Greg Jackson

I was going to say, I didn't really answer your question about the engineering.

I'm sorry, yes.

I was going to say, you've got to remember, all these things are run by markets.

And so, for example, one key feature of the Spanish market was that with batteries, you couldn't stack different revenue sources for a battery.

So you only had one revenue source.

Whereas in the UK, you stack different revenue sources.

You get paid.

You make money by arbitrage in the grid.

You make money by balance in the grid, by reacting to frequency issues.

And because you can stack the revenue in all these different ways, batteries are much more financially attractive here, which means the engineers have got more tools in their box.

Whereas in Spain, the engineers don't have access to that tool because the market hasn't provided the incentive.

And so very often, this critical moment of transition, which you're kind of referring to, we have a world where markets have got to move at the same speed as technology and engineering innovation, and it's not happening.

And then you get consequences like this.

Yeah, and essentially, by the way, that is what some grids have.

You get paid for helping, for example, sort out frequency issues.

And, you know, there was an interesting thing we had in the UK where we've got this technology platform, Kraken, that drives Octopus, but manages... I mean, by the way, to give an idea about the amount of data in the modern grid, today, in the UK alone...

Kraken processes 300,000 rows of data per second.

That is 30 times more than Visa, the payment network, globally.

And so energy is very rapidly moving from a world where you have very little of this kind of real-time data to a world that is astonishingly data-centric.

And that's the way in which you can sort of manage a lot of problems we're talking about.