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Nicole Nolette, Executive Vice President, Operations, Dominion Voting Systems 
Interviewer: Michal Lev-Ram, FORTUNE 

MPW Next Gen 2023 - Dominion Voting Systems’ Victory 

Conferences

Late in the evening on November 3rd 2020 Fox News called the State of Arizona's election results in favor of Joe Biden. Soon after a series of potential voter fraud claims came from Fox Network. These claims specifically called out voter voting organizations, Dominion voting systems and Smartmatic in March of 2021 Dominion voting systems filed a $1.6 billion defamation lawsuit against Fox News with claims the News Network spread misinformation and conspiracy theories about Dominion last month, just days before heading to trial Dominion voting systems settled with Fox Corp for over $780 million. What may be one of the largest defamation settlement cases in us history to hear more about the impact of that settlement and what's next for Fox? Not for Fox? Sorry for Dominion voting systems. Please welcome Nicole Nolette, Executive Vice President of Operations for Dominion voting systems and Fortune editor at large, Mihal Lavra. Ok. Nicole is definitely not here to talk about what's next for Fox can speak to that. That's great. Um So, uh we're, we're gonna turn to you guys for questions very early on. I know when you introduced yourself yesterday. You got like a so I think people will wanna ask their own questions as well, but I'm gonna, I'm gonna kick things off here and I wanna start with something that was just in the news uh over the last uh day or so, which is uh these reports rumors that as part of the settlement agreement, which we just heard about, we all know about, um was this clause that Tucker Carlson would be fired? And do you wanna set the record straight for us here? I think you guys have already commented, but if you could please comment on, I would, I would love to continue to hammer this point. Home Tucker Carlson was not part of the settlement agreement between Fox and Dominion. Ok. And, and uh I think that's pretty clear. Um, but, uh, you know, this whole settlement was about this whole lawsuit was about um misinformation, defamation. Um And here we are again, you know, this kind of started spinning very quickly. So what does that tell us about what has changed and what has not? So, I think that's really interesting. I mean, number one, thank you so much for um for inviting me up here. I feel so fortunate to be part of this incredible group of women, um and to be able to tell my story and, and hopefully it resonates, um, little pieces of it will resonate with each of you. I just, I love this opportunity. So Thank you. We had two main goals when we, when we decided that we were going to take legal action against Fox News and, and several others. Fox is the first of seven legal battles that we have and we still have a very long road in this, in this legal battle. But um, it was, we had two mingles and number one was to get the truth out. And number two was to be compensated for the damages that Fox caused our company. I mean, our, our brand is destroyed at this point and we felt we wanted to get the truth out, the truth about Dominion, the truth about election and election processes and specifically the 2020 election. And um, and also, you know, compensate uh for those um the, the uh the destruction of the brand of the company. So there, there has been criticism out there, of course. Um as we all know that um an apology demanding an apology was not part of the settlement. And I'm curious to hear, I mean, from your perspective, um why wasn't it a part of the settlement? And, and, and what would it have done if anything if you had demanded an apology from Fox? Yeah. So the honest answer is is that it wouldn't have done anything. Um A forced apology on air was not something that was going to change. Our company was not something that was going to change the outcome or not. Something that was going to change elections and disinformation in the elections industry. And quite honestly, if we would have saw this through to, you know, some sort of jury decision, they couldn't have forced an apology anyway. And so it wasn't one of our main goals. Um We really just wanted to get the truth out there and I think we were incredibly successful at that. Um I wanna hear a little bit about your own personal story here because, um, while the company certainly took a big hit, um, you took a hit as well. Um, and, and you were docked and your parents, both navy veterans, um, house, their address was, was posted, uh, online. Um, and I, I think we all are curious to hear just what was it like for you personally going through the last few years? So it was, it's incredibly difficult. Um, it was, um, that moment in time and it wasn't just me, I mean, there are other employees at Dominion. Our customers certainly, um, have been threatened, their lives have been threatened. Um, this was, I, I was coming out of the doctor's office and I had missed a call from a customer and he, um, his customer is a very big customer of ours. Um, and he called and left me a voice mail and says I need you to call me back immediately and he, uh, forwarded me the, the link to this website that was enemies of the people which, um, just, it struck home, um, in an incredibly bad way. I mean, I'm a navy veteran. My parents are army veterans. And so to see that there was some, to see that there was anyone who would think that what I was doing was something contrary to democracy or to the goals of the United States was incredibly hurtful. And then to see, not just my safety threatened but my parents safety threatened because it was um you know, a picture of their house, the FBI is knocking on their door later that evening. And you know, to hear my mom go through that and to hear my mom have to have that experience when she's retired and she's worked her entire life to have a very boring retirement. She's worked very hard for that. That was incredibly unsettling and it fueled a fire that had started to burn right at that moment. Ok. Questions from the audience. Any questions for Nicole, please raise your hand, we'll bring a microphone over. Is this all relatable to you guys? No. OK. Well, let me, let me, let me try to, to make some of it relatable and please just raise your hand. We'll, we'll bring a microphone over question over here and at any point, feel free to raise your hand and if you could stand up, introduce yourself. Um I live in Atlanta and so Georgia, obviously, you know, it's a little complicated. Um I don't really have a question. I think I just have a comment because we've been watching this play out for so long. Um And I just want to applaud the efforts of Dominion. I think it was a big step um for a company to take on a new channel like that and to take on a culture like a, a society with all these culture wars where we like politicized lifestyles and politicized uh personal choices and politicized reproductive rights. And the fundamental thing that even my, my mother, uh father and grandparents fought for and marched for was voting rights. And so I just want to say, thank you. I thank you very much. And um I really appreciate your comments and it reminded me of something that Jenny had said when you were interviewing her a little earlier this morning where she said, um she was really impressed with the women that were going out and seeking conflict and, and I was reflecting on our own situation like we did not go out and fight conflict. But what we did do is we stood up to it and we're going to continue. Like I said, this is the first of seven legal battles that we have and we didn't go out and seek this conflict, but we are standing up to it and that's really important. And I Kesha thank you so much for, for your comments. I think 10 years ago, if you had stood up here and said, you know, you work and Dominion, by the way, has been around for 20 years. Uh, but if you had said Dominion people would be like, oh, what's that? I wonder we have another question over here. Hi. Um, I'm Erica Fisher. I'm, um, with, um, a software company and we've been talking today and yesterday and in various forms about how hard the last several years has been for a lot of people at operating roles, but you win. Um, so not, not a, not a prize to win, but, um, thank you. And, um, I guess my question is for a lot of us who are on the either, you know, sort of middle of, or other side of various forms of crisis. How do you, when you get to the other side of it, or at least a pause point for you personally in your career? Like, where do you go from here? How do you think about your identity and sort of what you carry forward and finding a different rhythm or, you know, when the sort of curtain closes on the, um, adrenaline? Like, how do you think about that? Because I'm sure you didn't expect this to define however many years of your career at this point. That's exactly right. And that's a great question, Erica. And thank you so much because I haven't had much time to reflect on it. But as I reflect on the, the important priorities that we have right now. Number one, I mean, or one priority obviously are the legal battles. But number two, we have an incredible amount of, of women who are supporting elections, there are customers, they are other vendors who are supporting election technology and this this enormous cohort of amazing and tenacious and bright and driven women are protecting democracy right now. And so when I think about what, you know, the next step is or another really important kind of pillar of how I'm thinking about moving past these, these crises or these legal battles is that I still need to support these women that are on the front lines and they are, you know, protecting voters, they are protecting their right to vote, they are protecting the vote counts. And that is one thing that really keeps me going because it's what keeps Dominion successful and what keeps me successful in an operating role is really focusing on those customers and ensure that they have the support through the life of, of those those government contracts. Question question up here. Can we bring a microphone over? Hi, I'm Jennifer. So you talked about having to deal with your parents and the experience that they had, obviously, this is an issue for your company, but it also became a very personal issue. And so it lit the fire for you to want to fight as you thought about settling. How did you make the decision that the right decision for the company was to settle because at least from a outside looking in perspective, you were winning the narrative and there was a lot of like, take it all, all the way to the end. How did you sort of say, ok, we're at a point where this is enough. Um Or how did you make that decision? Yeah, that's an incredibly, I mean, that's an incredible question. And um it, it was, it wasn't that it was enough, but it was right when we were on the heels of kicking the trial off. Um, you know, our uh one of our big strategies was to, you know, to, to get the truth out. And we did have a lot of information that came out um as part of the discovery process and as part of the motion for summary judgment. And so we felt like we, um one of those goals we had accomplished um with all that motion for summary judgment, discovery information coming out into the public. But secondly, um as we thought about um a long drawn out trial, I mean, our estimate was that this trial was gonna last the better part of two months. Um And we thought about the emotional toll that it was going to take on our employees as they got called to the stand and testify. Um our customers and some of our other partners in the elections industry, uh we decided that, um that, uh you know, having gotten the truth out, um, and saving our customers and our employees. Um, a lot of hardship going through a drawn out trial that, um, it was the right decision, although, you know, very mixed, very mixed emotions about that. There's no question about it. We felt like it was the right, um, the right decision for our company and for our customers. And just to point out also, I mean, you obviously you had multiple goals with this lawsuit, but one of the main ones was to compensate for damages. And I think it just checked that box. Hopefully, I I, you know, honestly setting the precedent of one of the largest media defamation settlements, puts a huge exclamation point on this. And so, you know, for some people who may think that, you know, it, you know, it doesn't make that much of an impact. I think setting that precedent, I think it makes a huge impact and it gives me a talking point when I'm up here saying that, you know, we set a precedent and that's really, it's really important. And again, it's the first of seven. OK. We'll take another question, one more question over here. Uh Christina Deloitte partner. Good to see you again. Um So my question is now that you have this success and this great platform, what's your future strategy? Uh What do you plan to do with it? Yeah. So um they're trying to get her to talk last year by the way. That's true is a big step already. We, you know, are, we're still going to continue our legal battles. But we have what, what you all may not know is that pretty much every Tuesday somebody's voting. And so, you know, since the presidential, all of 20 21 2022 which is a midterm cycle and thus far in 2023 nearly every Tuesday somebody's voting. And that's just, it's, it's incredible to know that because it's throughout the nation, somebody's at the polls voting on something on a Tuesday, not all of our customers vote on Tuesday, but most of them do. So. Um The, you know, the the other strategy is just to continue to support our customers in these local and special elections that are ongoing in this, in this odd year. And the presidential cycle for 2024 is going to start earlier than it ever has. I mean, there are jurisdictions that are shifting their primaries earlier then Super Tuesday, Nevada is going to start early voting at the end of January if you can believe that. And so really the presidential cycle is we are on the doorstep right now and so continuing on the path of supporting our customers and being as prepared for these elections is, is one of our main focuses right now. Well, uh we are going to to wrap in a second here, but I just wanna um thank you for coming here and supporting this community and being a part of it and sharing your insights. I'm guessing you're quite a hit at dinner parties over the last couple of years. Hopefully, we didn't ask you any of the annoying questions you usually get, but really, really appreciate you being with us. Absolutely. Thank you for having me.

Jeff Harmening says General Mills had to raise prices for popular brands like Cheerios, but consumers are still buying because "food at home is a really good value".

General Mills CEOs says "consumers are feeling the pinch"

Leadership

Jeff Harmening says General Mills had to raise prices, but consumers are still buying because "food at home is a really good value".

Jeff. So good to see you again to talk about general mills and let's begin by talking about food prices, everybody is complaining about their grocery bills and the latest reports do confirm that prices are high up 13% over the past 12 months. So far, people are still buying your cheerios and Pillsbury baking goods, snacks and a lot more from General Mills. Tell us why consumers are still buying General Mills products and food products at home because they represent a great value. And even though the costs have gone up because inflation has gone up about 14 to 15% for us. Um This year consumers are shifting their habits two at home eating from away from home eating and the reason they're making that shift of food at home is that it really costs a lot less than eating out. And so when economic times get difficult as consumers are feeling the pinch right now and they really are feeling the pinch. What we saw during the great recession about a decade ago was that the same habit Of consumers shifting their spending from away from home and eating at home eating. It took place in the Great Recession as well, because food at home is a really good value, but you have raised prices right? We have increased prices because our costs have gone up by 14-15%. And so we've raised prices, we've raised prices less than our costs have gone up because we've had productivity gains and and we know that consumers are feeling pinched right now. And so the first thing we always try to do is become more efficient ourselves, but when we see record inflation, which we are right now in our cost, um the prices, the prices do go up, but it's still, even then it's still a great value for consumers to eat food at home and specifically general mills brands than it is eating out well as you're looking for value, you know, a lot of people are talking about this so called shrink inflation where the package is smaller of, let's say cheerios, but the price is the same. What do you say to that? You know, shrink inflation gets a lot of media headlines, but it's not something we spend a tremendous amount of time with for us, the you know, when people talk about string inflation at the end of the context, we're trying to trick consumers somehow and that's absolutely not the case, consumers are very smart and so when, when we want to make sure that we offer them real value. So for example, um you know when people are living paycheck to paycheck, sometimes they want a smaller box of cereal, if if they can only afford that. Other times they may have three teenagers at home, they need a big box for the price per hour. They may shop at different locations, they may shop with coupons. And so it's really incumbent upon us to add to add value in the best way we can and consumers define for themselves what makes value for their family and that's different from household to household. You recently told investors that you expect strong revenues and earnings going into 2023 and the chances are that inflation will contain to rise. So I'm guessing that you are going to continue raising crisis by, how much can you quantify? We did say that we're going to see inflation throughout this throughout our fiscal year was started in May, but we also told investors that most of the pricing that we would need to accomplish what we needed to this year was already in the marketplace or announced retailers. And so it's not necessarily true that prices will keep going up from here. It really depends on the landscape itself. But you know, as I mentioned, we've seen 14 to 15% in inflation and our prices have gone up, but even then, not as much as inflation has gone up well, you know, as you know, there are many forecasts that were either in a recession in the US or there's a risk of a recession over the next 12 months, you've been through many of the These down cycles in your, in your career. How do you see this one playing out right. I've been, I've been in the food business for more than 28 years now and you know, a couple of things I will tell you first is that whether we're in a technical recession or not. You know, consumers are feeling stretched and I think that's going to continue. One of the things I can also tell you is that no matter what one of the lessons of the last few years, if you don't know exactly what's around the corner. But for general mills we've been able to pivot quickly, whether it's a pandemic or George Floyd's murder or whether it's war in Ukraine, we've been able to pivot quickly and I'm confident as a company will continue to do that no matter what the economic cycle ahead of us, can you still grow general Mills even in a slowing economy? You know, we we can and we were we were even growing general mills before the pandemic yet. But one of the things I'm most proud of is over the last few years we've become a better company and none of it had to do with the pandemic or inflation or or covid what, what it really had to do with is we've we've made significant changes over the course of the last few years we've changed our portfolio, We've had a blue buffalo pet food. We we have divested things like you play in europe and dough in europe and hamburger helper here in the U. S. We have changed our organizational structure to become a lot more lean and we've invested in data and technology and and investments in consumer marketing, they're going to help us go forward. So we're we're highly confident that an environment, post covid post war, post recession General Mills will be a stronger company that was coming in is because we've made a lot of significant changes along the way. Well, Jeff you've come up with some very innovative and successful strategies in dealing with these things that you're talking about, soaring prices for ingredients. The scarcity of ingredients tell our view how you reformulated the recipes of one of your very popular snacks to Tina's Pizza Roll. It was a very successful change that you made. It has been successful and Latinos, Pizza Rolls, one of General Mills, $9 billion brands. And and we've kept it on store shelves because we feel like we owe that to consumers. But it hasn't been easy. In fact, there are a couple of ingredients we haven't been able to get for Latinos and as a result we reformulated pizza rolls and pizza about 25 times over the last year. Just in an effort to keep it on shelf. But also make sure we maintain the quality of those products that consumers are expecting. And I'm happy to say that even given all those changes, the business continues to grow. In fact, we're going to invest about $100 million in our manufacturing facility in Ohio to to expand the capacity of that business. But it's a great testimony to the, to the engagement and working skills people of general Mills and our consumers have benefited as a result. What are some of the lessons that you learned from that whole experience and all of the reinvention. One of the things we we've really learned is that the engagement of our employees is key because it takes a team of people coming together to make things like that happen, diversifying our supply change is becoming increasingly important and just the ability and willingness to pivot. We've been a great company for 100 and 55 years, but before the pandemic, probably no one considered us to be very fast. Now. We're both fast and I still think we're pretty good company after 100 and 55 years and we've learned the value have been able to change quickly. So what do you think has been behind the success of General Mills over all of these years? I think we've been successful because we've been willing to change, Not because we've resisted it and that's important for a company that has been around since 1866. We've changed our portfolio, added brands like blue buffalo and divested businesses like you play. We've changed our organizational structure become faster. We have invested in data and technology, but also consumer marketing to make our brands more and more relevant. And those things are important because we talked about all the changes that have happened pandemics and wars and social unrest and now, you know inflation, we've been successful through all that and we think we'll be successful after that, not because we resisted change, but on the opposite, we've actually leaned into change. And those are the kind of things that kind of spanned the arc of time and make a company successful no matter what the current situation they find themselves in.

Michael Chertoff, Former U.S. Homeland Security secretary (2005-2009); Executive Chairman and Co-founder, The Chertoff Group
In conversation with: Matt Heimer, FORTUNE

CEO Initiative 2022 - Resiliency In A Time Of Risk

Michael Chertoff, Former U.S. Homeland Security secretary; Executive Chairman and Co-founder, The Chertoff Group
In conversation with: Matt Heimer, FORTUNE

A rise in energy prices around the world. Unreliable grids and power shutoffs across the country. A dramatic increase in the number of electric cars sold every day. And to all of that, add the rise of conscious consumers who are decarbonizing their homes to save money and lower their emissions. The energy transition is under way and the demand for electrification has never been higher, so how is the industry responding and innovating? 

The Power of Energy Innovation

The energy transition is under way and the demand for electrification has never been higher, so how is the industry responding and innovating? 

and welcome panelists, thanks so much for doing this. We're gonna jump right in because time moves very quickly on the fortune stage. Um, so I want to ask sort of a couple of broad questions directed to each of you about this idea of energy innovation, which is of course the title of our session here, Annette, I'm going to start with you. It seems like there are two key parts to accomplishing this energy transition through innovation, technology and business, you know, really the business models and the rollouts here. So, and then I know that in many ways, uh, Snyder's wheelhouse is the technology part of this. And so I was hoping you could give us sort of a high level look at what needs to happen, what can be innovated upon in order to move this transitional loan faster. Thanks molly and, and thanks mary as well for being on this panel. I, you know, look, Schneider Electric is uh, was voted last year as the world's most sustainable company by Golden Knights. And with that comes a huge responsibility uh, to not only to carbonized ourselves, uh, and to drive more sustainable sources of energy, but for our customers as well. And, you know, we are an impact company, which means an impact company, you know, does good by being good. And that means that we have to help our customers navigate this very complex landscape of, you know, what to do in the face of energy. And I think the first thing we do and, and, and, and molly it's, it's sometimes not as uh, sexy, I suppose that some of the other things we can talk about. But the first thing we do is help customers with energy efficiency. It's a bit the unsung hero in all of this is the sort of the megawatt, a lot that you don't use. And our core businesses around helping customers visualized C and and really understand their energy. Their energy uses both commercial, industrial but residential as well. The next one is around actually more sources of renewable energy. And of course, I know mary would agree with me that, you know, really helping customers understand where they can access renewable energy and how they should think about renewable energy. And then the last one is helping them understand their entire value chain. And you know, we talk about scope 12 and three, but scope three sometimes is 11 times more carbon consumption than the other two, scope one and two. So understanding your value chain. And I give just a quick example, uh for example, we have a big project with walmart called project gig aton and it's actually leveraging their entire supply base and trying to help their entire supply base de carbon eyes in a way that helps walmart reduce scope three same thing. A project energize 12 pharmaceuticals who are working across many times a common supply base and helping that common supply base to carbon eyes on behalf of these of these farmers. And then, you know, you talked about micro grids and I wanna make this a quick point on the decarbonization, decentralization and digitization we call it the three Ds. But their core core core and microgrids are are becoming, you know super important in in all three of those Ds. And honestly uh in a couple of weeks here I'm gonna be going to a ribbon cutting for Montgomery County where they're electrifying there bus depot. And the thing I love best about this is not only the sustainability aspect of it, the resiliency aspect of it in case of storms but it's the democratization of renewable energy for the people of Montgomery County that you know ride the bus? It's a high high elderly, high high divers uh community that really needs more access to renewable sources of energy. So we say it's minor, you know, life is on when energy is on but life is on when more sources renewable energy are on. And that's kind of how we're thinking about it. Right? Well I want to piggyback off of decentralization as I turned to mary and talk about the structure, right? The structure of energy. Roll out the business models behind it the way that consumers consume and pay for energy. Um what do you see happening in that regard? And how important is it to rethink the idea of one big grid and start talking about how every E. V. In every driveway is a little baby power plant 100%. So it is it's really nice to be having this discussion today. And Annette thank you so much and I love what you're doing. I love what you're talking about. Um you know particularly the importance of the megawatt you know as we need to strategically electrified society. So as folks know like Sunrun we exist to have a positive impact on the planet. Like that's why we were founded, that's how we've gotten to 15 years and now being America's leader in providing customers with not just the ability to you know create their own energy through solar, store their own energy through battery storage and then drive their own energy through. You know, again we're wrapping in, you know, not just solar not just storage but Evie charging. And we've partnered with ford on the F 1 50 to utilize the bidirectional charging. So that again you can you can drive your storage or can you can use your storage To back up your home. So again, the technological innovations that are being driven across the space including at Schneider are just so important to get us to that way more affordable resilient way to power homes across America. Um and you know, again my background, I was a utility ceo for over 12 years working towards actually this exact same future because it was so obvious to me by a I would say 2005 that you know, not just is America's grid system really economically inefficient. It's it's you know, at like 40% economic efficiency, but it's not built for climate change, it's not built to provide customers with what they've been craving so much, which is reliability, resilience independence and the ability to power through any kind of event. And we've seen that, you know, sadly real time happening this week, you know, in the context of what happened to Puerto rico now, what's happening in florida? So again, the work we've been able to do isn't just about dramatically improving the lives of customers of communities. You know, Puerto rico actually as an example after Maria, we worked with the san juan, um you know, uh the fire department to make sure that they had solar and storage so they were able to power through the whole event, utilize communication systems to better serve people that were impacted by the event. So one of but back to sort of your question molly about how it makes the whole grid operate more effectively. That was actually my first, an initial fascination with it as a utility leader and why like we leaned in way back in 2008 to put incentive solar on homes and then to providing storage in homes way back in 2015 because we always saw that the path to a more economically efficient, environmentally sound and resilient grid was to create the grid of the future, which is about leveraging technology leveraging innovation leveraging as I said, these thousands, millions of points of light in the system and working to provide a more cost effective grid for all. And as a great example, again, really unfortunate event, the heat wave we had in California, but to really put a point on that the 17,000 customers we had were supplying 80 megawatts of support back to the grid during six PM and nine PM, really helping to avoid blackouts. So there's just so many proof points that this is the way to a more innovative, resilient um energy future for America. So again, from a socioeconomic perspective, it is profound um from a sustainability perspective, you know, we're we're focused as a sustainability company and you know, back to the nets point on the scopes, you know, scope 12 and three. And making sure that what we deliver really provides just in tremendous environmental and economic value. But I want to throw at you though both of you in the last four minutes, what are there our system, even as we know, how urgent this is. Right. There are systemic business and technology barriers. And I'm seeing actually the chat raised the same question, which is what are the obstacles politically and in terms of infrastructure and existing business models that are preventing us from moving forward faster because, you know, you brought up the example of the power outages in California. I have solar, but not a battery. And I was sleeping on a pool chair because the power was out for eight hours, you know, it still is very real and there are some things in the way and I'll give you a minute and a half to answer this gigantic question. I think, you know, as uh as probably everybody on this call call is trying to figure out how do we de carbonized and what are the right ways? How do we get the resiliency that mary is talking about and the sustainability that our investors, our shareholders and our employees really want us to to go after. I think microgrids are a good approach. Energy as a service is a good approach. You know, if you think about your core business, you don't want to spend your R and D dollars on on something that isn't driving your own business. I think the energies of service models are really important. We have a joint venture with the Carlyle group called infrastructure and what alpha structure does is it actually creates a p P a environment for uh you know, for company where they can they can actually not spend their capital dollars on the micro grid, they can get the benefits, the resiliency and also the the sustainability uh through, you know, through long term energy service and what we find is typically not only do they carbonized, it's it's something they can talk to employees and investors About, it helps their sustainability goals and frankly it helps their bottom line, we have to remember at the end of the day, less carbon, less cost and you have to really get our heads around this. Yeah, yeah, 100%. I mean, you know, we've saved customers, you know, over $800 million. They're saving against utility costs in a dramatic way. And all of these things can be paired together to create again, as many microgrids as we want in terms of barriers. Um, you know, and really to your point, the reality is the fact that the market supply chain challenges have hit the storage market. You know, we could be at probably an attachment rate of, I would say easily 60 to 70% storage, which is our, which is our goal to make sure that every solar customer has storage if it weren't for some of the supply chain challenges. So again, we see those easing, we see the ira as really turbocharging the space. I mean we are, we are seeing, you know, we've guided to 25% year over year growth. Um, so again, demand is there we are at a tipping point, it is happening more innovation is going to happen as a result of that. And I could not be more excited about the ability to really combat climate change through, you know, a customer driven revolution, incredible. Annette Clayton ceo of Schneider Electric and mary Powell Ceo of Sunrun, thank you so much to both of you for this incredible conversation. Thank you