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INFINITE GROUP Q What cutting-edge technologies are you most excited about? A Dual chemistry battery stor- age and power management control systems. The dual chem- istry battery system 'Gemini', developed by Peter Stephenson at GS Yuasa, provides options for large cost savings on battery storage by combining Lead Acid and Lithium Ion in one bat - tery - maintaining performance whilst reducing the Lithium Ion dependency that the industry seems focused on. Gemini brings forward the viability tipping point for medium scale bat - tery storage solutions in the commercial sector. The ADEPT power management platform, developed by IRL in conjunction with Swanbarton, GS Yuasa and Sheffield University, provides flexible solutions for technology control and energy management which enables the development of commercial community en - ergy centres. The ADEPT power management platform allows flexibility to respond to changes in legislation and regulation. Q As an SME, what are some of the main chal- lenges you face when it comes to engaging with the wider sector and the regulator? A Resource. To enable proper engagement takes time, money and manpower. The regulation and legislation within the energy sector is evolving at pace and meaningful engage- ment takes a large commitment of resource to maintain focus on what is a moving target. Q How smart is the smart revolution going to be? A The smart revolution is dependent on the full inte- gration of manufacturers with the network and utility provid- ers. From white goods and tech manufacturers through to vehicle and machinery manu- factures, everyone has to work together. The level of cohesion and integration between all par- ties will dictate just how smart the smart revolution will be. Q Why do UK utilities need to evolve? A In the move towards decentralised distributed power, the utilities need to work with SMEs to engage with community scale projects and to enable smaller scale commu - nity schemes to take advantage of the solutions offered by the utilities. Q Can regulation be a barrier to innovation? A Yes, peer to peer trading is a good example of regulation preventing innovation. Q What are the biggest disruptors facing utili- ties? A Decentralised distribution of energy and the demand for greener power. A collaborative approach This section features regular interviews with small and medium size enterprises (SMEs) to highlight the work they're doing with networks and the types of technologies that are driving innovation forward. This month, Andrew Crossman – director of Infinite Group – comes under the spotlight. GET IN TOUCH If you're interested in being featured in the new Supplier Side section, or know of someone who might be, please get in touch with the editor at alecpeachey@fav-house.com "The regulation and legislation within the energy sector is evolving at pace and meaningful engagement takes a large commitment of resource to maintain focus on what is a moving target." l Infinite was formed in 2010. The company partnered with Albion Ventures Ltd, a VCT fund in London, to develop merchant wind power projects. Infinite currently co-owns, operates and manages a portfolio of 17 schemes totalling over 10MW across the UK. Infinite are at the forefront of microgrid and renewable energy storage development and have partnered with GS Yuasa to develop the ADEPT power management platform supported by Innovate UK. Q How did you get to where you are today? A IRL partnered early in 2010 with Albion Ventures – a VCT fund keen to invest in renewable assets. This enabled IRL to start to develop and build turbine sites and to grow its asset base by co-owning and operating the assets. This ena - bled growth of the business and the ability to develop emerging technologies based on an estab- lished track record. Q What is the best way to try innovations on a huge customer base/na- tional operation? A Innovate UK help remove the financial barriers that preclude the development of many innovations. The process of applying for Innovate UK funding also refines the project and focuses the outcomes. Confidence is the key in devel - oping any innovation in energy generation; l Consumers must have total confidence in security of sup - ply. Working with established partners to deliver innovation and rolling out a varied programme of pilot projects, enables consumer confidence to build in the market. l Confidence is also key for in - vestment partners. Track record, established partners and proof of sound core concepts enable access to investment funding in order to scale the project development. l IRL have partnered with industry leading battery manu- facturer, GS Yuasa, Centrica Business Solutions and Albion Venture to deliver the energy centres at scale and with confi - dence. NETWORK / 42 / FEBRUARY 2019