The belief
A proven technology usually stalls for reasons that are human and structural, not technical. That gap is where the value sits, and it is widening.
Scott Davidson
The hard part is rarely the technology.
I find where a hard, physical industry has outrun its own ability to adopt the technology that would change it, then build the commercial structure that closes the gap. Solar did it with the PPA. Revolv did it for commercial fleets. The next one is taking shape now.
Ascnd Foundry is the company I work through.
The thread connecting all of it is adoption.
Technology keeps outrunning the ability of physical industries to absorb it. The barrier is almost never the technology. It is organizational: incentives, change management, institutional inertia. Closing that gap is the work.
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The method
I work that gap three ways. I advise founders building into it. I invest in early-stage companies that fit the thesis, in markets I know firsthand like energy and industrial technology. And when the problem is right, I build or run the company myself. Underneath, the move is always the same: take on the structure or the risk that has kept a proven technology from being adopted. Solar did it with the power-purchase agreement. Revolv did it with a performance contract that carried the risk for the fleet.
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The record
Two decades in capital-intensive businesses where the scaling challenge was the pace of adoption. A decade at SunPower in utility-scale solar. Then Revolv, founded and led to a strategic acquisition. The same pattern, twice.
Revolv was the second time I ran this play. Founded in 2019, built into a fleet-electrification platform running more than 100 commercial EVs across 13 sites for fleets like Brinks and Vestis, and led through a strategic acquisition by Zenobē in 2026. Before that, a decade at SunPower deploying utility-scale solar in diverse markets across North and South America.
The full record →