We interviewed Paras Shah, Cybersecurity Expert and Founder of LAMR Group.

Question: Paras, you’ve been involved in security now for more than two decades. How has it changed?

Almost everything has changed. Technology has changed– smarter, faster and more comprehensive coverage. People have changed– it is no longer a niche community. Security awareness and skill have permeated throughout every pillar and level of organizations. Policies have changed– technology has invaded every part of our lives – social and commercial. This has led to far more encompassing security policy in nearly every market and geography.

Question: What is your focus at LAMR Group?

With respect to the enterprise, we focus primarily on software security services; provided on a project and staff augmentation basis. We are a small firm with an emphasis on quality and a select network, so it is not always possible, but if a client has needs outside of software security we do our best to meet the requirement. This could be something like a SOC analyst or technical writer. My personal career started in professional services and ended running enterprise sales for small and large security vendors, so at LAMR we also offer advisory services for $0-$10M security startups; product market fit, pricing structure, and sales recruiting.

Question: What is the role of AI in cybersecurity?

Not dissimilar from the ways AI has impacted other software solutions. Current iterations of AI make many existing (and new) security solutions smarter and faster and more efficient at building baselines, recognizing deviations and building new patterns. In short, AI is making security solutions better at sorting through ever increasing alerts and correctly identifying real threats.

Question: How can security companies differentiate themselves in Marketing? In other words, is it all about inducing fear in the customer?

I am not a marketing professional, but speaking from the buyer’s perspective, which I do understand, inducing fear is almost never a good idea. Enterprise security buyers are smarter and more informed than ever before. They make decisions informed by a great deal of research and self-learning. Fear might work in rare corner cases, but clear, concise and use case specific messaging will be a better differentiator.

Question: Does the increasingly fraught geopolitical situation increase the need for cybersecurity expertise?

It definitely has not decreased the need for cybersecurity expertise. The battle against malicious actors has always been global and shifting political dynamics does not materially change that. But what we do see in the short term, at least in the United States, is reduced spending by the federal government on direct cybersecurity spending and basic research. This has the compounding impacts of ceding a research edge to other governments and causing some of the leading cybersecurity resources, at various US based three letter agencies, to find alternative employment.

Award winning Marketing Agency Ashby & Gabriel announces the election of Romi Mahajan as Board Chairman. Mahajan will help focus the company on rapid growth and expansion into new verticals. Mahajan is CEO of ExoFusion and has spent the last 25 years in Technology Marketing, including a decade at Microsoft. He has been involved in over 30 startups and has built a boutique agency as well.

Ashby & Gabriel CEO and Founder Megan Human says, “Romi brings energy, inspiration, and know-how to our agency, important especially as we look to massive growth over the next few years. Our customer-centric agency model has stood us in good stead over the last several years and as we look at the next phase of evolution and Romi will be a great partner.”

The company has been at the forefront of mission-based Marketing, working with customers who have clear business and social goals. Originally focused on Performance Marketing, Ashby & Gabriel has expanded into creative and strategic marketing services.

“The Ashby & Gabriel team is small-yet-mighty, ” said Mahajan. “I’ve rarely worked with a more responsive agency with a better track record of great work, delivered on time, and in the mode of true partnership with customers. For many customers, Ashby is an extension of the team and is deeply involved in every aspect of strategy and execution.”

2025 looks to be a promising year for the company which will triple in size over the course of the year. Along with Mahajan and Human, marketer Rachel Morrison will also join the Board of Directors.

At Ashby & Gabriel, we take strategies that have been used to sell products and craft them into tools that make an impact. As a full-service marketing agency with a strategic, client-centered approach, we help our clients amplify their impact through compelling storytelling, data-informed marketing, and innovative branding. Ashby & Gabriel offers a model that extends beyond a typical agency relationship, often acting in place of an in-house marketing department for our clients. We believe in the power of marketing to create meaningful change, and we partner with organizations that share our commitment to making a difference. Learn more at www.ashbyandgabriel.com.

Contact: Megan Human, CEO Ashby & Gabriel. [email protected]

SOURCE: Ashby & Gabriel

Marketing Darwinism is please to announce some exciting news shared with us in AI …

Applications and Experiences company Advaiya launched a consortium “PeripheralAutomation.org” to help organizations standardize and accelerate their adoption of Artificial Intelligence (AI) and digital-led innovation. Launch partners include ExoFusion, arrowWebs, Nexsys, Ashby & Gabriel, and Passionfruit.

Advaiya developed Peripheral Automation to address a growing customer need: leveraging AI and automation for increased productivity without the disruption of overhauling existing systems. This approach allows organizations to gradually integrate innovation and automation into peripheral systems, minimizing risk and providing valuable insights before scaling to core processes to build a core-AI.

Advaiya CEO and creator of Peripheral Automation Manish Godha said, “Organizational leaders must think of short-term continuity and long-term disruption simultaneously.  Advancing a disruptive technology agenda too quickly or without the requisite context and culture to manage the change is hasty and wreaks havoc. That is where Peripheral Automation as an approach comes in.”

AI has taken the world by storm. Analysts suggest that Enterprise AI will grow 50% YoY between 2024 and 2029, amounting to hundreds of billions of dollars spent. Still, executives are charry of the results to date, suggesting that many current AI investments have not either produced ROI or delved deeply into vertical and scenario-based contexts.

According to ExoFusion CEO Romi Mahajan, an early adopter of Peripheral Automation, “We must distinguish between real and rhetorical AI. With Peripheral Automation, we can start to gain the benefits of AI in the ‘periphery’ of our business without taking a wrecking ball to existing systems. Once we get the hang of it, we then can move AI into the core. In areas like Fusion Energy, where ExoFusion focuses, adopting AI without context and a plan is dangerously hasty.”

Mahajan and Godha will discuss Peripheral Automation at Informa’s AI Summit in New York Dec 11th. The session can be found here – https://newyork.theaisummit.com/the-ai-summit-new-york-2024/peripheral-automation-entry-point-ai

About Advaiya

Advaiya Solutions is a leading technology company that empowers businesses to thrive in the digital age. Advaiya specializes in delivering innovative solutions to help organizations in their technology needs around work and operations, customer engagement, and leveraging data.

Advaiya helps organizations enhance customer engagement, streamline operations, and drive growth through tailored solutions while understanding business context and needs. Advaiya is the creator of Peripheral Automation; this framework allows businesses to incrementally adopt AI and automation by focusing on tasks and processes surrounding core business data, minimizing disruption, and maximizing efficiency.

With a team of experienced professionals and a customer-centric approach, Advaiya leverages cutting-edge technologies, including its expertise as a Microsoft Solutions Partner and Sitecore specialist, to provide tailored solutions that meet the unique needs of each client. Committed to excellence and innovation, Advaiya Solutions has established itself as a trusted partner for businesses seeking to achieve their digital transformation goals.

Press Contact: Dharmesh Godha, President Advaiya
[email protected]

Marketing Darwinism: Megan, tell us about Ashby & Gabriel. What is your philosophy and approach?

Megan: The essence of our company is the multifarious world of communications. At the heart of every business, every transaction, every organization, every connection, every innovation is communication. Technology is incredibly important but communications trumps everything. We started the company to test that claim and we’ve been lucky enough to have it borne out with our incredible customers and THEIR success.

Marketing Darwinism: As a marketer myself, communication is next to my heart. But how do we create differentiation via that channel?

Megan: My view of that is what I call “Customer Depth” or what others call “Surrounding the Customer.” In other words, until you know the full context of your customer, and your customer’s customer and so on, you cannot craft a communications strategy that both works and is differentiated. Deep knowledge matters but it shouldn’t be taken to suggest that you need a long process to acquire the knowledge. The first great act of a marketer is listening to understand. Once you understand, you can build a playbook and execute.

Marketing Darwinism:For a small firm, you have an incredible array of customers. Tell us more about that please.

Megan: Our roots were with non-profit and conservation-related organizations. That came out of my passion for the natural world and for preserving it for generations hence. We realized that just as non-profits have clear missions, there are for-profit companies that do too. We have been able to nucleate business with some incredible companies- in technology, real estate, and other areas that all are based on some version of “community” and “connection,” two of our pillars.

Marketing Darwinism: On to more operational questions. How do you deal with all the various tools and innovations in “Modern Marketing?”

Megan: No-one, not even a genius, can know every tool, every technology, every app, and every new-new thing. We try to keep up only because we need to offer the best to our customers, but we also know that being too diffuse creates mediocrity. In addition, the “stop and start” and “bright, shiny object” approach to marketing is bound to fail. So we think we are good at what you call “Modern Marketing” but we also rely on some old-word ideas- like listening, connection, creativity, consistency, and purpose.

Marketing Darwinism: A parting question for you. How do you see agency marketing playing out in 2025 and beyond?

Megan: We are a small agency so can speak only to the opportunities firms like ours have. We’ve seen what we think of as a re-embrace of the agency. It’s not a question simply of having more people on your “virtual team,” but also of working with folks that aren’t in the same structure as you are, to get a fresh view of strategy and a fresh way to execute. We are lucky to get more queries than we can handle. So I think agencies are in a great place going into 2025.

1. What makes Legacy different from other Real Estate companies?

Chris G: Indeed, many Real Estate companies appear to be similar on the surface but are quite different below. Like an iceberg- only 10% is above water, the rest invisible. In the case of Legacy, our unwavering commitment to our communities makes us stand out. Whether builders, Loan Officers, brokers, house owners, or house buyers- we think of these communities as part of a larger whole- an ecosystem that must be attended to in toto, not just in parts. This has stood the test of time and even as we expand, that focus guides us.

2. You have a unique combination of builders, investors, homeowners, and home purchasers in your community. How do you manage all of these disparate audiences simultaneously?

The thread that binds these is the idea that in each of these communities, there are individuals that need a distinct outcome. Our teams have to deeply understand what is the outcome that individuals desire; we can’t a priori go in with a Legacy-first perspective. Second, we are very big on education; if people do not have access to what we offer and have a deep understanding of how we can help, how we work, and what processes we follow, then we don’t build trust, which is the currency of the entire Real Estate economy.

3. As you look to expand into new markets, what are the core factors in the target markets that interest Legacy?

If I were to put it simply, what markets are similar to the Seattle area? Which markets have good bones and good opportunities while being ready for innovative financial solutions that are common-sense in approach, easy to understand, and focused on outcome. The market should be of appreciable size, have a large class of people who want to be homeowners but need just a little nudge and a set of institutions that can support the ecosystem. As an example, we are making bets in many metros in Colorado and in the Phoenix area as well.

4. You write about “The Missing Middle”- those people who want to be homeowners that need just a little nudge to get there. If we focus on them, can we make a discernible difference in both homeownership stats but also the quality of our communities?

Homeownership is so much more than an economic decision. While it is that, it is also a decision about life, education, environment, and community. What we call “The Missing Middle” is a group of people who the traditional institutions haven’t done a great job of working with. Homeownership in the US has lingered at about 65% for decades, partially because the traditional way of lending and financing hasn’t really changed. We have to make that number higher.

5. What do the next three years look like for Legacy? Give us your predictions.

Legacy as I said has unwavering commitment to audiences and markets. Over the next three years, we’ll introduce more products and a comprehensive engagement platform based on the latest in technology. We will, also, move into new markets and build new communities across the country. We feel bullish on community!

Hot off the presses here is an interview with Victoria Cote the conference producer of AI Summit in New York

SPOILER ALERT I will be speaking there with my dear friend Romi Mahajan!

Q:  Informa’s AI Summit has become an important conference on the AI circuit. Can you tell us a bit about your role and what your vision for the Conference is?

As the Conference Producer for The AI Summit series, my role centers on curating and developing content that captures the most urgent and innovative developments in AI today. I’m responsible for producing the Practitioners, VisionAIres, and Solution Center stages at our flagship events in New York and London, while also anchoring The AI Summit Cape Town within the Africa Tech Festival, which has been a cornerstone of the industry for 27 years. My goal is to create a platform that not only showcases groundbreaking advancements but also connects AI leaders across different sectors, influencing impactful partnerships and actionable insights.

Specifically for Cape Town, my aim is to ensure the summit addresses Africa’s unique challenges and opportunities by bringing in global leaders like Google, HPE, and Meta to share their insights. Through this addition, we’ll also provide attendees with access to a broader, more diverse audience, creating unique opportunities for global collaborations. My ultimate vision is to make The AI Summit Cape Town and Africa Tech Festival the must-attend AI event on the continent, where industry leaders, innovators, and decision-makers converge to shape the future of AI in Africa.

Q: What is the VisionAIres program, and how does it enhance the AI community?

The VisionAIres program is designed to elevate the AI Summit experience by bringing together senior-level executives and thought leaders who are at the forefront of AI innovation. It’s more than just a networking opportunity; it’s a space where industry leaders can engage in deep, strategic conversations about the future of AI. Peer-to-peer connections, knowledge sharing, and networking are at the heart of this program, and they are more imperative now than ever as the AI market evolves so rapidly. What sets VisionAIres apart is that it’s not limited to our live events—it’s an active community that connects members on a monthly basis through virtual roundtables, ensuring ongoing engagement and collaboration. By focusing on both global perspectives and local challenges, especially in regions like Africa, the program enhances the AI community by driving high-impact discussions that lead to tangible outcomes. This is essential in bridging the gap between different markets and nurturing relationships that have the potential to make a significant impact on a global scale.

Q: What role do events play in the overall marketing landscape?

Events like The AI Summit are crucial in today’s marketing landscape because they offer a unique opportunity for brands to connect with their target audience in a meaningful way. Unlike other marketing channels, events provide an immersive experience where brands can showcase their innovations and interact directly with industry leaders and decision-makers. This is particularly true in the context of Africa, where The AI Summit Cape Town, offers more access to a diverse and rapidly growing market. By participating in these events, brands can build strong relationships, gain insights into emerging trends, and position themselves as leaders in the AI space.

Q: What are some of the AI trends you are seeing, and what do we need to look out for?

AI is moving at lightning speed, and several key trends are really shaping its future across the globe. A major focus right now is on Responsible Innovation and Ethical AI, ensuring that as we push the boundaries of what’s possible, we’re also managing AI’s impact thoughtfully to promote sustainable and equitable growth. AI Governance is another hot topic, with ongoing discussions about creating policy frameworks that strike the right balance between innovation and societal needs.

We’re also seeing a big push for AI-driven Economic Growth, especially in areas like agriculture and healthcare, where AI can make a huge difference. Generative AI is another exciting trend—it’s making technology more accessible to non-experts, which is helping more people get involved in the digital economy.

Another pressing trend is the focus on addressing the AI skills gap, which is crucial as the demand for AI expertise outpaces the current supply. Upskilling initiatives are becoming essential to equip the workforce with the necessary skills to thrive in an AI-driven world.

Q: What is the best message to AI marketers for sponsoring or connecting to the AI Summit?

For marketers, The AI Summit offers a unique opportunity to connect with a diverse and influential audience. The key message for sponsors should focus on the value your brand brings to the technology ecosystem, especially in addressing specific challenges and opportunities within emerging markets. By aligning with The AI Summit, you’re not just gaining visibility—you’re positioning your brand as a leader in a market ready for significant growth. It’s about creating meaningful connections and contributing to the broader conversation on how technology can be leveraged for sustainable development.

Yesterday ExoFusion, a leading innovator in fusion energy, announced a series of groundbreaking developments that could significantly accelerate the path to Commercially Viable Fusion (CVF). The company received the prestigious INFUSE award for their work in partnership with Penn State University, focusing on “Testing Novel Liquid Metal PFC compositions.” This research is crucial for the advancement of Plasma-Facing Components (PFCs), which are vital to achieving the high-confinement regimes necessary for sustained fusion reactions.

ExoFusion’s Chief Scientific Officer, Dr. Mike Kotschenreuther, highlighted the importance of this award, stating that their innovations in PFCs are part of a broader strategy to rethink the industry’s approach to plasma dynamics and confinement. The company has made significant strides in three key areas:

1. Transport Barriers:
   ExoFusion’s research has demonstrated that turbulence, which typically causes heat to leak out from the plasma core, can be prevented under specific conditions. This finding is critical for maintaining the extreme temperatures required for fusion, potentially revolutionizing the way various machine types handle plasma confinement.
2. Confinement Data Analysis:
   The company’s analysis of tokamak data has validated their scientific approach, showing that their patented Super-XT Divertor™ operates effectively under fusion-relevant conditions. This breakthrough supports their thesis that high confinement is the key to achieving CVF.
3. Space Thruster Breakthroughs:
   ExoFusion’s work on liquid metal alloys has not only advanced fusion technology but also holds promise for the next generation of space thrusters. These innovations could extend the lifespan and operational capabilities of satellites and support more ambitious interplanetary missions.

According to ExoFusion CEO Romi Mahajan, these breakthroughs exemplify the company’s leadership in both scientific and business innovation. As they continue to develop solutions that benefit the entire industry, ExoFusion is poised to play a pivotal role in the collective march towards CVF.

Marketing Darwinism caught up recently with Brian Neirby CEO and Founder of Red Dragonfly VC

1. Brian, tell us about Red Dragonfly’s thesis? What are you looking to do differently in the world of investment?

We believe the VC space has been watered down by funders that lack any operating expertise. Funding can be a commodity; what really drives value is deep context and domain expertise. Our North Star at Red Dragonfly is bringing a constant and objective source of value-addition to our entrepreneurs. Our experience comes from doing the work in the roles of many of our portco executives. We would never ask any of our partners to do something we wouldn’t do ourselves.

2. You have a sectoral approach. What sectors and what are you looking for in investment targets?

We are excited, animated even, by four sectors at this point-

· Sports and Entertainment

· FinTech

· AI and Vertical ML

· Blockchain

3. Team RDF has a great deal of experience in many sectors. All of you have amazing backgrounds. How is RDF more than just the sum of the founders?

Our team members (present and future) have built our own business in some form. We’ve succeeded, failed, and trifled, and those experiences are tools for our entrepreneurs to tap into. We understand that both we and our entrepreneurs are human beings.

As a team we are inherently collaborative. We bring no egos to the table, just friendship and a desire for success. Being generous of spirit makes our team larger than life.

4. What are you looking for in the entrepreneurs you support?

Disruption, Humility, Honesty, Leadership, Culture, and Realism. We want a combination of gut-feel and data-driven companies. We call it conviction with humility.

5. What are you most excited about, as we lean into 2025?

The incredible entrepreneurship in our ecosystem. We are so fortunate to have a view into emerging business on a global scale. Whether in the United States, Canada, Italy, Cyprus, Singapore, UK or India. We are excited about how we will each benefit on a global scale from the growth of entrepreneurship and the assumption of risk (and reward) that is part of the culture in so many geographies.

An Interview with Manish Godha, CEO Advaiya

What is Peripheral Automation and why is it important to enterprises?

Manish: Peripheral Automation refers to an approach to enterprise architecture that views the automation in an enterprise as layers—with standard and robust core applications and databases as the base and vibrant interfaces and experiences at the top meeting the business’s unique process and information needs. It recognizes that the need for permanence is the highest at the base and innovation most rapid at the periphery. It can be contrasted with a monolithic architectural approach where unique contexts are addressed via fully custom-built applications or through deep customization of standard applications. This approach prioritizes agility along with reliability. Peripheral Automation is not a one-time endeavor but a series of strategic initiatives and experiments. This incremental approach minimizes disruption and allows for confident scaling, laying the groundwork for ever more comprehensive digital initiatives.

Whether through data automation, process automation, or leveraging intelligence with AI and ML, Peripheral Automation drives transformative experiences and effectiveness within a robust enterprise architecture. It allows robust core systems of records to support an enormous constellation of stakeholders, partners, users, devices, and platforms in an agile manner.

For an enterprise, the Peripheral Automation approach helps to stay competitive and responsive to evolving market demands. It allows organizations to enhance productivity, streamline operations, and optimize resource allocation while leveraging existing systems and investments. Peripheral Automation enables organizations to navigate complexity with precision and confidently drive innovation. This approach not only fosters agility and adaptability but also enables differentiation and strategy execution while leveraging robust, time-tested systems of records, retaining reliability and continuity.

What problems does it solve and why is it the best path to “getting there?”

Manish: Technology is a great enabler of businesses and at the same time a source of their frustrations. The promise of technology is often juxtaposed with costly and lengthy deployments and lack of flexibility. As businesses build their enterprise IT architecture, they often choose reliable, time-tested solutions which can often be generic, feel stale or be limiting. The alternative can be effort intensive customizations which can require not so easily available talent to build and run without having prior evidence of being sufficiently reliable. Thus the challenge is how to provide differentiated and ever-evolving experiences while maintaining a robust core which can be relied on for continuity and coherence. In dynamic business environments (which most businesses face today), architecture has to ensure that while being robust and reliable, it also allows for rapid changes and innovation.

Peripheral Automation recognizes that businesses rely on core systems of records—information assets relating to their customers, employees, products, transactions, and so on. These systems have to support operations and strategy execution in a dynamic environment where changing contexts have to be responded with rapidly rolling out novel interactions and experiences. The Peripheral Automation approach ensures that it is easy and natural for businesses to do that.

As you break systems into systems of record and systems of engagements, what role does PA play?

Manish: Peripheral Automation entails careful identification of core databases, business processes, and stakeholder needs. It enables aligning them in a flexible manner while creating required data links to consistently enrich data through the process.

Specific interactions and experiences are then mapped onto this core—built of key processes and databases. In general, Peripheral Automation supports building the core by leveraging time-tested, highly available, and supported data and business application platforms. These business applications, thus, serve as systems of records, enabling constellations of services, apps, interfaces, and customizations, enabling stakeholders to achieve their goals. These are built to be modular, specific, and disposable—thus, businesses can rapidly and flexibly modify their stakeholder experiences and engagements as per strategic needs.

Is Peripheral Automation being accelerated with AI?

Manish: AI is clearly a force multiplier for Peripheral Automation. AI accelerates and makes Peripheral Automation exponentially more effective. The enterprise architecture perspective enabled by Peripheral Automation allows embedding AI at every level. AI models built with core records are very much a part of the core systems and can be leveraged by process automations and can power the interactions. AI based data enrichment and consolidation can mean that myriad disparate business systems can rapidly and reliably serve as core systems of records. At the same time AI tools now allow newer multi-modal enagements to be built quickly, powered by the same core systems of records augmented by core models. AI tools speed up the development and refinement of data and process automations, thus enabling rapid experimentation and evolution of systems of experiences and engagements.

What is the role that Advaiya plays with customers in using PA for successful outcomes?

Manish: Our approach is guided by the principles of care, competence, and context. We recognize that technology is only effective when it is tailored to the specific needs and challenges of each business. By the leveraging Peripheral Automation approach, we provide robust and dependable core platforms, databases, and models, enabling agile interactions and engagement.

This approach allows efficiencies to be achieved with business applications that are built on core records with standard and time-tested automation based on industry best practices. Further productivity and differentiation is achieved via tailored and unique interactions and experiences built in alignment with business strategy and differentiation. For instance, with Peripheral Automation, a customer relationship management solution not only builds centralized customer data sets, but also enables independent automation for specific customer interactions allowing personalized engagement and fostering long-term customer relationships, thereby driving revenue growth and market differentiation.

At a recent conference run by WPP, I had the unexpected opportunity to lead a discussion on fusion and its relationship to marketing. A strange topic, perhaps, but the discussion was fertile and enlightening. I must thank those in the audience- thank them profusely- for their intelligence, awareness, and curiosity. A few years ago, such a discussion in such a venue would have been impossible. It is therefore encouraging to see fusion make the grade as a topic of interest even at a conference focused on other things.

As we framed the subject, fusion and marketing intersect in four crucial ways-

1. Creating interest for investment.
2. Generating palatability amongst the populace for fusion at scale.
3. Reducing fusion marketing hype.
4. Developing a digestible category and naming conventions for the industry.

A small note on each-

Investor interest– in the absence of a sensible-if-dreamy narrative about what a world of abundant, clean energy could look like, no investors would be interested in funding fusion research, development, and operations. To maintain interest, even through troughs, fusion firms must continue to communicate and frame their excitement. That is the role of marketers.

Palatability– research has indicated that fusion-at-scale will not be popular because of the overhang of negative “nuclear energy” stories in the past- like Chernobyl, Three Mile Island, and Fukushima. In addition, there is very little awareness of fusion’s “lack of” waste as compared to fission’s.  Lastly, there is the conflation of the horrors of nuclear weapons and civilian nuclear power generation. Fusioneers and fusion marketers must collectively launch an education campaign to help allay the fears about anything “nuclear.”

Less hype-There is a fine line between the sort of hype necessary to generate investor and customer interest and the sort of hype that creates a cycle of over-promise/under-deliver that leads to a jaded view of the industry. Already, fusion investors are asking about past declarations that have been unmet.

Category creation– This is the most challenging of the marketing challenges for fusion. For people to latch on and analyze an organization, they need to place it in a category; that is how the human brain works- creating a metaphor that is generalizable to a recognized entity. Put simply, fusion marketers must collectively determine what category will resonate with most with customers, partners, the public, and investors.

As we go down the path, in an accelerated fashion, to Commercially Viable Fusion (CVF), the role of marketing is real. Too much marketing and too much false PR does not help but the right balance will help propel the industry towards its task, which is nothing less than giving the world abundant, clean energy.