Professional Documents
Culture Documents
E-mail: alexsing@gwu.edu
Interview with Bruce Wang, Chief Technology Officer of Brightergy
By: Alexander J. Singleton
The George Washington University - School of Business
Department of Information Systems Technology Management
ISTM-6222 | Dr. Elias Carayannis
06/20/2016
Team: alexanderjsingleton
A World Lit Only By Code
Bibliography
Appendix
Brightergy may very well be one of the most progressive tech companies residing in Kansas
City, a modern-model of how to build and run a quintessential start-up unlike some of the code
sweatshops in the area- large in size of staff and invention but lacking innovation. BrighterLink
is Brightergys technology product, an all-in-one energy intelligence platform. The BrighterLink
team reports directly to Bruce Wang, Brightergy Chief Technology Officer, earning the rank after
going to market with several, venture-backed Silicon Valley start-ups. According to President &
CEO of Brightergy, Adam Blake, the solar energy installation business is becoming increasingly
commoditized with shrinking margins due to a fiercely competitive fragmented landscape in not
just progressive states and municipalities like Boston, New York City, and San Francisco, but all
over the United States- including the Rust-Belt, Sun Belt and American Heartland ("Interview of
Adam Blake, CEO."). The value proposition of solar is largely dependent on solar-friendly utility
tariffs and state and federal subsidies. Solar systems are similar to other types of home
remodeling projects and typically are not coupled with a recurring revenue stream.
Consequently, residential applications were largely ignored across the country due to the lack of
scale and a dependence on subsidies for homeowners netting thin margins, leaving many solarcompanies to essentially become glorified construction-financing companies, like SolarCity,
For the near-term, many solar industry entrepreneurs and incumbent utilities are heavily
focused on go-to-market strategies for enterprise solutions promising integrated energy
services, easily revealing how the enterprise is profiting by energy regulation instead of the
status-quo utility relationship. Brightergy is one of the few lone-beacons shining the path to
efficient enterprise energy management.
Today, Brightergy markets BrighterLink as the #1 all-in energy platform; a better way to manage
your energy all-in one place, ("The #1 All-In-One Energy Platform.", brighterlink.io). Upon
review of the website and experiencing the demo, a seasoned software engineer appreciates
the functionality afforded by the robust application program interface (API) interlocking with the
internet-of-things including smart-thermostats, smart-outlets, energy monitors and sensors- all
of which empower the smart-grid with a valuable return on investment by reducing energy
consumption, or more simply stated: allowing businesses to save money via data analysis and
management with technology, as noted on their website ("BrighterLink.", "Do USB Outlets
Waste Energy Just like Conventional Wall Warts?" Electricity.):
BrighterLink is one of the first to combine traditional energy broker services with worldclass technology, so you get get the best of both worlds, having control over your energy
means access to the details in real-time. It means having information you can act on, in
addition to reports on what already happened...Effortlessly manage energy data, from
utility bills to real-time energy use, all in one place. Use that data to empower your own
decisions, while our energy experts use it to quickly market you to top suppliers and
ensure you get the best rates. ("The #1 All-In-One Energy Platform." )
BrighterLink was originally conceived as one of Brightergys skunkworks projects, formed within
a siloed, stand-alone business-segment reporting directly to corporate executives as a strategic
hedge against the likely possibility that the Solar Investment Tax Credit (ITC) would expire in
2016, and unlikely to be extended; fortunately, for Brightergy, the ITC was renewed as of
December 2015, assuring many more brighter days ahead for the entire solar industry as well
(Lacey, Stephen).
transforming into a roaring unicorn, apparently right out the gate- from the silo, but this
was only a recent development upon arrival of Bruce Wang this March 2016, who is
now Brightergy Chief Technology Officer and leader of BrighterLink. According to Mr.
Wang, BrighterLink was initially siloed as one product, practically forbidden from reaching out to
other Brightergy segments in fear of management reprimand- a disaster waiting to happen for
product management. Bruces empathy for the founding-group was apparent, as he described
the previous BrighterLink culture fraught with angst, completely decentralized- over half of the
beginning team was offshore. Mr. Wang believes remote-work environments are symbiotic at
some organizations but in some cases, especially those contained within a silo, incompatible
with a retrenchment strategy to become more cross-functional within an organization. Glib
executives mistakenly structure business segments within silos, ostensibly controlled, reporting
directly from the bottom-up to maintain managerial efficacy- a nice way of saying avoid loss of
control at the risk of exposing ignorance. However, enlightened executives like Brightergys
executive team led by CEO Adam Blake, wisely empowered the BrighterLink segment with more
autonomy, which has been guaranteed to generate results with employee satisfaction, as
notioned by Gen. Stanley McChrystals Team of Teams, Purpose affirms trust, trust affirms
purpose, and together they forge individuals into a working team...as interconnectedness and
ability to transmit information instantly can empower small groups with unprecedented influence:
the garage band, the dorm-room start-up, the viral blogger and the terrorist cell. Bruce was
allowed to restructure the new dev-culture, starting from scratch to become a homegrown techfavorite with a purpose as the #1 all-in energy platform; a better way to manage your energy
all-in one place.
Bruce Wang is a Chief Technology Officer in every sense of the title and knows the difference
between invention and innovation (Carayannis, Dr. Elias). There are simply too many
companies staffed with CTOs who can barely negotiate the command-line, let alone the
desktop- veritable arm-chair generals vs. battlefield-ready brigadier generals. Bruce is a skilledprogramer at heart but also a graduate from the the distinguished University of Michigan
computer science program- sharing the same alma mater with both Googles Larry Page and
Twitters Dick Costolo. Bruce performs the same function as all of the software engineers do at
BrighterLink- not simply because he can, but because he actually leads by example, impossible
to do without a firm foundation of software engineering. Bruce codes alongside his engineersjust like the team-leader operating alongside a special forces group. Mr. Wang coordinates
strategy, structure and execution according to his retooled approach to change-management:
Bruce allowed remote workers to relocate to the Kansas City location, so the operation stayed
mostly at headquarters allowing the new team to rebuild with an organic culture, which is
paramount in his words because Culture is how we interact and accomplish goals together.
Upon unification, he coordinated with the team to assess what resources were at their disposal
to continue working with BrighterLink, naturally leading to a code-audit. BrighterLink 1.0 was
architected on a MEAN stack (MongoDB/NoSQL | ExpressJS | AngularJS| Node.js). Arriving
from an outside market and connected to thought-leaders in the Bay-area, he mentioned Elixir
in passing to another fellow engineer, having heard that Elixir/Phoenix is the new Ruby on Rails;
a few ears perked-up at the BrighterLink.
defect over to the Erlang-based Elixir, which requires experience to overcome the shallow
learning-curve.
Once culture was established at BrighterLink, devs behaved like a unit, acting as a group.
Bruce Wang continues to remind his teammates to Think big; execute small. How do you eat
the elephant? One bite at a time. Their first mission as a team was a translation of the original
MEAN stack to a minimum viable production written in Elixir/Phoenix; the team succeeded and
delivered on-time within one-month as scheduled ("BrighterLink." GitHub. N.p., n.d. Web. 20
June 2016.). The team officially graduated Bruces bootcamp upon delivery of the MVP, and to
this day they continue to act as one team. According to Dr. Carayannis of The George
Washington University, project management is governed by the quintuple-constraints of cost,
scope, time, quality and reliability-all of which are subject to various success and failure factors
(Carayannis, Dr. Elias). Adequately staffed with manpower and materials, the original
BrighterLink team failed not because of external factors but the following internal failure-factors:
In concluding this study of Mr. Wangs retrenchment of BrighterLink, it is fair to infer that he and
his team succeeded on account of the following success factors:
Ending this study on the shoulders of two brilliant strategists, Secretary Donald Rumsfeld and
Gen. McChrystal: a groups success is defined by culture; it is the repeated pattern of behavior
that defines success- Peter Druckers difference between doing things right and doing the
right thing,- efficiently, yet effectively (McChrystal, Stanley A., Tantum Collins, David Silverman,
and Chris Fussel). America is winning the War on Terror by adapting to change that is less
about tactics or technology, but the internal architecture and culture of the [US armed forces]-in
other words approach to management- so to will the start-up victors go the spoils... (McChrystal,
Stanley A., Tantum Collins, David Silverman, and Chris Fussel).
Bibliography
"BrighterLink." GitHub. N.p., n.d. Web. 20 June 2016.
Friedman, Thomas L. Longitudes and Attitudes: Exploring the World after September 11. New
York: Farrar, Strauss and Giroux, 2002. Print.
Carayannis, Dr. Elias. "Introduction to Technology Project Management." Washington, D.C. 14
June 2016. Lecture. Slides: 96-99.
"Do USB Outlets Waste Energy Just like Conventional Wall Warts?" Electricity. N.p., n.d. Web.
19 June 2016.
Griffin, Trent (@trentgriffin). What people often miss when they think about implications of
something like this is 2nd and higher order effects. 18 June 2016, 5:18 PM. https://twitter.com/
trengriffin/status/744278134061600768
"Interview of Adam Blake, CEO." Interview by Alexander J. Singleton n.d.: n. Pag. 14 June
2016.
"Interview of Bruce Wang, CTO of Brightergy and Director of BrighterLink." Interview by
Alexander J. Singleton n.d.: n. Pag. 14 June 2016.
"Introduction - Elixir." Introduction - Elixir. N.p., n.d. Web. 20 June 2016.
Lacey, Stephen. "Congress Passes Tax Credits for Solar and Wind: Sausage-Making at Its
Most Intense." Green Technology. N.p., 2015. Web. 20 June 2016.
Light, Paul C. "Rumsfeld's Revolution at Defense." Brookings Policy Brief Series 142 (2005): n.
pag. Brookings Institute. Web.
McChrystal, Stanley A., Tantum Collins, David Silverman, and Chris Fussell. Team of Teams:
New Rules of Engagement for a Complex World. N.p.: n.p., n.d. Amazon. Web. 19 June 2016.
"Not Knowing Something Is Not an Excuse for Not Doing It." Web log post. Brighterlink.io.
Medium, 14 Apr. 2016. Web. 19 June 2016.
"Solar Investment Tax Credit (ITC)." SEIA. N.p., n.d. Web. 19 June 2016.
"The #1 All-In-One Energy Platform." BrighterLink. N.p., n.d. Web. 18 June 2016.
b. Elixir doesnt have those problems- built for concurrency and redundancy.
i.
Processes.
ii. io.puts
iii.
iv.
v.
a. writes out to
Cowboy Server.
Phoenix/Elixir MeetUp in KC
Rails
a. Lisp.
b. Erlang is "functional."
i.
What is a functional language?
a. Java is Imperative.
a. functional is declarative
programming.
a. Changes in state.
b. Built in monitoring.
4. MeetUps
Ruby/Rails
i.
ii. Pinterest & Bleacher Report using Phoenix/Elixir.
iii. Popularity
3. Meeting
b. Brighterlink
i.
When you enter existing team and code-base;
ii. Assess the situation; what am I dealing with? Wasnt a Node guy.
b. Solar array.
KW per hours.
i.
ii. Real-time monitors that data has to go somewhere.
iii. Thermostats
1. I want to know who my team members are like and how they get
along.
2. Bruce 3 things
a. business strtegy
i.
try to build what were trying to build.
b. tech strategy
i.
Exposure to ignorance
2. Porbx
i.
Remote development;
WordPress is Virtual.
v. Blame culture?
i.
ScrumMaster and then
DevOps
c. Books recommended
i.
ii. Autonomy
iv. Master
vi. Purpose
iii.
ii.
Resolution
a. Establish goal.
Do things right.
i.
2. Technology
a. Go look at it.
i.
The genesis team.
i.
ii. Elixir/Phoenix
x. Rankless debrief
xvii. Node JS
xviii. incumbent
xix. Go
c. thought leadership.
Strategy | Structure |
Execution
v. Rankless debrief
i.
ii.
iii.
iv.
ii.
i.
1. Two to three days to fix one line of code.
Redesign.
i.
ii. Iterative flavor or scrum.
iii. Target.
i.
ii. weekly sprints- continuous deployment.
i.
ii. Metrics
1. Consumer satisfaction?
2. Consumer adoption
i.
ii. use the metrics you use to charge metrics.
5. Debriefing
a. https://medium.com/@brighterlink
b. https://github.com/Brightergy