We designed Bellawatt to move in concert with electric utilities.

When I first started in the energy industry 20+ years ago, my colleagues referred to customers as “ratepayers” and the local utility’s customer-facing department was named Meter To Cash. One director I worked with would often say “load thinks” or “load wants,” as if kWs were moody. But back then, none of this was surprising. There was no AMI or EVs, and energy prices were low relative to household incomes.

Today, electricity matters. A lot. Utilities can no longer achieve their flexibility and affordability objectives without treating their customers as partners. The customer transition is the energy transition. And from our capital structure to the way we work and our offerings, we designed Bellawatt to be the ideal utility teammate.

No two utilities are alike, so we tailor the customer-facing layer to each service territory, including its rates, programs, regulatory priorities, and existing systems. That takes both services and products, so we work inside each utility’s specific problems and carry what we learn into libraries that make the next utility faster to serve. And we’re revenue-funded, so the only people we answer to are the utilities we serve.

In the last two decades, I’ve seen too many beautiful products and excellent teams get squeezed by trying to replicate successful startup strategies in our space. And with the next two decades being harder and more consequential than the last, I built Bellawatt to be the company I wish had existed twenty years ago.