Season 1 Episode 17: Quentin Scrimshire, Modo Energy, on Making the Energy Asset Market Accessible

This week’s guest on the Hypercube podcast is Quentin “Q” Scrimshire, CEO and Founder of Modo Energy, a SaaS company that delivers data and analytics for the grid-scale battery market. In conversation with host Adam Sroka, this episode focuses on the technical complexity of the energy asset market and how to make it as accessible as possible. 

Adam and Q dive straight into the nitty-gritty of the energy asset space. They look at how to navigate the intersection between the energy and finance sectors to accelerate the energy transition. Q gives an overview of the Modo platform as a software-based answer to questions on energy asset valuation and modelling. He also goes on to discuss the challenges of growth, including mistakes made along the way. 

He and Adam share the books that inspired their business strategies as start-ups serving the energy market. They discuss the changing demographics of the energy industry and how to generate content that builds an engaged community working towards the same energy transition goals. Listen right to the end as Adam shares a funny story of one of his earliest interactions with the Modo team.

If you want to find the books mentioned in this episode, the links are below:

Crossing the Chasm by Geoffrey Moore

The Ultimate Sales Machine by Chet Holmes 

The Snowball System by Mo Bunnell

Quentin Scrimshire

In this episode, we covered:

  • Simplifying the complexity of the energy industry for the finance community
  • Learning from mistakes while scaling internationally
  • Carving out a niche as a start-up in the energy sector
  • Using content to build an engaged audience

The weekly Hypercube podcast sits down with leaders in the energy and utilities sectors to explore how data analytics can help businesses make smarter decisions and accelerate business growth.


[0:55] Introduction to Quentin, including his journey to set up Modo, their recent Series A fundraising round, and his move to Texas.

[3:43] Both discuss the size and scale of the energy asset market and the evolution of Modo Energy into a SaaS provider focused on asset valuation.

[8:37] Why simplifying technical and complex information in the energy asset sector for the financial community is crucial.

[11:40] Adam and Q discuss the importance of making mistakes to grow and how the size of mistakes scales with the business.

[13:29] The challenges Modo faced when expanding internationally and the value of customer feedback.

[15:03] Adam and Q share the books that inspired their business strategies as they discuss Modo’s philosophy of doing a small number of things really well.

[20:44] How the demographic changes within the energy industry make content-based marketing more impactful for building both an audience and a business.

[23:10] Q gives insight into the importance of video content as part of Modo’s strategy and how to keep audiences engaged.

[26:03] Adam shares a funny story about one of the early interactions he had with the  Modo team.

[28:27] Q details where listeners can go to find Modo’s content and the forecasting capabilities they offer.  


Hypercube Podcast Transcript


Host: Adam Sroka
Guest: Quentin Scrimshire:

Intro: Welcome to the Hypercube podcast, where we explore how companies in the energy and utility sector leverage data analytics to make smarter decisions and accelerate business growth. I’m Adam Sroka, founder of Hypercube, a strategic consultancy that supports asset owner-operators, traders, route-to-market providers, and energy services companies to unlock the power of data.

If you’re interested in hearing real-world examples of how data and AI are advancing the energy sector, this is the show for you. 

Adam Sroka: Hello and welcome back to the Hypercube podcast. We are joined today by someone that is no stranger to podcasting and the energy sector and interviews, but for a change on the other side of the mic, um, Quentin, if you would like to introduce yourself for those of you that may not know who you are or who MODO Energy are.

Quentin Scrimshire: Yeah, for sure. Um, hello. I mean, this is quite nerve wracking actually being on the other side of this. You know, it turns out that the interviewer’s job is really easy compared to this. Um, my name is Quentin. Everyone calls me Q and I’m CEO and co-founder of Modo Energy. We are a data analytics software as a service company.

And we serve folks in the world of grid scale batteries. That’s all we do. We do that in Great Britain, in Texas, soon California and Western Europe later this year. 

Adam Sroka: I was going to say you recently made the move to Texas. Is that right? What drove you to make that decision at this point in like, what is it already a tumultuous startup journey?

Right. And how’s it going? Like enjoying it? 

Quentin Scrimshire: I mean, yeah, I love it. So. I guess the first confession is in America, you meet lots of Anglophiles, people who really like British history and culture. And that’s awesome as a British person here because they give you loads of kudos just from hearing your voice, which is great.

I’m actually the opposite. So, um, I’m a British person who’s always been a big fan of America as a country, as a concept, as an art, you know, the idea of America has always been really attractive to me. I always thought I’d end up here at some point. Um, and I thought I would live on the East coast, like most Europeans in the U S and then spent some time in Chicago and Texas and, um, just fell in love with it.

Texas actually, and then spent more time in Austin and fell in love with Austin. And now I live here with my wife. I’ve just had my second baby two weeks ago. So a little bit sleep deprived, yet two kids and a dog wife, happy living here for a year or so. And, um, we’ll see how we go, but, um, I really like it.

Adam Sroka: Yeah, moving over to Texas with a family, no small undertaking, doing a big fundraise for Modo as well. Do you want to touch on some of the headline numbers there? 

Quentin Scrimshire: Yeah, I mean, um, try not to talk about the fundraise too much because I think startups get a bit obsessed about fundraising as if fundraising is the point.

And really the point is what we’re trying to do is we’re trying to help folks be successful in the energy transition with Modo. The battery in your storage and related technologies. And that’s really what matters. They’re the heroes, not us raising a load of money. But yeah, we did a series a, uh, 12 months ago, we raised 15 million.

It was pretty straightforward. We bought, um, our lead investor, MMC ventures, one of the biggest European, um, VCs, uh, series a. Um, and they’ve been partners to us for a while. They really support us. They understand the market, understand the vision. They, the main thing is they share our ambition. I mean, we really want to do something.

We want to build a huge globally, in fact, impactful category defining company. And, um, that’s going to take a long time. It’s going to take capital. It’s going to take patience and it’s going to take a belief. And they have all of that 

Adam Sroka: on the opportunity and having a big. Things to go after, um, it’s an interesting story mode.

Oh, right. Because you started off planning out being an optimizer, right? And you had some big success in previous things. Lots of really experienced people in the team from a previous life. Um, you’ve. Switch to building software as a service in a really, really interesting space over the last of five years.

But back then, did you know, did you kind of have a feel for the size and the scale the market was going to get to this quickly or have you been surprised or is it about sort of where you thought? 

Quentin Scrimshire: I think the market sizing is about where we thought. I think the startup community I’m going to be very, um, hypocritical on this podcast.

Cause I’m going to say one thing, and I’m probably going to talk about talking a different way later, but I think the startup community has got a habit of making everything seem like genius and, uh, incredible vision from day one, you know, it’s just about putting the right chips on the right table at the right time.

I think there’s an awful lot of luck and you, you, you work out as you go. I think for us, um, The belief has remained the same since day one. So we think the world is going to build 100 to 150 trillion of new energy assets. We think if you’re going to invest in one big trend this whole century, it’s probably going to be, well, I always think there’s three, right?

There’s probably healthcare with demographic changes. We’re not a healthcare company. We’re not doing that. Unfortunately, probably defence. Is a big trend of this century. Um, but we don’t want to be a defence company. And then the third one is the energy transition. And so, um, if you’re going to bet big on one thing, a hundred trillion dollars of new assets, assets, that’s probably a good place to start.

And then we looked at the cost curves coming down in storage as fast as they did in solar and other technologies. And it’s an S curve based level of adoption. And that can’t help, but get your attention. So we thought there’s going to be loads of assets deployed. We thought this was going to be global.

rollout, it’s not just going to be one grid in the UK or somewhere else. It’s like literally every power grid is going to have to do this. And then there’s a range of complex challenges around that. The first challenge we tried to solve from which we tried to solve was around optimization. And there’s a lot of optimization companies, excellent, excellent companies, um, that do optimization.

And we decided pretty soon into that journey that it wasn’t the space that we wanted to be in. And so we thought, well, what else can we do? And originally it was, you know, version two of Modo was, we were known as the leaderboard company. So we were sort of cartoons on the internet, recorded some videos and talked about how much money batteries were making, and we launched this leaderboard thing and, you know, created more transparency in the market.

And it really got some attention. And that’s still now a key part of our product, but really the big vision for us is. If you fast forward 10 years from now, and the world has deployed 100, 150 trillion dollars of new energy assets, all of these assets will be owned by someone. They’ll be owned by something, some company, some entity, right?

And in order to own something like an asset, you need to value it on a continuous basis. So it needs to sit on your balance sheet. And the way you ask, the way you figure out how much an asset is worth is to say, it’s been the same now, and it will always be the same. It’s the net present value of the future cash flows, right?

So you do a, you figure out how much money it’s going to make in the future, you discount it by the, by the cost of capital, and you figure out how much money is this asset worth. Right. Not to get too fancy. And so every single energy storage asset or wind asset or smart grid technology asset that’s going to be built as part of this hundred, 150 trillion, depending on who you listen to, is going to have to sit on someone’s balance sheet somewhere.

And you have to figure out how much money it’s going to make in the past and in the future. And so that’s a big part of the vision for our business is all of these assets need to be valued. Someone needs to figure out what the future cash flows look like. That’s an intense modelling problem. And, um, basically for the last couple of decades, that problem has been solved by consultancies, right?

You go to a consultancy, you give them some money, they give you an Excel sheet. It’s got a black box. Um, they run their magic numbers and, um, give you an Excel sheet. It’s just, it just. That’s a great business model pre software. Um, but I think in the, the, the world that we live in right now, where you can build software to cut out a lot of the overhead of that, that’s where we’re headed, where the software will do the work, not the consultants or the people.

Adam Sroka: And it’s. It’s really important, it’s like service to the energy transition. We, we get a lot of, uh, we get a bit warm and fuzzy sometimes about like what mission and what we want to do, because we, we want to act as an accelerator for this, but you have to be pragmatic as well and understand that like this transition will be fueled by capital and things happening and people making money off of it in the first place.

And so that’s almost like a service to that transition. And at that point about getting too fancy, I made a joke. I think when I recorded last week about, um, you go to some of these events, like All Energy in Glasgow, and there’s a, there’s a lot of quarter zippers and gilets and the kind of finance bro uniform there, because at this stage in the game, we’re seeing more people enter the market and participate with huge sums of capital to deploy and manage.

What I wanted to ask was, do you think that the appetite and the understanding for the technical complexity of energy compared to other asset classes is a barrier? Or do you think these people are ready for it? Do you find that some of these Some of these finance driven decision makers are maybe underestimating the burden of like, Oh, we’ll just get all this data ourselves and we’ll stick it in a database and so on and so forth.

Quentin Scrimshire: Well, I’ve got a bit of a contrarian view about this, which is, I don’t think it’s that complicated. I think the energy industry has got a habit. Of protecting information and making everything seem more complicated and nuanced than it really is. So the energy industry is complicated, but all industries are complicated, right?

If you get into, you know, we talked about healthcare or defence or infrastructure or even, you know, railroads or whatever, it’s all got nuances and, um, the finance community is used to dealing in industries with nuances. So I think in general, we as an industry have got a lot of work to do. To get real about the fact that some of this stuff doesn’t need to be that complicated and that smart people can pick it up quite quickly.

And that’s why we invest big in, you know, our energy academy and lots of free content to help get people up the curve on that. I think the other, the other half of it is breaking down the energy industry and these asset classes. Into models that make sense for the finance community. It’s our job, right?

To get capital flowing into the energy transition. We have to, without signing to management consultancy. It’s about, it’s like the liquidity of information. We need lots more liquidity of information to support capital flows into the sector. And I think we have to also be real about the fact that this energy transition will be fueled by private capital mostly, whilst there’s lots to talk about.

Governments foot the bill, and that’s a very nice idea if you believe in that, that is an efficient use of capital. And I’m not going to get political right now, but I think essentially like or lump it, most of the capital that comes in for the energy transition will be private money. And, um, those private investors are used to investing in lots of different types of asset classes.

So I don’t think we should play the thing down. I think if you, if you’re used to deploying billions of dollars, you’re used to complexity. Our job is to reduce some of that complexity and we will do that. But I think the finance community knows what they’re doing. 

Adam Sroka: I wanted to get into a little bit, cause more for selfish reasons, some of the startup journey stuff.

There was a LinkedIn post that went up celebrating the milestone recently. And you posted looking back, uh, we haven’t got everything right. We’ve made lots of mistakes, but on balance, those tough periods have been the most valuable. That I just love that. And I wanted to ask, like, do you have one? A mistake that now with like a sub distance, actually it played out to your favour.

Quentin Scrimshire: I mean, this is a podcast in itself. There’s so, so many, so our job as, so as a startup, your job is to, is, is to go as fast as. As quick as possible. In fact, as a startup, your job is to learn as fast as possible. And so the only way you learn is by making mistakes. So making mistakes is a really, really good thing.

The main thing is that you learn from it. And you don’t make a mistake so bad that it ruins the company. So, you know, no, um, don’t destroy your credibility. Don’t go run around offending everyone. Don’t build something that, um, is going to, you know, a really bad thing. But generally speaking, mistakes are a good thing for a business.

And one of the things that surprised me is as the business has grown as quickly as it has, The scale of the bets that we make, we have on purpose. Scaled up those bets. So what used to be a 10 grand mistake? We’re now making hundred, 500 grand, million pound mistakes, and we’re doing that on purpose. And, um, sometimes, you know, you wake up in the middle of night and you think, wow, this is, uh, this is, this, this, The numbers here are big, but that’s our job.

And, um, every time we make a mistake, we need to learn from it quickly, more quickly. That’s the preamble. I think if you, if you, you’ll let me, I’ll answer with a couple. So I’m a product person. I really care about products. I like software, like building software. I really care about where the buttons are.

Good design, thoughtful software engineering. And I think there’s lots of small things that add up where we’ve been a nuisance to customers. Things like security upgrades that log everyone out. You know, you don’t have a platform which logs everyone out every five minutes. We put up with that for too long.

Other, other things, you know, migrations and, you know, backend work and things that we launched that didn’t really make sense. There’s lots of products, small things. I think of it as a business. I think one of the most challenging things we’ve done is expanding internationally, and we certainly underestimated it.

And if I was going to do this company for the second time round, I think we would take that a lot more seriously. I think the tricky thing about expanding internationally is what you’re saying to customers. There’s a cost in focus. So, um, if you only look at the UK, you own for us, we only did batteries in Great Britain for a long time.

And what you’re saying to customers there is. I’m going to build amazing software for you and only for you. And then when you say I’m going to do that in Texas or California, what you have to do very carefully is you need to resource up so that those customers still get the same time of attention.

Whilst your head and your focus as a CEO is also at least half elsewhere and realistically probably a bit more while you’re getting things off the ground. And I think what we didn’t get right is making the, the, the investment in the first six months at the end of last year. The investment in the U. K.

Whilst we’re expanding in the U. S. And focusing on the U. S. And we’ve now the pendulum has swung back completely the other way now. But I think whilst we were really careful about it, we weren’t careful enough. So that’s just one example of I guess you can call it a mistake. Lots of things go wrong all the time.

I think that as soon as we stop listening to customers, the whole thing falls away. And so what we need to do is Just keep going back to customers and saying, what do you like? What can we do better? What really annoyed you? But yeah, it’s a very humbling process running a startup, as you know. Yeah. 

Adam Sroka: And on that thread a little bit, you, there was a podcast appearance that you were on not long ago and you asserted that the philosophy at Modo was to do a small number of things really well.

And that’s one of those soundbites that I think is easily said and hard done. How do you, how do you live that from top to bottom in big strategy decisions, but also like getting the people on the ground to, to, to feel it as well. 

Quentin Scrimshire: Again, this is a podcast in itself. So I’ll start with, I don’t know if you’ve read the book.

You’ve, in fact, you’ve got basically a whole library behind you, a business book. So you better have this one on there. I don’t know if you’ve read Crossing the Chasm by Geoffrey Moore. It is, I’ve probably written down here somewhere. 1991. So in 1991, he wrote this book and it’s about enterprise software.

Back when software selling, he was a Californian guy back when software selling was you’re selling on premise software onto people’s own servers in their basements. This is before cloud, before Salesforce, before Google, before any of this stuff. And, um, the, the book is so well written and it makes the argument that there is, um, a normal curve, a distribution curve of.

Folks who adopt your product and most companies fail when they launch new products between the first quadrant and the second quadrant, which is like the super early adopters, the people who will buy it because they really like technology and the next folks before the middle of the bell curve. Just behind, I can’t remember what they’re called now, but just behind the early adopters, people who are forward thinking, but, um, not laggards.

Early majority. Yeah. Early majority. There you go. I should have done some research for this. And in between them, there’s a chasm. There’s this thing that most companies go between those two customer types that fall down the chasm. Anyway, to get round this, Jeffrey Moore says, and I believe him, what you need to do is focus on a really small market.

He calls it a beachhead as if you’re kind of doing the D Day landings, whatever. You focus on this beachhead and you throw all your resources at this tiny little problem with a small subset of customers, and then you expand from there because once you’ve made your beachhead, you can defend it. And so what we decided to do was focus on.

One ideal customer profile. So there were 20 names that we put on the board and they were, I can still remember lots of the names, but I’m not going to shout them out because they’re going to find it really creepy. And they were asset owners, asset managers. So this was the person at Gresham house or the person at gore street capital, or the person at Centrica who was, Personally responsible for managing those battery assets.

And so we decided all we were going to look at is Great Britain. All we were going to do was batteries, we weren’t going to do wind, we weren’t going to do solar, we weren’t going to do anything else. And all we were going to do is build software for those 20 names, those post it notes on the wall. What that meant was, we got away with it.

We got away with it on two sides. Firstly, those people that we were building software for, they couldn’t believe that we were building software for them. Who wouldn’t in their right mind build software for such a tiny market that, um, you know, it’s, it’s just not big enough for any venture capital or most companies to even think it’s important.

And so Modo started off as this annoying little software company on the side, not annoying to customers, but annoying to our customers. You know, our competitors now are basically consultancies, right? And they’re like, Oh, who’s this Modo people? Oh, they only look at batteries. That’s so small. We’re not going to fight them on that.

But what we managed to do was really focus on being a value add for those customer types. And they appreciated it. And we, we put them first and we started every meeting talking about them and really kind of, uh, moving the needle for them, I believe. And once you have that beachhead, you can expand from there.

And now we do multi products. Multi region, um, but we still, still only do battery stuff. We are grid scale battery stuff. We don’t do it, we don’t do it behind the metre. We don’t do wind. We don’t do, um, other stuff, just battery stuff. I think that’s important because then you can go into such detail with that.

Rather than being jack of all trades, we try to be, and in a touch wood, a silly thing to say, but master of, of one thing. And again, we don’t get all that right, but we’re, by closing scope, by reducing scope of the business. The strategy is to do just batteries in lots of different regions. And then once we’ve got a beachhead in lots of different regions, then we add the solar and the wind and other products.

Adam Sroka: I couldn’t agree more. And we’ve been talking before the recording about how Modo was a bit of an inspiration for, for, for Hypercube because we, I was aware of my time at Origami, we were, I was aware of what you were doing. I thought it was really interesting. Another sales book. Uh, the, I think it’s called the ultimate sales machine, really good, like the cheese bag name, um, by Chet Holmes.

But he has this concept of the dream 100 and it was first presented to me as, could you handle a hundred customers? Well, absolutely not. No, no B2B. Like absolutely not. No, we’d explode. And so it was like, so why are you marking marketing to thousands? Like why not write those hundred customers on a whiteboard?

only market to them and only build products and services for them, which is a reflection of what you’ve just said to me. And so, yeah, we did exactly the same thing. And so we started out, I was like, I can’t be the data AI consultancy. I can’t be the data AI consultancy for the UK. I can’t even be the data AI consultancy for Scotland.

I could be the MLOps consultancy for energy companies in Edinburgh. I could do that because I can be big enough. I can. It’s a bit weird and everyone would think, oh, that’s really niche and we’re now expanding and widening that circle exactly slightly differently. I think I’ve come to the similar idea from a different place, but I totally believe in that.

And customers love it like they do. Buy into it because you, you, start to stack the same expertise from top to bottom in your business as your customers have in theirs, everyone speaks the same language. It’s not like smoke and mirrors, Wizard of Oz stuff. It really plays out in your favour, I think. So talking about delighting large numbers of people, many of our audience will be aware of that.

You host a pretty substantial podcast and I wanted to lean into that a little bit. Content seems to form such an important part of what you do and even podcast aside, the charts that you guys fire out every week and you see them on LinkedIn and like actual proper fresh insights, like real analysis.

I love all that. What, where did that lightning bolt come from? It’s because to me it seems like such an obvious great idea, but what made you think content might be the thing here? 

Quentin Scrimshire: So I think there’s a, there’s a few strands to this. There’s a demographic change that’s happening in the energy industry, which means there’s, there’s lots of new entrants and the people that are now decision makers are starting to be millennials and Gen Z’s and millennials and Gen Z’s interact with businesses and software and services very differently.

To, um, the generations above them. So that’s the first thing, you know, if you want to build a, uh, intergenerational, globally impactful, massive business, that’s going to move the needle on the energy transition, and I want to be doing this job in 20 years time. So if you think long term, you’ve got to think about what, what.

What’s happening there? And so there’s one thing, the demographic thing. The other thing is we made a decision that we wanted to market the business. Uh, we were focused on small and medium businesses at the beginning. So SMBs, and we wanted to market the business like a B2C company, but in B2B, which not many people were doing at the time, but it’s a lot more popular now.

And that’s because. We felt that freemium and self serve is a big part of customer acquisition. Um, we wanted a free product that was really value add. And so because there’s this new demographic that wants to self-serve. They want to interact with brands in a different way. They used to be marketed socially.

And so that’s one strand of it. The other strand of it is, um, if you’re going to spend money as a business on marketing, there’s a load of, there’s a load of ways you can waste that money on low return on investment stuff. Personally. I’m not a fan of advertising. I think paid ads, and I think this might be a demographic change.

Ads are very, um, distracting. They’re interruptive. They’re just ugly. Adverts are just ugly, right? As a concept, you’re, you’re stealing time from someone when they have, you haven’t asked their permission first. And so, um, we had this idea that we knew that content was going to be important to us. We knew that building an audience was going to be important to us.

Um, because we didn’t want to spend the money on ads and other things. And so we decided, and we still do this now. We were going to spend a hundred percent of our marketing budget. We will spend 20 percent on community and 80 percent on content. And so we’ll come to the community in a second, but look at the content bit.

If you’re going to spend that money on content, where do you apply dollars to content that has the highest impact? Highest impact for you, retail and investment for business, you know, how do we acquire customers, but also highest impact on the thing we’re trying to do here, which is make the energy transition happen, right?

That’s why we get out of bed in the morning. That’s why we managed to hire incredible people because they all want to do that thing as well. And so we figured, um, we were going to produce a load of content. So how do you do that? Well, you can write blogs. The world is awash with blogs. There’s too many blogs on the internet.

Do you want to drown in a sea of blogs? No, that’s what most B2B companies do. Okay. Right. We’re going to do a white paper guys. Everyone, we’re going to do a white paper and an ebook. The world is awash with them too. And with large language models, it’s exactly the same. So which medium. Can you invest with the highest ROI?

And we decided that the best way to do that was in video and in, uh, audio. What’s nice about video and audio is, you know, the content, the information content, the fidelity of that communication. Medium is incredibly high. What’s also nice about it is it’s very authentic. You know, you, you really are letting customers and the world into your business, you know, they’re into your office, they’re with your people.

They know how you really are. And that’s quite risky. I think that’s why a lot of B2B companies don’t do it. So we decided we’re gonna get hard at video. Well, I remember we bought our first SLR camera for 700 quid and we couldn’t believe it, an SLR camera and an HDMI cable. And we’re like, right, we’re going to do this.

We’re going to be the net, the best, the next, uh, Netflix. And that was three years ago. And now we have, you know, a recording studio, six Netflix grade cameras. Um, we have full time producers, videographers, everything in our business is video, our internal comms is video, our investor comms is video, you know, video is in every part of the business.

And that’s really important to us. And then one last point on this is you can either build, do content to push your business, which I think is a failure, or you can do content to build an audience. And if you can build an audience, those people who get, if you can build, do content, create content that make, gives people an emotional response and they really learn something from it and they want to come back to it, they will come back and again and again and again, and say, what you’re doing is you’re doing a deal with the.

You’re doing a deal with your audience, which is to join our audience, join our community, and we will invest big on making sure that you have an incredible, entertaining, and um, educational experience with us. But it’s a thin line, right? Because if you, you’ve made a deal with them that you’re going to do that, and if you have a couple of big deals, Bad podcast episodes or bad podcast guests, or you produce crap content.

They just walk. And that’s always a, that’s, that keeps you honest. 

Adam Sroka: Just before we wrap up, um, you are involved in one of the cringiest things I’ve ever done in my life. And I like to tell everyone this horror story. So you, the team at Modo produced a brilliant. Was it like a, it was an advert, but it was supposed to be in the style of like a HubSpot advert or something a while back.

And on, so it was really good, really funny. And I commented on the post saying what’s the, how much would it cost me to get the team to do one for Hypercube? And I think. You and Tim responded. One of you said, um, they’ll do anything for a pack of Tangfastics. And someone else said they love Nando’s. And, and so I don’t know if you know the rest of the story, right?

So I have this, Oh, this is so cringe. I do remember that. So there’s a book there called the snowball system, which has got this idea called the Uh, this, where I stole this idea from, but to try and build relationships. Cause like we thought what you’re doing was cool. And we’re probably like minded. Let’s build a relationship.

This book’s all about, we’ll just send them gifts and start to like, they’ll start to build it that way. So the thought was I’ll send like a significant sum of Nando’s vouchers to your office unprompted. And that way, just as a way on the, as a joke, but just to say it was there because the thought would be then you’d take everyone out and you’d And then everyone knows who I am all of a sudden.

And that was like a great way to get sticky. So quite clever, I thought. Anyway, so I Amazon, I Amazoned five packs of Tangfastics and, um, something like 200 or 400 quid’s worth of Nando’s vouchers to your office. And they, they got, they, they went in separate, Packages and someone at your building rejected the vouchers and that was that.

So, oh no. So I’m the creepy guy that sent you a load of sweets. . 

Quentin Scrimshire: That’s, that’s awesome. I need to go and ask the team about those tank Fs. 

Adam Sroka: So I, if next time you’re back over, I’ll take you and the team for Fernandos ’cause, uh, to make up for one of the quickest things we’ve ever done. Look, before we go, I always like to just ask everyone.

Um. Is there somewhere we can point them to, to find out more about you? Um, there’s something you want to promote or plug, um, please like, I’d love to, yeah, share your content, your material and, and your stuff with our audience. 

Quentin Scrimshire: Yeah, for sure. I mean, you can check us out on LinkedIn is probably our biggest social.

Area, but you also check out our platform loads of stuff’s available for free. I think if I needed to plug something, it would be how fast our forecasting capabilities have come along in the last couple of years. So we’re now our, we, we, we do long, I talked earlier about. Forecasting revenues for batteries, and this is a space that again has been dominated by consultants for a long time, and I’ve got nothing against consultants, but I don’t think the consultancy business model really makes sense in the future.

Personally, it’s a bit of a big statement, but that’s my, that’s my belief, and so I think we can serve customers 10 times better with software and customers can get 10 times the value with software, and that’s what we’re building, but when we first started doing this two years ago. It wasn’t really, um, we weren’t really taken seriously because the incumbents had all the power.

And in only a couple of years, we’ve moved to the stage now where we’re used by, um, some of the biggest banks in the world, most of the asset managers, public listed funds, auditors, insurers, the whole shebang. And that’s been such a long journey for us educating the market about how, what we do works and, um, how they can use it.

And so I’d say if you’re considering. Using any, what any, uh, company or service to do a forecast for your battery. Make sure you give us a call first. Um, because I think what we offer is really, really special. Um, and, um, but you just gotta see it to believe it. 

Adam Sroka: Very well said, and no, I can agree to that.

The Testament that many of the people we speak to, I’ve seen firsthand how, how that performs. So look, Quinton, you’re the pro here. So thank you very much. It’s been an absolute pleasure to have you on and wish you all the best with the little one, with Texas, with Modo and the 150 trillion that will be yours in their time.

Quentin Scrimshire: Uh, well, just, I don’t want to say I’m a big fan of what you guys are doing at Hypercube. Um, keep going at the content. Sometimes it can take 20, 30, 40 episodes for it to really take off. And you feel like you’re shouting into the abyss, but people are listening. Every time you do it, you get better. We support you and we’re behind you.

And if there’s anything we can do to help, then, um, hit us up. 

Outro: And that’s it for this episode of the Hypercube podcast. Thanks for tuning in today.

If you have any questions about the topics we covered, you can reach out to us on LinkedIn or check out our website at You can also join Beyond Energy, our Slack community of data leaders from the sector. There’s a link to sign up in the episode description. We’re just getting this show off the ground, so if you like today’s episode, please leave us a rating, review, or subscribe wherever you get your podcasts.

It all really helps. See you next time.