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Cameron Dales (L), president and chief commercial officer of Peak Energy, and Landon Mossburg, the CEO of Peak Energy, on a hike in the earliest days of the company. The mountains of Colorado in the background inspired the name of the company, Peak Energy.

Photo courtesy Peak Energy

Battery industry veterans are coming together to launch Peak Energy, which aims to mass-produce giant batteries to even out production fluctuations from renewable energy sources, like wind and solar power generators.

Because Peak Energy is focused on scaling up production of battery technology that already exists, they don’t think of themselves as a traditional “startup.”

“A normal Silicon Valley startup is 10 years in the lab, come up with a better mousetrap and go to market. We’re completely the opposite,” Cameron Dales, president and chief commercial officer of Peak Energy, told CNBC in a video interview Friday.

Peak Energy hopes to partner with a technology company (yet to be selected) that is already an expert in battery technology but does not have the capacity to scale manufacturing.

“In the battery market it turns out the rarest commodity is not the technology — there are many excellent ideas out there at academic labs and startups — but rather the ability to scale to manufacturing,” CEO Landon Mossburg told CNBC. “The difficulty of manufacturing scale up is one of the reasons you see so many ‘breakthrough battery technology’ announcements but very very few companies who actually reach market.”  

Peak Energy launched in June and is coming out of stealth on Wednesday, announcing a $10 million funding round lead by Greg Reichow at Eclipse, a Silicon Valley venture capital firm. Before joining Eclipse, Reichow worked at Tesla for more than five years, where he was responsible for battery, motor and electronics manufacturing and then led global manufacturing. Also joining the funding raise is TDK Ventures, the corporate venture capital arm of the Tokyo-headquartered multinational electronics company TDK.

“The No. 1 issue we face as it relates to expanding renewable energy sources is storage,” Reichow told CNBC. “This problem must be solved, but the existing approaches using lithium-ion and other technologies are not yet at a price point that enables the kind of scaling that society needs across sectors.”

Demand for grid-scale storage will continue to grow. The United States Energy Information Administration has projected that battery storage capacity will grow from 9 gigawatts in 2022 to 49 gigawatts in 2030 and then to 247 gigawatts in 2050. That’s a baseline projection that includes the Inflation Reduction Act and assumes no additional changes in U.S. policy throughout the projection period.

(L to R) Ryan Gibson, Eclipse Venture partner; Landon Mossburg, Peak Energy CEO; Aidan Madigan-Curtis, Eclipse partner and Cameron Dales, Peak Energy president and chief commercial officer, in protective gear at a battery factory clean room.

Photo courtesy Peak Energy

A stacked team with aggressive growth goals

Cameron Dales and US Representative Rho Kana in 2021 at the Enovix battery factory in Fremont, Calif.

Photo courtesy Cameron Dales

Of course, Peak Energy will have to raise more money to fund this kind of expansion. A lot more.

We’re running a playbook which I and the rest of the executive team initially demonstrated and deployed at Northvolt,” Mossburg told CNBC. Northvolt also started with a small seed round of funding and ended up raising more than $9 billion in a combination of equity and debt. Mossburg was involved with securing all of that financing except for the most recent $1.2 billion announced in August.

Dales has similar experience. He was an early employee and co-founder of the equipment business Symyx Tools at material sciences innovation company, Symyx Technologies, which went public in 1999, and in 2009 joined the battery company Enovix.

“I thought naively, ‘Well, how hard could batteries be? It’s just a plus and a minus, everybody has a Duracell. How hard could it be?’ Little did I know, 14 years later, I would still be there,” Dales told CNBC. Enovix was making very high energy density batteries at a battery factory in Fremont, California, and is building another one in Penang, Malaysia. The company went public in a billion-dollar-plus SPAC deal in 2021.

“Peak Energy’s team comprises of two industry veteran leaders who have scaled a battery company before,” Anil Achyuta, who lead the investment for TDK Ventures, said in a written statement shared with CNBC.

So, too, for Eclipse.

“Landon and I worked together at Tesla and I know what he’s capable of delivering,” Reichow told CNBC. “After leaving Tesla, he went on to build a battery company as an executive at Northvolt. Similarly, Cam was a core part of the founding team at Enovix and was instrumental in helping them build the business. These are proven executives that have built battery companies in some of the hardest spaces and that makes them unique.”

Why Peak Energy is focusing on sodium ion

Peak Energy is focused on making large sodium-ion battery systems to pair with wind and solar energy production facilities. Large grid-scale batteries can capture the energy generated from renewable sources, then hold that energy and dispatch it later when the wind isn’t blowing or the sun isn’t shining.

Peak Energy will make individual battery cells, about the size of a loaf of bread, says Dales. Then those loaf of bread battery cells get wired together to make modules, which would be about the size of a filing cabinet. Then those filing cabinets will be assembled into a battery the size of the back of a tractor trailer truck, then deployed near a solar or wind farm, 50 to 100 at a time.

One hundred blocks can power 62,500 homes for four hours, Mossburg told CNBC.

An artist rendering of the Peak Energy battery system.

Rendering courtesy Peak Energy.

The most typical battery technology right now is lithium ion, used in cellphones and electric vehicles, and they are prized for their energy density. Sodium-ion batteries are less energy dense and heavier — bad for mobile devices or cars, but less relevant when it comes to grid-scale batteries.

“Weight, and therefore energy density, is much less important in a stationary storage system. The fact that these batteries are less energy dense isn’t really a big consideration for this application,” Reichow told CNBC.

What does matter when you are talking about storing huge quantities of energy is the cost.

“A much more important consideration is the cost per unit energy that you’re able to store and that is where sodium ion, we believe, will have a big advantage over lithium ion in the future,” Reichow told CNBC.

It’s too early for Peak Energy to commit to a specific price for its battery systems, but a Tesla Megapack battery system costs about $1.3 million without installation, and Mossburg says he thinks Peak Energy can be at roughly half of that cost with its system.

In addition, lithium-ion batteries can be a fire hazard and the electric vehicle makers are eating up all available supply, Dales told CNBC. The problem utilities have is “the minute Ford or GM needs more batteries, basically their contracts for lithium ion just get canceled and the suppliers just go for the car, because it’s today the largest market,” Dales told CNBC.

Also, China dominates the battery market and supply chains right now. “They’re the dominant player in batteries generally — by far — they are massive in terms of battery production,” Mossburg told CNBC. “And they’re positioning to do the same with sodium.”

Alun Thomas, Head of Manufacturing Engineering at Peak Energy, inside a battery production machine.

Photo courtesy Peak Energy

While Mossburg says he thinks it is a benefit for the world for the United States and China to continue to trade, and Peak Energy is willing to work with Chinese partners, there are geopolitical risks associated with depending on China completely. Peak Energy’s plan to manufacture in the United States is a geopolitical advantage, he says. (It’s also more climate-conscious to make these giant batteries in the U.S. as opposed to making them in China and shipping them to the U.S.)

“You don’t want to be in a situation where a critical component of the energy infrastructure of your entire economy, which batteries are increasingly becoming, is principally sourced from a party that you can’t be sure you’re going to be friends with,” Mossburg told CNBC. “If the U.S. wants to continue to have a robust economy, especially an economy that can make things like cars or even like high-tech things, ceding an entire industry that’s this important to any other player — doesn’t matter if it’s China or anyone else — is a dangerous prospect.”

The first real gigantic battery factory in the world was the Tesla/Panasonic Gigafactory in Nevada, and Reichow led the development of that, Dales said. The second generation “arguably” was the factories that Mossburg built with Northvolt and that Dales helped build at Enovix, Dales said. Peak Energy is “taking that learning and the people who developed those factories and we are going after the third generation of factory design,” Dales told CNBC.

How sodium-ion technology will compete with lithium-ion batteries

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How Elon Musk’s plan to slash government agencies and regulation may benefit his empire

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How Elon Musk’s plan to slash government agencies and regulation may benefit his empire

Elon Musk’s business empire is sprawling. It includes electric vehicle maker Tesla, social media company X, artificial intelligence startup xAI, computer interface company Neuralink, tunneling venture Boring Company and aerospace firm SpaceX. 

Some of his ventures already benefit tremendously from federal contracts. SpaceX has received more than $19 billion from contracts with the federal government, according to research from FedScout. Under a second Trump presidency, more lucrative contracts could come its way. SpaceX is on track to take in billions of dollars annually from prime contracts with the federal government for years to come, according to FedScout CEO Geoff Orazem.

Musk, who has frequently blamed the government for stifling innovation, could also push for less regulation of his businesses. Earlier this month, Musk and former Republican presidential candidate Vivek Ramaswamy were tapped by Trump to lead a government efficiency group called the Department of Government Efficiency, or DOGE.

In a recent commentary piece in the Wall Street Journal, Musk and Ramaswamy wrote that DOGE will “pursue three major kinds of reform: regulatory rescissions, administrative reductions and cost savings.” They went on to say that many existing federal regulations were never passed by Congress and should therefore be nullified, which President-elect Trump could accomplish through executive action. Musk and Ramaswamy also championed the large-scale auditing of agencies, calling out the Pentagon for failing its seventh consecutive audit. 

“The number one way Elon Musk and his companies would benefit from a Trump administration is through deregulation and defanging, you know, giving fewer resources to federal agencies tasked with oversight of him and his businesses,” says CNBC technology reporter Lora Kolodny.

To learn how else Elon Musk and his companies may benefit from having the ear of the president-elect watch the video.

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Why X’s new terms of service are driving some users to leave Elon Musk’s platform

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Why X's new terms of service are driving some users to leave Elon Musk's platform

Elon Musk attends the America First Policy Institute gala at Mar-A-Lago in Palm Beach, Florida, Nov. 14, 2024.

Carlos Barria | Reuters

X’s new terms of service, which took effect Nov. 15, are driving some users off Elon Musk’s microblogging platform. 

The new terms include expansive permissions requiring users to allow the company to use their data to train X’s artificial intelligence models while also making users liable for as much as $15,000 in damages if they use the platform too much. 

The terms are prompting some longtime users of the service, both celebrities and everyday people, to post that they are taking their content to other platforms. 

“With the recent and upcoming changes to the terms of service — and the return of volatile figures — I find myself at a crossroads, facing a direction I can no longer fully support,” actress Gabrielle Union posted on X the same day the new terms took effect, while announcing she would be leaving the platform.

“I’m going to start winding down my Twitter account,” a user with the handle @mplsFietser said in a post. “The changes to the terms of service are the final nail in the coffin for me.”

It’s unclear just how many users have left X due specifically to the company’s new terms of service, but since the start of November, many social media users have flocked to Bluesky, a microblogging startup whose origins stem from Twitter, the former name for X. Some users with new Bluesky accounts have posted that they moved to the service due to Musk and his support for President-elect Donald Trump.

Bluesky’s U.S. mobile app downloads have skyrocketed 651% since the start of November, according to estimates from Sensor Tower. In the same period, X and Meta’s Threads are up 20% and 42%, respectively. 

X and Threads have much larger monthly user bases. Although Musk said in May that X has 600 million monthly users, market intelligence firm Sensor Tower estimates X had 318 million monthly users as of October. That same month, Meta said Threads had nearly 275 million monthly users. Bluesky told CNBC on Thursday it had reached 21 million total users this week.

Here are some of the noteworthy changes in X’s new service terms and how they compare with those of rivals Bluesky and Threads.

Artificial intelligence training

X has come under heightened scrutiny because of its new terms, which say that any content on the service can be used royalty-free to train the company’s artificial intelligence large language models, including its Grok chatbot.

“You agree that this license includes the right for us to (i) provide, promote, and improve the Services, including, for example, for use with and training of our machine learning and artificial intelligence models, whether generative or another type,” X’s terms say.

Additionally, any “user interactions, inputs and results” shared with Grok can be used for what it calls “training and fine-tuning purposes,” according to the Grok section of the X app and website. This specific function, though, can be turned off manually. 

X’s terms do not specify whether users’ private messages can be used to train its AI models, and the company did not respond to a request for comment.

“You should only provide Content that you are comfortable sharing with others,” read a portion of X’s terms of service agreement.

Though X’s new terms may be expansive, Meta’s policies aren’t that different. 

The maker of Threads uses “information shared on Meta’s Products and services” to get its training data, according to the company’s Privacy Center. This includes “posts or photos and their captions.” There is also no direct way for users outside of the European Union to opt out of Meta’s AI training. Meta keeps training data “for as long as we need it on a case-by-case basis to ensure an AI model is operating appropriately, safely and efficiently,” according to its Privacy Center. 

Under Meta’s policy, private messages with friends or family aren’t used to train AI unless one of the users in a chat chooses to share it with the models, which can include Meta AI and AI Studio.

Bluesky, which has seen a user growth surge since Election Day, doesn’t do any generative AI training. 

“We do not use any of your content to train generative AI, and have no intention of doing so,” Bluesky said in a post on its platform Friday, confirming the same to CNBC as well.

Liquidated damages

Bluesky CEO: Our platform is 'radically different' from anything else in social media

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The Pentagon’s battle inside the U.S. for control of a new Cyber Force

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The Pentagon's battle inside the U.S. for control of a new Cyber Force

A recent Chinese cyber-espionage attack inside the nation’s major telecom networks that may have reached as high as the communications of President-elect Donald Trump and Vice President-elect J.D. Vance was designated this week by one U.S. senator as “far and away the most serious telecom hack in our history.”

The U.S. has yet to figure out the full scope of what China accomplished, and whether or not its spies are still inside U.S. communication networks.

“The barn door is still wide open, or mostly open,” Senator Mark Warner of Virginia and chairman of the Senate Intelligence Committee told the New York Times on Thursday.

The revelations highlight the rising cyberthreats tied to geopolitics and nation-state actor rivals of the U.S., but inside the federal government, there’s disagreement on how to fight back, with some advocates calling for the creation of an independent federal U.S. Cyber Force. In September, the Department of Defense formally appealed to Congress, urging lawmakers to reject that approach.

Among one of the most prominent voices advocating for the new branch is the Foundation for Defense of Democracies, a national security think tank, but the issue extends far beyond any single group. In June, defense committees in both the House and Senate approved measures calling for independent evaluations of the feasibility to create a separate cyber branch, as part of the annual defense policy deliberations.

Drawing on insights from more than 75 active-duty and retired military officers experienced in cyber operations, the FDD’s 40-page report highlights what it says are chronic structural issues within the U.S. Cyber Command (CYBERCOM), including fragmented recruitment and training practices across the Army, Navy, Air Force, and Marines.

“America’s cyber force generation system is clearly broken,” the FDD wrote, citing comments made in 2023 by then-leader of U.S. Cyber Command, Army General Paul Nakasone, who took over the role in 2018 and described current U.S. military cyber organization as unsustainable: “All options are on the table, except the status quo,” Nakasone had said.

Concern with Congress and a changing White House

The FDD analysis points to “deep concerns” that have existed within Congress for a decade — among members of both parties — about the military being able to staff up to successfully defend cyberspace. Talent shortages, inconsistent training, and misaligned missions, are undermining CYBERCOM’s capacity to respond effectively to complex cyber threats, it says. Creating a dedicated branch, proponents argue, would better position the U.S. in cyberspace. The Pentagon, however, warns that such a move could disrupt coordination, increase fragmentation, and ultimately weaken U.S. cyber readiness.

As the Pentagon doubles down on its resistance to establishment of a separate U.S. Cyber Force, the incoming Trump administration could play a significant role in shaping whether America leans toward a centralized cyber strategy or reinforces the current integrated framework that emphasizes cross-branch coordination.

Known for his assertive national security measures, Trump’s 2018 National Cyber Strategy emphasized embedding cyber capabilities across all elements of national power and focusing on cross-departmental coordination and public-private partnerships rather than creating a standalone cyber entity. At that time, the Trump’s administration emphasized centralizing civilian cybersecurity efforts under the Department of Homeland Security while tasking the Department of Defense with addressing more complex, defense-specific cyber threats. Trump’s pick for Secretary of Homeland Security, South Dakota Governor Kristi Noem, has talked up her, and her state’s, focus on cybersecurity.

Former Trump officials believe that a second Trump administration will take an aggressive stance on national security, fill gaps at the Energy Department, and reduce regulatory burdens on the private sector. They anticipate a stronger focus on offensive cyber operations, tailored threat vulnerability protection, and greater coordination between state and local governments. Changes will be coming at the top of the Cybersecurity and Infrastructure Security Agency, which was created during Trump’s first term and where current director Jen Easterly has announced she will leave once Trump is inaugurated.

Cyber Command 2.0 and the U.S. military

John Cohen, executive director of the Program for Countering Hybrid Threats at the Center for Internet Security, is among those who share the Pentagon’s concerns. “We can no longer afford to operate in stovepipes,” Cohen said, warning that a separate cyber branch could worsen existing silos and further isolate cyber operations from other critical military efforts.

Cohen emphasized that adversaries like China and Russia employ cyber tactics as part of broader, integrated strategies that include economic, physical, and psychological components. To counter such threats, he argued, the U.S. needs a cohesive approach across its military branches. “Confronting that requires our military to adapt to the changing battlespace in a consistent way,” he said.

In 2018, CYBERCOM certified its Cyber Mission Force teams as fully staffed, but concerns have been expressed by the FDD and others that personnel were shifted between teams to meet staffing goals — a move they say masked deeper structural problems. Nakasone has called for a CYBERCOM 2.0, saying in comments early this year “How do we think about training differently? How do we think about personnel differently?” and adding that a major issue has been the approach to military staffing within the command.

Austin Berglas, a former head of the FBI’s cyber program in New York who worked on consolidation efforts inside the Bureau, believes a separate cyber force could enhance U.S. capabilities by centralizing resources and priorities. “When I first took over the [FBI] cyber program … the assets were scattered,” said Berglas, who is now the global head of professional services at supply chain cyber defense company BlueVoyant. Centralization brought focus and efficiency to the FBI’s cyber efforts, he said, and it’s a model he believes would benefit the military’s cyber efforts as well. “Cyber is a different beast,” Berglas said, emphasizing the need for specialized training, advancement, and resource allocation that isn’t diluted by competing military priorities.

Berglas also pointed to the ongoing “cyber arms race” with adversaries like China, Russia, Iran, and North Korea. He warned that without a dedicated force, the U.S. risks falling behind as these nations expand their offensive cyber capabilities and exploit vulnerabilities across critical infrastructure.

Nakasone said in his comments earlier this year that a lot has changed since 2013 when U.S. Cyber Command began building out its Cyber Mission Force to combat issues like counterterrorism and financial cybercrime coming from Iran. “Completely different world in which we live in today,” he said, citing the threats from China and Russia.

Brandon Wales, a former executive director of the CISA, said there is the need to bolster U.S. cyber capabilities, but he cautions against major structural changes during a period of heightened global threats.

“A reorganization of this scale is obviously going to be disruptive and will take time,” said Wales, who is now vice president of cybersecurity strategy at SentinelOne.

He cited China’s preparations for a potential conflict over Taiwan as a reason the U.S. military needs to maintain readiness. Rather than creating a new branch, Wales supports initiatives like Cyber Command 2.0 and its aim to enhance coordination and capabilities within the existing structure. “Large reorganizations should always be the last resort because of how disruptive they are,” he said.

Wales says it’s important to ensure any structural changes do not undermine integration across military branches and recognize that coordination across existing branches is critical to addressing the complex, multidomain threats posed by U.S. adversaries. “You should not always assume that centralization solves all of your problems,” he said. “We need to enhance our capabilities, both defensively and offensively. This isn’t about one solution; it’s about ensuring we can quickly see, stop, disrupt, and prevent threats from hitting our critical infrastructure and systems,” he added.

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