LEADERSHIP & STRATEGY
He explains how 2017 was the “ litmus test ” for the company , and 2018 is all about growth , bedding down technologies , consumer benefit through optimising the existing product suite on costs , ensuring the software is being used effectively , and that consumers are seeing value in it . “ We ’ re also exploring any adjacent industries that could glean benefits from the data and other related functions we ’ re creating ” he adds . “ That can allow for consumers to have easier , more effective relationship with our products .”
At Redback , everything is built in-house and , as a result , it gives a significant cost advantage for the product from the hardware side . From the software standpoint , Redback does a whole range of things , from prediction of consumption to insight on generation and optimisation . “ We build our virtual power plant software in-house ,” Livingston explains , “ and we ’ ll be releasing a whole range of functional capabilities in this space over the next six months to a year . “ We do all this in-house , whereas lot of our competitors in this space might build an inverter , or a battery ,
“ We ’ re working really hard to make sure that Australia isn ’ t just a passenger as these technologies develop , but that we ’ re building and leading the world in this type of energy space ”
– Philip Livingston , founder and Managing Director , Redback Technologies
or a level of technology that provides a level of optimisation . “ Another competitor might provide something different , like maybe solar forecasting , whilst another company may build an Internet of Things connection .” He explains how because it ’ s such a segmented industry , each of these companies needs a layer of profit . Also , because it ’ s an early industry that ’ s not in its infancy , but very much in its adolescence , these parts don ’ t talk to each other , so it ends up being complicated for an installer to implement related systems , and for
14 April 2018