm’s technology. But, she told me, “it can absolutely contribute to these biomass materials that we don't have an answer for yet.”
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The spinoff of Lawrence Livermore National Lab has a new 10-point plan to get onto the grid by the 2030s.
One of fusion energy’s newest startups, Inertia Enterprises, is betting that the fastest route to commercial fusion runs through one of the field’s oldest ideas. The company, which raised a $450 million Series A earlier this year, plans to build a power plant based on the laser-driven fusion system pioneered at Lawrence Livermore National Laboratory’s — the only tech yet to have produced more energy from a fusion reaction than it took to initiate it. Now, Inertia has shared its commercialization roadmap exclusively with Heatmap, detailing the 10 near-term capabilities it must demonstrate before this landmark experiment can become a grid-scale power plant by the mid-2030s.
The roadmap offers a route from the national lab’s impressive but commercially impractical fusion demonstrations to an economical power plant capable of producing electricity for the grid. At its core are a set of milestones — mostly aimed at developing cheap, mass-manufacturable components — that Inertia says it must clear before those individual systems can be integrated into a working plant. This road is not necessarily linear, however, as various teams will likely be working on many of these goals simultaneously.
At least the physics of Inertia’s approach are already proven, the startup’s CEO Jeff Lawson told me, pointing to the fusion experiments at Lawrence Livermore’s National Ignition Facility as a proof-of-concept. The lab’s demonstration of net energy gain caps more than six decades and $30 billion (in 2026 dollars) of U.S. fusion research. The remaining challenges, he argued, are all engineering-related, requiring “elbow grease, hard work, and smart people” rather than breakthroughs in fusion science.
"It seems to us like a startup or a commercial company of any variety should be focused on commercializing a proven scientific result, as opposed to actually trying to demonstrate the basic science to begin with," Lawson told me. Basic science, he argues, is better left to national labs and universities, where researchers can pursue "unbounded problems" that don’t align with the expectations and timelines of venture-backed startups.
Indeed, no fusion startup has yet achieved scientific breakeven, the milestone Lawrence Livermore first hit in 2022, and has since repeated numerous times. But leading players such as Commonwealth Fusion Systems and Helion Energy maintain that it’s only a matter of time before they validate the physics behind their own reactor designs, which they claim will be highly cost-competitive.
Lawson, on the other hand, readily acknowledged that Lawrence Livermore’s tech is uneconomical in its current form. His bet is simply that the more predictable path to a commercial reactor is to drive down the cost of the lab’s validated fusion approach, known as inertial confinement. This system relies on high-powered lasers firing at a millimeter-scale pellet of fusion fuel, compressing it to extreme temperatures and pressures until the atoms fuse. Today, the National Ignition Facility makes each individual fusion target by hand, a workable solution given that it only uses about a dozen per year.
That production model, however, isn’t remotely plausible for a grid-scale power plant. Because each fusion reaction lasts just a fraction of a billionth of a second, a commercial facility must fire its lasers at a fresh target about 10 times per second to generate continuous electricity — requiring the production of hundreds of millions of targets each year.
Scaling production to roughly a million pellets per day and making them inexpensive enough for commercial operation without compromising the strength or precision required for fusion ignition is central to Inertia’s roadmap. That includes goals five, seven, eight and nine — industrializing the manufacturing of the carbon shells that hold the fusion fuel, making the thin films that hold those carbon shells both durable and cheap, scaling up and automating fusion target assembly, and speeding up how fast targets are filled with the requisite deuterium-tritium fuel.
The other central focus of the roadmap is the laser system, which will ultimately consist of 1,000 individual units operating in concert to compress and heat the fusion fuel. Key priorities include reducing the system’s cost (goal two), dramatically increasing its firing cadence (goal three), and bolstering its durability to withstand high-intensity operations (goal four). Goal six also complements these efforts, calling for the development of a control system capable of tracking moving fusion targets to precisely align each laser shot.
Goals one and 10 bookend the journey with some broader milestones. The first focuses on increasing the fusion target’s energy gain — the ratio of fusion energy produced to laser energy delivered — to more than 25 times ignition. Today, the National Ignition Facility’s best-performing laser shot has yielded a gain of just over four times what it took to start the reaction. Goal 10 then zooms out to the ultimate objective: integrating all these technologies into a commercially viable power plant that can deliver either electricity or industrial heat to end customers.
To reach that point, Inertia has embarked on an industrial engineering hiring spree, recruiting folks with experience taking complex hardware systems from prototype to mass production, “not unlike the processes that are used in the semiconductor or consumer electronics world,” Lawson explained. The company has been making progress on its component development goals since the beginning of the year, he told me, and expects to announce the successful demonstration of a few of these milestones in the coming months. Lawson ultimately expects Inertia to complete the core components of its laser and target manufacturing systems by the middle of next year.
The team will spend the next two to three years integrating these individual pieces into two fully operational subsystems, a prototype laser system and a target manufacturing line. Around 2030, the company will begin combining those subsystems into a first-of-a-kind fusion power plant, which will also serve as the proving ground for the target chamber, tritium fuel breeding system, and power conversion system that turns fusion heat into electricity. By the middle of the next decade, Inertia aims to be generating power from this first plant, setting the stage for the company to build and connect additional grid-scale commercial power plants.
There are plenty of engineering trade-offs that the company will have to solve for. Take the decision around how to size the target chamber, for example. “If you make it bigger, your walls have an easier time and survive longer, but it’s more expensive. If you make it smaller, your walls have a tougher time because they’re closer to all the heat and energy that the fusion reaction is creating, but now your power plant costs less to build.”
But to Lawson, this represents exactly the type of problem Inertia was built to solve: complex engineering issues that come to the fore once scientists have demonstrated the fundamental physics are sound. He thinks other fusion companies may someday reach this stage, as well — though he’s unwilling to hazard a guess on exactly what approach or startup is best positioned to do so.
“There have been generations of scientists who’ve made their predictions about fusion energy and gotten it wrong,” he told me. “I’m not going to pretend to be smarter than them. All I’m here to say is, just knowing that one did work, we can commercialize it.”