What do Apple, Peloton, and Tesla have in common? Yes, each has developed a cult-like following, but let’s focus on how each has gone about building its business – through vertical integration. Steve Jobs insisted that Apple be both a software and hardware company (and then a web service and retail operation). Peloton chose to develop its own bikes and displays using proprietary hardware and software, and even deployed its own production studios. And as Elon Musk stated recently, “Tesla is a whole chain of startups,” including autonomous AI, chip design, vehicle service, sales, designing a drive unit, motors, supercharger network, etc.
And why do these companies choose to own and control more links in their value chains? Because more control allows them to solve complex R&D challenges more quickly, tune production processes more precisely, and ultimately deliver products, services, and experiences that are head and shoulders above the competition.
For over five years, Lyten has been applying this same, vertically integrated philosophy. To develop advanced batteries for electronic vehicles, we didn’t start with only novel battery chemistries. Instead, we began by developing plasma reactors capable of producing novel materials. Then, we tuned those materials to address long-standing challenges to adopting promising but problematic components like sulfur. Next, we developed novel processes to combine materials and compounds to produce superior parts (anodes and cathodes), and ultimately to produce superior battery cells.
The results so far have been striking – industry-leading achievements in energy density and cycle life, while avoiding dependence on rare, expensive metals. And our breadth of control along the value chain continues to help us fix problems faster and make progress in multiple areas simultaneously. The end result? We still have milestones to hit, but we believe the results will be as compelling as what Apple, Peloton, and Tesla have achieved – products that set new standards in the industry.