Startup Series: Project Canary

Apr 7

Today's guest is Anna Scott, an atmospheric scientist and the Chief Science Officer & Co-Founder at Project Canary.

As a scientist, Dr. Scott has worked on projects around the world with the Red Cross/Red Crescent’s International Climate Center, NASA, The World Bank, and numerous local governments. She has installed sensor networks and led field campaigns in Birmingham, Alabama, Nairobi (Kenya), and Baltimore, Maryland. Dr. Scott founded the Baltimore Open Air project, a community-based air quality monitoring project that designed, built, and deployed air monitors in the Greater Baltimore region.

She received her PhD in the Earth and Planetary Science Department at the Krieger School of Arts and Sciences at Johns Hopkins. She also holds a Bachelor’s degree in mathematics from University of Chicago, a Master’s degree in Applied Mathematics from the King Abdullah University of Science and Technology (KAUST), and a Master of Arts and Sciences in Earth Science from Johns Hopkins University.

Project Canary is a data analytics and environmental assessment company committed to accelerating the path to net-zero. We focus on methane emissions measurement and reduction, freshwater use, and community impacts for energy-intensive industries. Our customers now have a holistic, granular view of their operations from tip to tail at their fingertips 24/7/365. As the business world has become more data-reliant, our independent, high-fidelity insights give stakeholders - investors, buyers, operators - an ESG-ready view of a company's environmental footprint and progress in real-time on a facility by facility basis. The company announced their $111m B round if financing in Feb. 2022.

In this episode, we cover Dr. Scott's journey and path to working in climate and working at Project Canary, as well as a deep dive into the company, what it does, and why it matters.

Enjoy the show!

You can find me on twitter @jjacobs22 or @mcjpod and email at info@mcjcollective.com, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.

Episode recorded March 30th, 2022

In today's episode, we cover:

An overview of Project Canary
How Project Canary co-founder Dr. Anna Scott made the transition from research to entrepreneurship
What led Anna to focus on methane leak detection for oil and gas companies
How Project Canary’s environmental reporting platform helps oil and gas companies and utilities understand and manage their emissions footprint
What role oil and gas companies have in the energy transition

Jason Jacobs: Hey, everyone. Jason, here. I am the My Climate Journey show host. Before we get going, I wanted to take a minute and tell you about the My Climate Journey or MCJ as we call it membership option. Membership came to be because there were a bunch of people that were listening to the show that weren't just looking for education, but they were longing for a peer group as well.
So we set up a Slack community for those people. That's now mushroomed into more than 1,300 members. There is an application to become a member. It's not an exclusive thing. There's four criteria we screen for. Determination to tackle the problem of climate change, ambition to work on the most impactful solution areas, optimism that we can make a dent and we're not wasting our time for trying, and a collaborative spirit. Beyond that, the more diversity, the better.
There's a bunch of great things that have come out of that community. A number of founding teams that have met in there, a number of nonprofits that have been established, a bunch of hiring that's been done, a bunch of companies that have raised capital in there, a bunch of funds that have gotten limited partners or investors for their funds in there, as well as a bunch of events and programming by members and for members and some open source projects that are getting actively worked on that hatched in there as well. At any rate, if you wanna learn more, you can go to my climatejourney.co, the website, and click the become a member tab at the top. Enjoy the show.
Hello, everyone. This is Jason Jacobs, and welcome to my climate journey. This show follows my journey to interview a wide range of guests to better understand and make sense of the formidable problem of climate change and try to figure out how people like you and I can help. Today's guest is Dr. Anna Scott, chief science officer for Project Canary. Project Canary is a data analytics and environmental assessment company committed to accelerating the path to net zero.
They focus on methane emissions measurement and reduction, freshwater use and community impacts for energy intensive industries. They also recently raised a massive Series B. I was excited for this one because Anna's got a fascinating story. She's got her PhD in atmospherics science, was not seeking to be an entrepreneur. But as she says, entrepreneurship found her.
We talk about where her passion for tackling climate came from, her path to becoming an entrepreneur, the early days and lessons learned as she set out down that path. We talk about the merger and how that came about, when came about, why that came about. And of course, we talk all about Project Canary, their origin story, their progress to date, their long vision, what problem they're solving, what customers they serve. And have a fascinating discussion in the end about working with big oil and gas companies and what Anna's thoughts are on the future of big oil and gas, and also how to work with them and still feel good that you're having an impact on accelerating the clean energy transition. This was a great one and I hope you enjoy it. Anna, welcome to the show.
Anna Scott: Hi, Jason. Thanks so much for having me.
Jason Jacobs: Thanks so much for coming. And we were just chatting before we hit record here. But I can't remember from who, but you and I were first introduced very early on in My Climate Journey and pre Project Canary for you. And we had a great discussion at the time. And we haven't talked since, so I'm so psyched to reconnect with you and hear everything you've been up to, which it sounds like has been a whole lot.
Anna Scott: Yeah. And, and likewise. You know, it's been so exciting to follow the climate journey along the way to, to where it is now. Kudos to all the success that you've had. And it's definitely been a journey. I don't know if you feel that way [laughs].
Jason Jacobs: Oh, yeah. No, I do. I... I mean, I think the name is really I aped and it's also got staying power 'cause it's not like it's one day gonna not be a journey. I mean, it's such a complicated problem. And then the landscape continues to evolve in terms of the, I mean the world and, you know, where we're at with everything. But also, like, the different solutions, the policy landscape, the consumer sentiment, the geopolitics, the...
Like, even just look at the events of, you know, the last few months with Ukraine, for example. Like, who could have predicted and, and has a lot of implications. The pandemic. Like, who could have predicted and has a lot of implications. So, you know, li- life isn't dull. It, it's, it's a lot to keep up with [laughs].
Anna Scott: No. Life is definitely a journey. And if you do meet somebody who says they have it all figured out, please introduce them to me. I'd, I'd love to learn from them [laughs].
Jason Jacobs: [laughs] Well, for starters, Anna. Maybe for the, for the audience's benefit and, and for mine, can you give a quick overview of Project Canary and what the company does?
Anna Scott: Yeah, absolutely. So Project Canary is an ESG data analytics company that helps emitting industry get to net zero using measurements. So we have two signature products, one of which is our sensors that we put on facilities and we measure emissions in real time. And I think we're best known for our measurements of methane because we do them continuously. So we've insisted that we need 24/7 continuous monitoring particularly in what's called the upstream oil and gas sector.
We have this other product, which is an environmental assessment that we take a really rigorous look at the engineering of facilities, not only the wells but now the pipes as well, to understand how well somebody did constructing their energy facilities basically. And what people have, have really started using that for is to actually differentiate the natural gas commodity, not only on the basis of chemicals, which is... You know, that's a standard way to differentiate commodities, but on the basis of environmental attributes. And that's something that we, we've seen take off. But all in all we think about ourselves as a data company that provides really robust and rigorous measurements that the economy needs to get, to get us moving towards net zero.
Jason Jacobs: Great. And, and maybe talk a little bit about how you came to be doing the work that you do. Especially because I, I think you have your, what, doctorate in atmospheric science. Is that right?
Anna Scott: Yeah, yeah. That's correct. So, I mean, I think I, I meet many people who say, "Oh, I always wanted to be an entrepreneur, and I knew from, you know, a little kid playing Monopoly that it was not the case for me." You know, entrepreneurship I think came to me rather than me going to it. I'm happy we found each other [laughs].
Jason Jacobs: [laughs] I've never heard it described it, like, personified in this way [laughs].
Anna Scott: [laughs] I thought I was going to be a, a scientist. You know, when I went to college, I studied math. I did a master's degree. I did a PhD. In my PhD program, I was studying climate science.
Jason Jacobs: And what made you decide to become a scientist in the first place?
Anna Scott: I wish I knew. I think, you know, my parents were scientists. I always saw them-
Jason Jacobs: Well, there you go.
Anna Scott: Yeah.
Jason Jacobs: That, that explains a lot. That typically... Well, it's not always how it goes, but it seems to go that way a lot.
Anna Scott: Yeah. I mean, I think as a kid, like, what do you know? Like, I was like, "I don't know anything about the world, you know." And, you know, I, I saw them working on really challenging problems. I saw them working on really political problems, really tough problems. And I think as a kid I always had this aptitude or math and, you know, it wasn't really clear what you do with that.
Like, there are very few people in the world who, who work as mathematicians and, you know, I didn't really know what I wanted to do. But, you know, people suggested that because I had some of this aptitude, they're like, "You should think about going into science." This was probably around the time when Obama was like, "Hey, you know, we need more bull studying STEM in the US." And so I just kind of kept f- following my nose a little bit.
And I found out about climate probably my freshman year of college. Because one of my professors who is, I think, what, y- you know, you'd call a climate scientist now was teaching this field course where we got to go out on a tall ship. And I was like, "This sounds really great. This does not sound like real school. Like, I'm gonna go, like, live on a sailboat for a little bit."
And I did do that. And it was great. And I... It was a lot of fun, but I also learned about this thing called climate change. And it turns out that in order to understand climate change, we need a lot of math. So there's a lot of mathematical modeling that goes into that. There's a lot of equations, there's a lot of physics. And so it, you know, ended up marrying really nice with my background.
And at the time it was quite exciting because, you know, there are these, these scandals you'd read about on the newspaper and then you'd hear about them in the classroom. So, you know, to take this really far back, there was something called like climate gate. This was probably back in like 2009 or '10 or something where all these professors got their hacked by, you know, anti-climate activists.
And, you know, that was pretty exciting to me. Like, I had never done something that was worthy of hacking. But, like, hacking my inbox. Like, my inbox was probably like, you know, "Hey, you guys, you know, are gonna go to this party this weekend [laughs]."
Jason Jacobs: [laughs]
Anna Scott: So I think that was really my hook.
Jason Jacobs: And so you were on a track to be a scientist and you said that you didn't go out to find entrepreneurship. It found you. Maybe talk a lit- a little bit about how it found you.
Anna Scott: [laughs] So eventually I kept going. And, you know, to be a working scientist, I'd observed that many people had a PhD. So I thought, "Okay, like, I'll go to PhD school and you can get scholarships for that." So I was like, "Great. I'm not gonna starve. This is awesome." And someone pitched me this idea that I... You know, for a research project, I would do some field work, which was...
That was, like, even crazier. I was like, "You want me to go outside?" Like, I'm not particularly athletic. I'm not... I wasn't a super outdoorsy person. But I ended up going around and, and doing a lot of measurements of temperature. And in doing that, I talked with a lot of people 'cause I was doing this in cities. And so if you're, like, out and about in the middle of the day doing something weird, you look like you're out of place.
I was often in neighborhoods where, you know, there's a very different ethnicity than a lot of people. I was also, you know, a young woman. People would come up and talk to me and they'd like, "What are you doing [laughs]?" And, you know, we'd get in a conversation and, you know, I'd talk about, you know, I'm an environmental scientist. I'm working with the city or I'm working with the Red Cross or I'm working with whatever group it was that I was working with. And eventually it would come back around to what they were most concerned about. And-
Jason Jacobs: I just wanna quickly interject. Too bad this was pre TikTok because this would be fascinating. I would follow your channel if, if you were recording these discussions when these people approached you [laughs].
Anna Scott: [laughs] Well, I don't know if I look so flattery. That's the other thing. Like, when you're out in public, like, the public always has the last word. Like, I met so many people. Like, they should have had me on, like, their TikTok channels. I would've followed them. But, you know, e- eventually came up that people were really interested in air pollution and they're really concerned about what they were breathing. Ha-
You know, people knew a lot of people who had asthma or COPD or any of these diseases. And they would ask me, "Is the air that I'm breathing clean?" And I would say, "Gee, golly, gosh, [laughs], like, I don't know." And that seemed really not super satisfying for a number of reasons. One was because they perceived that based off of my introductions, I was an expert and I knew more about this than, than they did. And so I ought to know.
But I didn't know. And I started looking into it and I started asking regulators and companies and NGOs and activists. And everyone had the same answer, which was that the technology to monitor what's in our air is too expensive. And I'd say, "Okay, why?" And nobody had a good answer for that. They would just say, "Because." And I thought, "Well, that, that can't be right."
Like, we've seen technology costs decrease precipitously for so many components of our supply chain. You know, we have Moore's Law applying to... Was it transistor density on ships. We have laser prices are now following Moore's Law. So, you know, I, I found that that was a really unsatisfying answer. And I kind of set out to, to figure this out on my own. And, you know, several years later here we are. You know, we've got thousands of sensors out in the wild that are, that are telling folks what their climate emissions are in real time.
Jason Jacobs: And so once you started on this quest to figure out why the existing tools were so expensive, what did you uncover and what was your initial hypothesis in terms of how you would do it differently and what it was about your approach that gave you the conviction that it would succeed, where it sounds like so many others have failed?
Anna Scott: Oh, gosh, Jason, here's where I'm supposed to have a strong answer to be like, you know, the moment I set out to do this, I was like, "Yes, this is what we're doing. And I know how we're gonna do it. And this is how-
Jason Jacobs: Lighting bolt in the shower, right?
Anna Scott: [laughs] Yeah. Right.
Jason Jacobs: [laughs]
Anna Scott: No. I mean, I think the short answer is, there's a little bit of the bumbling naivete of, like, you don't know what you don't know and just s- kind of put one foot in front of the other, kept talking to people. And, you know, really wanna emphasize that did not know what I didn't know piece [laughs].
Jason Jacobs: But I think about this a lot because there's a lot of, like, "experts" who have been at this a long time and, you know, were through the last clean tech wave and things like that. And it's not that their, their battle scars aren't hard earned or extremely valuable, but it's a double edged sword.
Because just, like, they know where the landmines are, they can also sometimes be jaded where sometimes you just need that blind ignorance because, like, situationally it's a different time and it might even not be things that you can put your finger on, or that would even be visible to you. But it just might work out different with more shots on go even if it wasn't a different approach, right? And so it's very hard to know, like, what, to, what advice is gonna save you and what advice is is gonna, you know, set you off course when you were so close, if you had only tried.
Anna Scott: Oh, and I totally love the phrase blind ignorance, 'cause I, I think there's certainly some of that as well. But, no. Totally. And I, and I think, you know, there's, there's al- almost certainly some element of luck. You know, at the time I'd never heard of clean tech. Like, yeah, I knew what, like, solar panels were, you know. But other than that, I think there is something to be said for having...
And there's something to be said... I'll finish that. There's something to be said for having enough ignorance to go after something. But there is some luck involved as well. You know, I, I was young. I didn't have dependents. I didn't have family members. I was taken care of. I was, you know, straight out of graduate school. I-
Jason Jacobs: Was it just you?
Anna Scott: At that point I had some buddies in graduate school who... You know, along the way I was kind of, like, drafting people to be like, "Hey, you know, like, I know you love, like, hacking together stuff with Arduino. And, you know, hey, I know you really can do really good industrial design, I think." I didn't even know what that phrase was at the time. And so, you know, it was just kind of Saturdays evenings. You know, eventually somebody suggested we do a, a crowdfunding p- product.
Jason Jacobs: And so you, you were in a PhD program at the time?
Anna Scott: Yeah. So this is kind of like my-
Jason Jacobs: Which is pretty... That's pretty intense, right? Like, just to keep up with the academics, l- like, entrepreneurship aside.
Anna Scott: [laughs]
Jason Jacobs: And you just kind of... For sport you were just like, you know, moonlighting on getting a company off the ground.
Anna Scott: Yeah. I mean, I think at the time I didn't really know it was gonna be a company. I thought this was just like, you know, something I was exploring and something I was interested in. And I was so lucky that I had people around me that were encouraging me to kind of explore. They didn't think it would go very far. Like, I remember this one time somebody found out that the, the EPA was, was having a grant application.
And so they, you know, they sent it to me and they're like, "Oh, this would be a really good experience for Anna to apply for this, you know, because she won't get it, but she'll be able to, like, do it better next time when she goes on in her scientific career." And I remember we ended up getting the application. We ended up getting the grant. And one of my professors saw me and he, like, high fived me.
And, you know, I, I had two kind of supervising... I... Essentially two bosses that I worked for. And I remember after high fiving me, he said, "Oh, boy, you know, your other boss is gonna kill me 'cause, like [laughs], you're never gonna graduate at this rate." So I think there's some folks that, you know, were lucky to support me. But, yeah, there were also some trade offs and I got some lucky breaks.
Like, you know, one of my PhD advisors, you know, had a sabbatical one summer and was off in Australia [laughs]. And so, you know, there, I probably wasn't progressing as fast that summer as I was some of the other times. But I think it's all worked out in the end.
Jason Jacobs: And so was there a specific moment that you recall where it graduated from project to company?
Anna Scott: Well, certainly I remember the first time somebody said, "Hey, I'd like to give you money for this widget." I thought, "Wow. Oh, that's, that's really interesting." I think really at the time I thought, "Oh, this could be, like, a cool community nonprofit." You know, I really had no idea. And then I ended up meeting... I remember who it was. It was actually Ben Jealous who's with Kapor Ventures.
And he was at our university for the day just, like, mentoring in the startup center. And someone had, you know, taken a shine to me and they were like, "Oh, Anna, like, you're not in our whatever, our startup programs. But, like, do you wanna come down?" And I had actually biked over. And in the time that it took me to get over to come to my appointment, they had canceled it. So I showed up and I was like, "I'm here for my meeting with this, like, VC." I'd never met a VC before.
And they're like, "Oh, like, s- that sucks, Anna. Like, we've canceled your meeting." And I was like, "Oh, darn." But they're like, you know [laughs]... And I just... I think there's so many lucky breaks. They're like, "Why don't you just sit here and, like, maybe if there's, like, a hole in the sketch, we'll just, you know, get you your five minutes or something."
And so I got five minutes with, with Ben Jealous and, who, who's a, a venture capitalist and who's more importantly a social impact venture capitalist. And he just... You know, I explained what we were working on and he said, "Hey, you know, have you considered, like, making a, a scalable business out of this?" And I was like, "Nope [laughs]." And he was like, "Well..." [laughs] And, and I think even worse, I think I was like, "Well, I don't... You know, I don't really know if this is the type of thing that people wanna pay for so it makes me think it's more of like a, a nonprofit type model."
And he s- he said, "Well, you know, there's this thing called, like, social impact venture capital. Like, have you ever heard of this?" And I was like, "Nope [laughs]. No idea." You know. So a- anyways, uh, long story short, he ended up agreeing to take a longer meeting with me and was like, "Here's some books that you should read." And one of them was this book, Lean Startup, which, you know, this is, like, startup 101 [laughs] at this point. But I had to have somebody, you know, tell me like, "Here, like why don't you read The Innovator's Dilemma and, like, you know, Lean Startup and, and all of this other stuff."
'Cause at this point I had had... You know, in my, my career I had worked with some pretty big name organizations. You know, I had done consulting work for NASA and the World Bank. I had, was volunteering for the Red Cross's Climate Center. So I'd worked with really large organizations but, like, not on the commercial side. So in terms of how to make, like, a corporate sale, I was like, "I have no idea."
I had set up these partnerships, I had set up public private partnerships, but really limited on some of the other experience [laughs]. So, you know... But I was eager to learn and I said, "Tell me what to do and I'll, I'll, I'll do it and I'll read it." And so, you know, I read the stack of books and, and started looking into startup accelerators and that was kind of it. So I don't know if that was a lightning bolt moment, but I think that was certainly a moment of luck where I was a little bit lost in the wilderness and, you know, someone was able to give me a little bit of a nudge.
Jason Jacobs: And maybe talk about some of those early iterations and learnings and also, you know, fast forward to how the merger with Project Canary came about. And then we can switch gears and of course, talk about the work that you're doing today.
Anna Scott: Yeah. I mean... Oh, my. Like, so many lessons. I, [laughs] I should probably, you know, sit down and, and distill this. No, I don't know. I think we've just kept running. But it's so funny. I was just catching up with a, another founder the other night and we are just laughing and saying, you know, "We would do this so much better if we got a second chance [laughs] to do it again." Just, like, all of the silly mistakes.
Jason Jacobs: That's how I feel about high school or college-
Anna Scott: [laughs]-
Jason Jacobs: ... or [laughs] definitely youth sports. Like, p- I... [crosstalk 00:19:40] Yeah. Yeah. Yeah. [laughs]. [crosstalk 00:19:43] I dunno. Life is... That's life, I guess.
Anna Scott: Yeah, no. It, it, it totally is. And so it's, it's understandable. I mean, I think some of the early lessons were really just around, like, asking for help, you know, building out a network. You know, when people offer to meet with you, like, keep them updated, keep them in the loop. Like, even if you think it's only bad news, like, keep in contact with them. You know, like I would...
At this point I, like, lost contact with Ben Jealous. But, like, it, it would be so awesome to be like, "Hey, you know, like, I don't know if you remember this, but, like, you know, this was a pretty crazy journey that you nudged me on." And so I think some of those early, early lessons are that. It's, like, you know, build it with a team, build it with a group and then take people along with you.
There's then of course, a lot more tactical lessons around fundraising. Like, the first time you've done any fundraising, that's really scary. And I actually... You know, I looked out because I got into an accelerator and that was our first check, was from Techstars. You know, folks who go after their local angel groups. Like, I live in awe of... Like, I, I don't know how they pull that together.
Especially as first time founders, you know, my hats are certainly off to them. And then I think maybe the, the third one is it probably still goes back to network. It's definitely surround yourself with a, a good team of people. And if there's holes in what that team looks like, go get it and prioritize that, and prioritize that above other stuff. So there you go Jason. There's, there's three lessons. I'm sure there are many more [laughs].
Jason Jacobs: Well, those are some lessons. But maybe talk about the experiences that informed those lessons.
Anna Scott: I think, you know, the, the leap of faith that I took and that I encourage my then team of, my little gang of, of scientists from graduate school to take with me was that we would figure it a lot out along the way. And that is certainly something that happened. You know, I think there's the run of the mill stories like, "Oh, that time we, like, you know, forgot to do the budgeting in the right order because we didn't realize like what a net [laughs] 60 contract looked like and, you know, almost ran out of money and delivering our first prototypes."
I think that one's definitely classic. But, you know, I think there was also the more frustrating moments. Like, you know, when we went through our accelerator program and a lot, lot of, a lot of our mentors were like, "Who are these guys [laughs]? And, like, they don't know what they're doing." And we didn't always get, you know, the firmest advice in, in like the best direction to go.
And actually I think when we started going after this, this, like, now pretty big methane market, initially a lot of people were like, "That's not a good idea and don't do that, Anna." And, you know, I, I didn't listen. And so I, you know, I think there's probably some lessons there with make sure that you have good advisors, but also you want folks who have domain expertise, right?
And sometimes, you know, we have a lot of folks who are really, really interested in, in climate and clean tech, but, you know, may not know the industry or may not know, you know, the specific vertical that you, or niche that you might be selling into. And then sometimes maybe you're just pitching something that doesn't make sense yet. Because certainly one funny story I tell is that I approached one strategic venture capitalist, uh, v- venture capital fund that's affiliated with, with the company, a large big name company.
And I remember the investor is like, "Anna, like, operators hate what you're doing. Like, they hate what you're selling. Like, this is a terrible business model." You know, flash forward two years later, they're considering an investment and COVID happened. Flash forward another year later and, and they're our customer and they're announcing it quite publicly. And so I think that's the other lesson here is that, you know, you can get all the advice you want in the world, but sometimes people are wrong and they wrong about the companies that they represent. So even when someone tells you, "My company is not interested in this." That might not be a true statement forever.
Jason Jacobs: And when you said earlier that, that people were skeptical of the market you were going after, and that there's some lessons there, were the lessons about the market or about... What were the lessons there?
Anna Scott: Oh, boy. I mean, clearly I'm, like, still processing this 'cause I, I can't clarify this [laughs]. So if you're listening to this and you're like, "I need the lesson." I don't know. R- reach out to me and I'll come up with the lesson in the time it takes us to process and post this episode. I mean, I think some of it is you gotta be earl- You certainly do have to be early.
And if you're... You know, if you're doing some type of, like, venture backable startup. I think about it like surfing. I'm a very mediocre surfer. But in surfing, there's a wave ,you wanna catch the wave. But you gotta be in advance of the wave and you gotta... Like, you gotta paddle before the wave gets to you in order to get the wave to carry you. And I think that can be really tough because a lot of times... You know, today, A, many people who are starting technology type companies are starting software companies, for example.
And so the traditional forms of capital raising are off the table for them. So you have to turn to friends and family for money. And, you know, maybe you're doing something like we do that involves hardware and that makes it even worse to go to, you know, traditional venture capitalist 'cause they're like, "Ooh, like, this isn't really the right model." So you, you need to get that early money. But a lot of folks say, "Well, we don't really wanna give you money until you have, like, early revenue."
And so this is a really tough problem to solve for a lot of people. I can't claim to have totally figured it out myself. 'Cause I think we just did the traditional thing of like, you know, you underpay yourselves and you kind of wait for the market to pick up. And then I think, you know, on the flip slide, a lot of people were like, "Well, if people aren't paying you, then they're probably not interested in this product." And I think it turned out folks, like, the wave just hadn't hit yet.
Jason Jacobs: Got it. So when people were saying it's a bad market with the benefit of hindsight, it might have been a bad market at the time but that was because it was early?
Anna Scott: Yeah. Yeah, 100%.
Jason Jacobs: And the market that you're referring to is methane monitoring?
Anna Scott: Yeah. So our, our largest customer segment is upstream oil and gas company. So, you know, when you go to fill gasoline in your car if you have a internal combustion engine, if you turn on your, your stove in the morning to make coffee and that's a gas stove or, you know, you're barbecuing with like a propane grill, all of those products come from the ground originally and the folks who, who pull it up and, and turn it into those products are oil and gas companies.
And as part of that, producing those fuels, it turns out that a fair amount of emissions gets lost, essentially gets, gets released into the air, whether through, you know, negligence, whether through equipment design. Sometimes stuff is just designed to emit stuff. And it turns out it causes a pretty big environmental problem. And so, you know, we proposed... Well, we, we made a sensor that could measure that and could, could do it from the facility level.
Whereas at the time, you know, it was pretty common for people to walk by a site once a, a year to be in compliance with regulations. Somebody had come up with planes and satellites and, and drones that would fly over the site. But we said, you know, "We think it's going to be necessary to monitor these 24/7." And in this market, I think today is, is quite big. If you talk to, you know, somebody who operates in the oil and gas company, or even some other verticals now like the agriculture or the waste industry, people are identifying methane emissions as their number on strategic issue that they want to choose to focus on.
And that was certainly not true a couple years ago. But, you know, we could see it coming and, you know, we saw the, the cards on the wall, the cards on the table or the writing on the wall [laughs].
Jason Jacobs: Why do you think that sentiment has been changing? And what was it that tipped you off that it was likely coming?
Anna Scott: I mean, I think the one thing that I knew that a lot of folks in the industry didn't know was that, you know, climate change is real, it's a pressing problem and it was going to be something that a lot of consumers were concerned about. And I think that wasn't always true at the time. And I think a lot of, a lot of the industry thought, you know, "We can just wait this one out. This is gonna be a passing fab. People are gonna forget about this and we'll just go on our merry way and we'll continue doing business as, as usual."
And, you know, I think we, we made the strong bet that that was not going to be the case that, that people were concerned about what was in honestly all of their supply chains, right? Like, we've seen this happen to so many other products, whether it's like organic food, whether it's environmentally conscious, like, fashion. And it hadn't yet really come to this one supply chain around energy and, and petrochemicals. And so I think looking back, it, it wasn't a crazy hypothesis, but it was just a little bit ahead of its time [laughs].
Jason Jacobs: Uh-huh [affirmative]. And maybe just to close the loop on the troposphere part of the journey, so maybe talk about the merger and how that came about, why that came about and when that came about as well.
Anna Scott: Yeah. So I think one thing that, that made our journey unique was that I and we decided to accept an early acquisition in our space. You know, we had seen maybe one acquisition already of a similar, you know, company in, in our, like, little sub-vertical. And that was this company called Rebellion Photonics that was acquired by Honeywell in, like, 2018. And they have these, these cameras that sit on sites mostly for refineries.
They're kind of expensive. So you gotta put them on high value assets and they would scan for emissions. But to put some context here, this was back in the middle of COVID. So I had certainly been putting together a seed round probably right as the pandemic hit [laughs]. You know, I was supposed... I'll never forget. I was supposed to go into a partner meeting with a, a big strategic investor that was I really, really excited about. We had been talking for, like, six months. We had been working on all of the, the documents and I was supposed to finally go in and, and meet with the partners.
And it was supposed to... The meeting was gonna be on a Monday, on a Friday. Our governor declared a state of emergency and, and everything shut down. And I got a call from them on Monday that was like, "Hey, you know, let's do this as a call but just as an FYI. We are no longer deploying capital for the foreseeable future." And, you know, other folks pulled out of that too.
So there are some, you know, poor timing that started out with COVID. Timing, of course, is, is everything. But we were able to shift some things around and, and at that point we had revenue. So we were able to make it through the pandemic. But as we started to see kind of the light at the end of the tunnel, you know, I learned a couple strategic things. One of which was that the type of product that we are offering was really more like the BMW as opposed to the, like, I don't know, KIA or something of our market.
And that provided a little bit of a... I don't know, like a market distance for folks. Because already, you know, folks who benefit from more measurements tend to be people who are already doing better in the market, who are already making the right decisions around investment in greener technologies, cleaner technologies, training programs, all the above. And so around the time someone had introduced me to this, this concept of this environmental assessment program that was out there in the market that was kind of providing, like, a carrot equivalent to like our stick, if you will.
And would, you know, reward people by certifying them and saying like, "Hey, you know, this is a really environmentally responsible pr- production." And so that was how I kind of ended up getting introduced to the folks at, at Project Canary is, is they first ended up acquiring that certification program who I was trying to, you know, set something up with.
Jason Jacobs: And just to clarify, Anna, so the stick was the methane monitoring and the methane monitoring was also the BMW? Just to follow the analogy through.
Anna Scott: Yeah, y- you're right. There's a lot of mixing of, of analogies here. Yeah, exactly. So, you know, we charge people to monitor for essentially what's an environmental risk and we do it in a way that makes us, you know, more expensive in it because we get more data essentially. Because we've got sensors and equipment on site as opposed to taking one sensor and, like, moving it around all of the sites.
Jason Jacobs: So it's like a, like a high end stick, essentially?
Anna Scott: It's like a high end stick, right?
Jason Jacobs: And why, why would someone willingly pay for any stick, let alone a high end stick?
Anna Scott: Exactly. And it's one of the reasons is because people... You know, some companies have a culture of excellence where they say, you know, "We, we are a good operator. We are good engineers. We don't want our systems to leak and we want to pay to, to prove that it doesn't leak. We wanna genuinely know because if there's an issue we wanna fix it really fast." And, you know, it turns out those people absolutely do exist because, you know, at project Canary, they form a lot of our customer base.
But I think, you know, that costs them money. Like, ops folks love that. But, you know, it doesn't necessarily communicate the value of that to customers. Like, you know, if you talk to an average customer... Like I at this point have a more sophisticated understanding [laughs] of, you know, which operators have, you know, environmentally friendly policies, which have good safety policies, the whole rigmarole. But consumers don't and gas buyers don't.
The largest buyer of, of natural gas in, in the United States, one of the larger buyers of natural gas in the United States is actually u- utilities for, for power generation. And those folks certainly don't know. They oftentimes don't even know what's in their supply chain. So, you know, the analogy here is, is we can, we can certainly offer the tools and technology that help people improve. But we definitely wanna be incentivizing and rewarding the good behavior that's, that's already there.
And that's, I think, where our environmental assessment program has, has come in and that got me really interested in, in Project Canary. And so to close the loop, you know, they eventually approached me and I thought, "This is too early. This is too early." But, you know, eventually I saw... This was back in 2021. I, I think I saw kind of the political winds changing a little bit particularly in the industry.
You know, in the middle of the pandemic I think I was afraid that it would lessen concerns around climate change, but I think it turned out that that really strengthened people's resolve to do something. And I just thought, you know, "I think if this is ever gonna hit, if this ever gonna be a thing, if, if our, our wave is going to hit, it's going to be now and we're gonna need to scale up fast and we're gonna need to get capital fast."
And, you know, it's gonna be tougher to do that out in the marketplace competing with another company. And, you know, certainly I am here to scale the company to get to generate shareholder returns. But by point I was just like, "I just wanna see this technology out in the world." And I thought, you know, "By doing an early, early merger, we could get there a lot faster." And I think that's definitely what has happened.
Jason Jacobs: And it, it sounds like in your view, the monitoring is stick and the assessment is carrot. What is the difference between monitoring and assessment?
Anna Scott: So our monitoring's real time. It's 24/7. They send alerts any minute of the day. The sensors are sitting on the site, they're measuring for any emission source. We typically have a couple sensors. We have a wind meter that's on, on the sensor as well so we can tell where things are coming from. And that's a little bit different than our environmental assessment, which takes place kind of at a yearly basis. We issue certificates on a monthly basis. So certainly there's an opportunity to lose them.
But in the environmental assessment we take a look at a whole lot of other engineering practices that affect what your emissions are, are likely to be, but look at things that are more likely to be static. So we'll say, you know, "Hey, how... This starts to get a little bit technical, but it's, we'll look at how the well was constructed. We'll look at how the drilling happened."
We'll go through and actually look... Our engineers look at, like, thousands of pages of documentation. And so we'll look through the drilling logs that took place from the site. If you don't have the drilling lo- You know, if you don't have any of this information, we're, we're not able to give that certificate at the end of the day. And really I think the difference is that at the end you get, like, this holistic score that says, "Okay, like, yes."
Typically we've gone with... What is it? Gold, silver and platinum have been our ratings. That, that's gonna... I think, you know, we're thinking about possibly redoing that to make it, you know, a little bit easier to understand for the, the general public. But that's a little bit different than the emissions data, which, you know, that's the company's data, that's their private data.
You know, we don't share how many events they have. We don't share how, how long those events are. In the environmental assessment, we sum that up and we say, "Okay, you know, are you emissions rate above or below some of these key criteria that, that we set out?" And so I think that's kind of why I think about the two a little bit differently. I think they really work in tandem. You know, our best, I think our best customers would definitely not describe the monitoring as a stick.
But I think, you know, some of our... We're really lucky to work with some really good folks who really, really care about doing things the right way. And I mean, some of the responses I see in our data are actually pretty, pretty crazy in terms of, like, how fast people are responding to events that... Like, I live in Texas and I drive through West Texas. And you, you just, you look at some of this equipment and you're like, "Oh, like, that's outta spec. Like, that clearly hasn't been in- inspected in forever. That shouldn't be open."
You know, that's rusted over in a way that you can tell it, you know, hasn't been looked at in, in while. So, you know, it's, it's a really night and day difference I would say between the Project Canary, like, good customers who are really, really at it and, and going for it.
Jason Jacobs: And in, in terms of your customer base today, I mean, to the extent that you can share, it be helpful to understand just order magnitude how many customers, but also is the entry per point more on the monitoring side? Or is the entry point more on the assessment side? And directionally, do they tend to go together and most customers end up using both? Or is it heavily weighted to one versus another?
Anna Scott: That's a great question. So, so we've, we've got contracts with over 50 plus different firms. I actually have to grab... That, that might actually be closer to 60 today depending on what is, what's happened in our [laughs] s- sales dashboard. And so I think we've really got quite wide scale. We hit... This winter we surpassed over 1,000 sensors out in the wild. So that's certainly really exciting. Sorry, Jason. Am I answering the question here?
Jason Jacobs: Part of it. So that, that's the number of customers. And then out of those, do you tend to lead with the monitoring or the assessment? And do the bulk of your customers use one versus another, or do they tend to end up using both?
Anna Scott: Yeah. Great question. Thanks for that. So I think it... The answers, it varies a little bit. I think a lot of folks are really, really interested in the certification. You know, they're interested in having a holistic environmental assessment that they can give to some of their key stakeholders, whether those are their investors, whether those are their end customers. And a lot of times, but not always, that gets, that means that they're interested in doing the monitoring. They're certainly are folks who are approaching us about one, but not the other. I would say that most of our customers are using both, but certainly not all.
Jason Jacobs: And what is the addressable market today and how do you see that evolving over time?
Anna Scott: Oh, boy. I mean, I think about our... You know, certainly we have numbers around, you know, what do we think is the addressable market for this.
Jason Jacobs: And, and by the way... I mean, numbers are good, but I, I was asking more about, like, what types of customers do you serve today and then how do you envision that evolving over time?
Anna Scott: Okay, great, great. 'Cause I was gonna say, "Oh, boy, I would have to, like, pull-
Jason Jacobs: Yeah. No. I'm not asking for, like, tell me your TAM or... Yeah. It, it, it's... Yeah.
Anna Scott: So I... You know, we really took this to market in, you know, one segment of the natural gas value chain, really. And we have seen that pretty rapidly shift to expand that, that supply chain. So first of all, that includes pipelines now, or as it didn't before. We see this expanding and evolving beyond energy. Like, the things I've talked about today I think are really specific to the work we do in oil and gas.
But we're seeing this go, this need for rigorous ESG data that's backed up by actual measurements, not estimates, to be in need in lots of other verticals. Some of those verticals have emission profiles that look a lot like oil and gas. So for example, landfills or agriculture. But I think, you know, we're also thinking about things like carbon sequestration. We're also thinking about anywhere where folks are trying to get to net zero and, and need numbers to do so. And we think that's a pretty large swath of, of opportunities that, you know, do not just involve energy.
Jason Jacobs: And putting aside your work... I guess this is more of a personal question, but when you think about the clean energy transition, how do you think about the role of fossil fuels in the short, medium and long term? And how do you think about the role of fossil fuel companies in the short, medium and long term?
Anna Scott: Yeah. It's a, it's, it's a great question. And I, I think... You know, in terms of companies, I think there's definitely a, a wide variation of companies. You know, there are certainly companies who I think are changing fast and, and there are some companies who maybe aren't changing as fast. I think the companies who don't change who aren't getting on board are, are probably not gonna be here for the long term.
You know, certainly we see large statements about diversification from some of the larger industrial companies, you know, like the Shells, the Equinors, the BPS of the world. But, you know, I, I will say that there's been a lot of skepticism from American companies, but we're also seeing them start to come around. You know, I was recently at this big conference called Zero Week a couple weeks ago, and we now have people calling for zero methane emissions, which, like, that statement is pretty crazy compared to where we were even a year or two ago.
So it's a little bit hard to speculate, you know, what this is gonna look like on a, on a go forward basis. I think there are lots of interesting questions though in terms of, you know, how our energy mix is, is going to change, what it means to think about shifting from a grid that's powered by coal and natural gas as base load to start to think about what it looks like when we're using natural gas instead as a, as a battery. I think there's lots of interesting infrastructure questions that I'm not quite hearing discussed or, or addressed.
But that's one of the interesting changes that I think I'm tracking and following is, is seeing like what happens as we start to scale up renewables so that they can take on the majority of that base load, but still need some of that backup battery power that hasn't yet come from, you know, the types of large grid, scale, battery storage like, you know, the form energies of, of the world.
So, you know, I, my answer is that I, I think that the energy transition is certainly chugging along. You know, how fast that'll take, how long that'll take? I really wish I had those numbers because I think, you know, if, if I could predict that precisely, like maybe I'd be doing this interview from, you know, Hawaii or somewh- somewhere on the beach, like, drinking Mai Tais.
But it's definitely happening. It's coming along. And I think as we're seeing with the geopolitical situation where we're in as we're recording this, the war between Russian and Ukraine is very much still on. And, you know, they're... A lot of people are banning Russian oil, but they're not banning Russian gas. So Europe is very much still reliant on Russian gas. And, you know, I think there's two calls that we're seeing out in the market. One is to, you know, switch to scale up the supply of things like American gas. The other is to scale up the supply of renewables.
I suspect when, you know, most people are given, like, binary choices, the answer is almost certainly somewhere, somewhere in the middle. And so I think these are tough, tough choices that people have to face for probably the next couple of, of winters. But, you know, I, I do know, and I, I wanna recognize that our predictions for what happened with solar pricing were just so far off, right? Like, you know, we did not... Nobody expected the price of, of solar panels to come down quite so precipitously.
And that it's not something that I see adjusted for in the economic models, you know, on a go forward basis in, in terms of what does our energy supply mix look like going forwards? I did a fun exercise the other day where I actually looked at, you know, what were the 20 [laughs]... What were the 2010 predictions from, like, EIA about what our energy supply mix would look like today? And, you know, you compare the two and it's just like, it's like night and day. So I wanna say... I wanna recognize my own inability to forecast the future on this one.
Jason Jacobs: Uh-huh [affirmative]. And is one of the objections that you get that the work that you do helps prolong the transition away from fossil fuels and separately from whatever objections you might get from the market? Is that something that you personally wrestle with?
Anna Scott: Yeah, definitely. I, I think that's something that, you know, we certainly hear a lot. Or, or maybe not a lot. But, you know, certainly from... There's some environmental communities who, who have raised that objection. I think it's something that, like, we talk about our company as, as a big tent. And so we certainly have a range of political perspectives, professional experiences, et cetera.
From a personal note it is certainly something that I think about. Then, again, I also have to recognize that, you know, today this is a product that I'm involved in consuming. Like, I, I rent and so, you know, I have a gas stove and I know that the gas that comes into my stove is coming from... Well, I actually have no idea where it's coming from, right? It could be coming from a good operator. But it... You know, I live in Texas and so that, that makes it unlikely.
It means that probably a lot of that methane got lost into the atmosphere it before it got into my stove. And so, you know, I, I think the world's a little bit of a, a messy place. And cutting off methane emissions is, like, really the fastest lever that I and, and we have to pull in terms of climate. And I think the sort of way to explain it is that, that methane is a little bit shorter lived of a greenhouse gas. So what that means is that if we can get rid of methane emissions today, we're gonna be able to see reduced warming by mid-century, which is really, really an exciting promise.
So I think, yeah, that is absolutely a tough question. You know, but for now I think this is absolutely technology that we need that needs to exist and is creating, you know, some, some real benefits.
Jason Jacobs: And you mentioned earlier that, that your offerings tend to be most valuable to the good citizens, if you will, in the marketplace. I'm wondering does that sort of tough out naturally? Or are there situations where bad citizens might try to become customers? And what is the philosophy? Can anyone with a wallet buy from you or would you, or have you turned customers down? And similarly, have there been situations either with perspective or existing customers where, where profit and impact have not been aligned and how have you handled them?
Anna Scott: So the first thing I'll say is that, you know, we are happy to work with anyone, but that does not guarantee that they get high marks. And so, you know, our environmental assessment has... I mentioned that there's three tiers. There is actually a fourth tier, which is just rated. Which means we came in, we looked at your facilities and we gave you some great suggestions about how to improve.
You know, our philosophy is not that we are the folks who tell you to get from A to B. It's that we are the B encounters. Like, we are the data people. We tell you what the data is. It's your data. You know, we hope that you make good decisions off of it. That's not to say... You know, there, there are plenty of consulting services that exist in the market to tell you, you know, the best way to do things.
We just think that the B accounting people, you know, the accounting people should not be the services people. We think, you know, it's important to have the accounting in the market. And so, yeah. I think certainly as we go on, we're likely to have folks who... You know, just because, because of a bell curve, right? Like, everyone wants to be above average, not everyone is. And s- and sometimes that's nobody's fault, right?
Like, sometimes that's geology rather than, than any, any human's decision or sometimes it's, you know, someone decides to buy an asset and they weren't aware of what was in it. So I think there's a lot of reasons for which we'll see our customer base shift over, over time. But that's not such a big concern for me. Well, I'll maybe tell some stories about what has happened when we've given ratings that perhaps people don't always appreciate 'cause that really does happen.
And, you know, we're so lucky you to have an internal team that really sticks to their guns. Like I would, I would not wanna be, you know, on the receiving end of, of trying to convince them to, like, try and change something. And so some of that just comes down to culture, right? It's hiring good people who are like, "No, like, we're sticking to our guns and we're here to do good work and that's, that's what we're here to do."
So I think, you know, is there sometimes dissatisfaction? Yep [laughs]. You know, I think there's, there's no way to sugarcoat it. But I think we've done a good job in explaining to people like, no, this high standard is, is what you're paying for. Like, you are paying for the risk that, you know, you might not like the answer here. And sometimes it's something they can fix. Sometimes it's something that, you know, you might not ever be able to fix.
Like, you know, maybe you had a fatality on a site. Like, we're just... You know, our, our view is, "Nope, sorry." Like, that's, that's not something we can, we can say was responsible." And, you know, to date I think we've been lucky because our customers have, have really seen the value for that of saying, you know, "We've got a really strict third party that's coming in and, and looking under the hood. And, you know, we're not always happy with what they, what they find or what they have to say, but globally, we're happy with the result."
Jason Jacobs: Uh-huh [affirmative]. And when you think about the future, what are some of the barriers that inhibit Project Canary from scaling faster and fulfilling your emission more fully and more quickly?
Anna Scott: Oh, boy. I mean, so, you know, we've just... I... We're recording this few weeks after we've just announced $111 million Series B. And so, you know, were I recording this before that I probably would've been like, "Oh, capital." Today some of it is just the speed of like, you know, getting bodies in the door, you know, scaling up manufacturing. Like, this has been, I think, a really interesting lesson in just how some of this stuff happens at, like, human scale.
Like, like, some deploying software is, is nearly very quickly scalable. We have many processes that are very scalable, but are not quite as scalable as simply, you know, you clone in, I don't know, an instance or you have to install a, a package on, you know, lots and lots of machines. So I would say it's that level of growth that today I think inhibits us. I don't wanna say inhibits us, right?
Because I, I think, you know, there's a pace at which you, you know, you don't wanna grow too fast, right? Like, so I think some of that's normal, some of that's natural. And I think we're lucky to kind of be in that phase right now where it's really just like execute, execute, execute. And, you know, the more people we get in, the more, more training we get done allows us to uncover [laughs] things.
Like, "Oh, boy. You know, gee, like, we remember this customer that we talked to like six months ago and we never tracked them down. Like, we should probably give them a call back." And that type of thing is a lot easier [laughs] to do with a team of 70 people than it is with a team of seven people.
Jason Jacobs: And when it comes to the certifications, given that sometimes customers aren't gonna like what they get, I mean, do they try to get certainty before they open their wallets about whether the results will be something that will be marketable?
Anna Scott: So, yeah. I mean, I think sometimes people have certainly ask and we're pretty clear, like, "No, this is the way it works." And I think some of these are issues that... Like, they need more explaining in the beginning. Now I think that, you know, folks have seen so many other people go through, it's a lot easier to point out and say, "Well, you know, all of these companies have, have happily and readily gone through this process." And so, you know, that, I think... A lot of these concerns were certainly, like, harder decisions to make in the beginning, but it easier as we go along.
Jason Jacobs: Uh-huh [affirmative]. And if you think about factors that are outside of your control, if you could change one of them that would most accelerate your progress, what would you change and how would you change it?
Anna Scott: More hours in the day.
Jason Jacobs: So you know what you need to do, but it never goes away. And so just finding more time and more resource to get more of it done and check more things off the list?
Anna Scott: Yeah, definitely. I think we're very much in, in execute mode and I think everyone's just crazy busy. So if anyone on my team is, is listening to this, like, thank you. Go take a nap. We love you [laughs].
Jason Jacobs: How important is policy for your work?
Anna Scott: You know, I, it's a great question. It's interesting, but not critical, I think. Like, so, you know, the reason that people measured methane emissions historically has been because of regulations. You know, we essentially offer, like, voluntary compliance.
Jason Jacobs: I was gonna say it reminds me of offsets. Like, you know, voluntary versus the compliance market. And I have the same question here as I do about offsets, which is how far can the voluntary market take you? Like, there's only so many bleeding hearts.
Anna Scott: Yeah. So I think, you know, that's what's so interesting in this market is that we are starting to see that penetration and, and scale in terms of what has traditionally been called like a, a voluntary market. But to go... I mean, to go back to the policy question, you know, the, the EPA is redoing regulations around methane. We've been active in engaging in, in that space. I've-
Jason Jacobs: Do you have a policy team?
Anna Scott: Yeah, we have a policy team. I co-wrote a bunch of our, our work for the EPA. It's, it's all public. You can go look it up on... I actually forget where you look it up. But I'm sure it... Like, it's like the EPA website or something. You know, the SEC has been releasing rules, proposed rules just two weeks ago on disclosing emissions. And that would include, you know, Scope 3 emissions for some companies. So those are indirect emission.
So if you're a utility, for example, that would include methane emissions from upstream oil and gas companies. And if you're an oil and gas company, that would include having some measurement of your Scope 1 emissions. So that's really big. We're also seeing FERC, which is the pipeline, essentially the, the pipeline governing body who's also been really interested and active in thinking about ESG issues.
So I think a lot of the policy is, is moving and evolving in, in really, really interesting ways. But, you know, we certainly do see it moving faster I would say on the, the, like, economic side. So, like, the SEC type rules I think are more likely to go through and with fewer comments than the EPA rules, which I view that to be... That's gonna be a pretty lengthy process. And everyone suggests to me that there's going to be several lawsuits involved as well [laughs].
Jason Jacobs: Uh-huh [affirmative]. And given that your call out for what you could change is more hours in the day, where do you need help for anyone listening that's inspired by your work? Who do you wanna hear from, if anyone?
Anna Scott: That's a great question. So, you know, at Project Canary, we are hiring. We are hiring for all the usual suspects, whether that's operations, whether that is software engineers, whether that's petroleum engineers. You know, we certainly love to hire experience petroleum engineers to help with our environmental assessments, you know, supply chain, active, active area. Go to projectcanary.com and we've, we've got a number of, of job opportunities available. And if there are none available, certainly reach out anyways because there are certainly a number of opportunities that will come up in, in the months to come.
Jason Jacobs: Anna, anything I didn't ask that I should have, or any parting words for listeners?
Anna Scott: Oh, boy. Jason, you have so many smart people on your podcast. Like, people who are listening to this should, should realize that any lessons learned on this are maybe worth what people paid for them [laughs]. So I hope it's helpful [laughs].
Jason Jacobs: Oh, no. I, I think you're selling yourself short. I mean, your, your story is so inspiring and also it's just so relatable for so many of our listeners who are either, you know, somewhere along a similar journey or aspiring to be on a journey that you are, or they're sitting in the shoes of your customers or potential customers trying to figure out, uh, you know, what to do with their own assets. Or, or they're sitting in government trying to figure, you know, how to regulate. Anyways, we covered a lot of ground and I have no doubt it will be quite useful to listeners. So thank you.
Anna Scott: Well, good, good.
Jason Jacobs: And best of luck.
Anna Scott: Thank you.
Jason Jacobs: Hey, everyone, Jason here. Thanks again for joining me on My Climate Journey. If you'd like to learn more about the journey, you can visit us at my climatejourney.co. Note that is .co, not .com. Someday we'll get the.com, but right now do .co. You can also find me on Twitter @jjacobs22, where I would encourage you to share your feedback on the episode or suggestions for future guests you'd like to hear. And before I let you go, if you enjoyed the show, please share an episode with a friend or consider leaving a review on iTunes. The lawyers made me say that. Thank you.