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Trump 2.0 may sound the death knell for climate tech — not the concept, of course, but the phrase. “Climate tech” became ubiquitous during the Biden era, attached to companies pitching anything vaguely related to either climate change or technology, as well as the specialized and well-resourced venture capital firms created to fund them. It’s even in my job title: climate tech reporter.
I’ve been hearing rumblings around the liabilities of this language for a while, going back well before the election. The big bummer truth is that talking about “climate” is polarizing, and though we may be mostly removed from the days of pure denialism, climate solutions are now being framed as a priority of the elites. “I’ll go anywhere to talk about how the climate agenda is ending the American dream,” the president of the Heritage Foundation and leader of Project 2025, Kevin Roberts, said at this year’s New York Climate Week.
Given that an unfortunately solid percentage of the next administration is likely sympathetic to Roberts’ notions, I was inclined to agree with Tommy Leep, the founder and sole operator of the software-focused “climate tech” venture firm Jetstream, when he posted this a few days after the election.
When I followed up with Leep, he told me, “I actually think it’s still a great time to start a climate startup. Just don’t call it a climate startup.” No matter who is in office, Leep said, he sees the arc of the startup universe bending toward companies with positive climate externalities. But that doesn’t mean we need to categorize them as such. “Call it ‘American dynamism,’ or ‘critical infrastructure,’ or ‘frontier tech,’ or any of these other things.”
Todd Khozein, co-founder and CEO of the startup incubator and investment firm SecondMuse, threw out some additional ideas — “energy efficiency,” “energy independence,” and “resilient cities” could all do the trick. After all, “Who doesn’t want a resilient city? Who doesn’t want to save?” Khozein asked.
And while Trump’s preferred term for his fossil-fuel oriented agenda, “energy dominance,” is a tad aggressive and definitely not something I’d want on my business card, many climate tech companies do play in the realm of “energy security” and “energy resilience” by providing baseload power to stabilize the grid, secure fuel supplies, and wean the U.S. off energy imports (a process that has been ongoing for more than a decade). These could be excellent euphemisms, because even if Trump guts the Department of Energy, he will definitely not do the same to the Department of Defense. DOD funding supports a number of clean technologies, including next generation geothermal, novel battery tech, and sustainable aviation fuel.
“I think that we’ll see a very rapid adaptation of the language of entrepreneurs because their survival is dependent upon it,” Khozein told me. “A lot of these businesses, if you’re not going to get that million dollar grant, if you’re not going to get that [Small Business Innovation Research funding], if you’re not going to get that support from the Department of Energy, then there’s simply no future.”
There’s certainly precedent for this type of alternate framing. This summer I reported on Florida’s climate resilience-focused tech hub, formed shortly after Governor Ron DeSantis deleted the words “climate change” from state law. But Francesca de Quesada Covey, who leads the hub’s development, told me that what resonates most with Floridians is the acknowledgement that their “relationship with water is changing.” And when I was researching the funding landscape for climate adaptation tech, Jay Koh, co-founder of the investment firm The Lightsmith Group, told me that the adaptation companies he’s interested in often “call themselves ‘business continuity’ or ‘water efficiency’ or ‘agricultural precision technologies’ or ‘supply chain management in the face of weather volatility.’”
Since Trump loyalists will be holding the purse strings of coveted government subsidies, grants, and loans, it’s clear why companies would want to rebrand. But Leep told me it’s an open question as to whether VCs such as Jetstream will feel compelled to follow suit. Personally, he’s now most excited to support startups that not only have a positive environmental impact, but are also aligned with the incoming administration’s focus on domestic manufacturing.
As for his website that advertises Jetstream’s focus on “pre-seed climate tech software startups?”
“Give me a couple months,” Leep assured me. “I’m sorting through what that language is.”
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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.”