Grundfos Holding A/S

We've had some great collaborations.

Grundfos is one amazing collaboration.

But I think at the end of it, their evaluation was, well, we don't get a lot of innovation that fits Grundfos' needs.

So they stopped that.

Then we have a collaboration with other companies.

And again, you always see this.

People say, well, of course, Anthropic or Novo Nordisk or Grundfos or whatever.

Well, they, of course, can do that.

They can afford to do that because they're so successful.

And when we think about all of that energy that's lost, the fastest way to help make up for that would be to improve efficiencies of products that already exist.

And we have a customer called Grundfos, number-one water pump company in the world, here in Denmark, who's improved their water pump efficiency by 80% over the last decade through techniques of model-based systems engineering.

And that digital model can then be used to improve the pump's efficiency over its use, whether it's pumping water or mud.

Uh, and, and ultimately, given about 10% of the world's electricity is dedicated to just water pumps, you can see just in that example how quickly, uh, we can mature and improve technology to meet the energy trilemma by improving efficiency globally.

So anyway, I remember the first time I met a company that had this structure.

They're called Grundfos.

They make most of the water pumps in the world.

And I was doing a lean startup lecture, just like we did back at Intuit.

We have new models.

If you take Costco and Novo Nordisk and Patagonia and Vanguard and REI and Grundfos and so many, Mondragon, all these companies that control collectively trillions of dollars of economic value and say, what do they all have in common? They've all had tremendous longevity.

Many of the companies I named are now more than 100 years old.

But they don't have much else in common.