Can you kind of go in each of these three kind of segments and tell us how you contribute value?

Yeah.

So I'll start with the builders.

So geothermal has always been the best way to heat and cool a home.

And most builders know that.

But this has never been even remotely within a reasonable price for them to consider it.

So when you come to a builder and say, hey, I can actually put in geo at or below the cost of what you're currently doing.

And I wanted to kind of see what did you take from the software business that you're applying into Dandelion now and kind of help you to kind of navigate the growth of that new organization.

Here's co-founder Dan Yates on what that impact looks like today.

One is, um, within the energy industry, the, the fact that Opower is still alive and thriving at the scale that it is is really only the first answer to where behavioral science is and is, um, how it's still manifesting in the utility industry.

Dan Yates offered more.

A company called Signal, S-I-G-N-O-L, came up as the Opower of transportation.

I think that, um, there are a number of...

You know, Opower and its behavioral science approach definitely, like, inspired a, a ch- small and temporary, you know, in a, in a mo- at a moment inspired a class of, um, entrepreneurs to, to try to bring these principles elsewhere.

A company called Watersmart came up as a, um, they described themselves as the Opower of water.

Here's Dan.

And I waved around my utility bill and talked about what a mess it was and said, "I just wanna see how I compare to my neighbors." And her eyes went wide, and she said, "You won't believe this, but we just finished funding a study in Southern California that showed that if you compare energy use to, to neighbors, that people really reduce it." And, uh, that was sort of what started it all.

Things actually started to move fast, really fast.

There was no company.

I mean, we had...

It was the two of us.

We, you know, we...

I mean, it was, startups move quickly, so we went from unsure if we should do this to Bob's on board, we're committed, we've created the entity, created, you know, allocated stock, and raised our first round of capital, million and a half dollars, all in 90 days.

look, that's probably a good segue into not that your second prep wasn't important, right, but in terms of this conversation and off the back of what we're just talking about now, when you talk about that third prep, which is where you were going for and where you achieved your pro status in men's fitness, how did that compare? And in terms of mindset, in terms of all those little one percenters, how was it compared to the first and probably the second prep?

Oh man, that, that one was, um, that was a different one.

Cause like I was going into that prep and there was like, there was like no way I almost wasn't going to be taking that pro card.

It was like from the very day dot the prep started, it was meal plan, exact same training times every single day.

There was nothing else to it.

All my clients and all my workload got put around it.

Cause that's like the level of attention that I'd give it.

How did you find that experience and why did you pick the sort of division of federation that you did?

Yeah

...

it went on for months.

Obviously, it was over thirteen months before we got them out.

So, um, at first, uh, I, I thought it was gonna be a little process and all that kind of stuff, and then we'd get them out.

Um, I look- uh, like when I was looking on the VCAT paperwork and all that, after fourteen days, you can start the arrears, um, process.

Um, I figured you'd be able to remove them after a serie- a, a certain point.

So you, you mentioned something on the, on the, um, the news story there around what you're hoping for in regards to the changes to the process, um, that would hopefully, you know, again, level the playing field just that little bit in respect of getting a-action happening sooner rather than later.