Speaker 1 (00:00)
Welcome to Renewable Storytellers.
Speaker 2 (00:03)
you
Speaker 1 (00:14)
Quick note on this episode's recording, my audio wasn't the best. For full show transcripts, please go to yournebula.com. I'm excited to welcome today's guest, Abby Offer. Abby is the president and CEO of SIA, Solar Energy Industries Association. Abby leads America's primary solar trade association. And really she's working to expand along with SIA, the role that solar and energy storage have in our energy future. Her career path has not been a straight shot to renewables though.
and her career path includes serving as a director of offshore energy development for the Department of the Interior and heading Maryland's energy administration. She's also worked in public and private legal practice and honestly, summarizing her career in a couple lines is just kind of all but impossible, but that's just a very simple overview of Beyonce.
Abby is also known for her authentic voice on LinkedIn where she shares both industry insights and really personal perspectives. She's a proud mom of three and she brings that same authenticity to her family lives and we're lucky to kind of get a peek behind the curtain on some of the stories that she shares. Abby, welcome to Renewal Storytellers.
Speaker 2 (01:28)
Thank you for having me on Renewable Storytellers, great title.
Speaker 1 (01:31)
Thank you very much. Yeah. And I'll say if one piece of your legacy that is, is, incredible thing. The, the latest dictionary that SIA just launched. mean, I, I am still learning acronyms. Like I think I know most of the acronyms and then another 10 hit me in a day. You all got launching that is that is probably the great, if you let you do nothing else, that's an amazing.
Speaker 2 (01:56)
It is so helpful. It happens to me all the time. And I'm at the point in my career when I don't know an acronym, I have no problem being like, hold on, I don't know what that means. But, you know, I have the title CEO after my name, so it's okay for me to say, I don't know. But you know, if you're new to the industry or new to a company, like you should be embarrassing to say, wait, what is an RTO or what is a SEIA or what is a, know, congestion, you know.
all different kind of things. If we think about it as accessibility and making sure that people are all literally using the same language, it kind of puts a different frame on just like, here's a glossary of terms.
Speaker 1 (02:40)
It's true. think it kind of opens up things. I wrote a press release headline and I could make it all in acronyms. It was just all acronyms of how I could have written it. it's like, this doesn't, this other communication.
Speaker 2 (02:55)
No, first, well, it wasn't my first boss. So one of my favorite bosses is Governor O'Malley, who was the governor of Maryland for eight years. And he would always say to me, Abby, I'm going to say to all of us, but he would say to me, Abby, if Mrs. Perchinsky can't understand it, you're not telling it right. Right? And Mrs. Perchinsky is a fictional person who is, you know, he's from Baltimore city. So like an older resident of Baltimore city living in her row house, who
is like, are you talking about? So if he would, he would just look at me like, Ms. Pershinsky doesn't understand. And I'd say, all right, let me go back to drawing work. I will be back to see if I can communicate this better.
Speaker 1 (03:35)
I think we can all use that. think in communications, we often get wrapped up in what we think and what we know and you hand it over to somebody else and they kind of stare at it go, oh, okay, this is good. And you're like, I'm expecting more from you. And I think having that perspective of, this make sense to that final audience? And if it doesn't, go back to the drawing board and be honest with yourself to revise it. I think it's a great perspective I'm gonna take away.
Speaker 2 (04:02)
Yeah. Who is the final audience? Like being really clear, you know, we obviously we do a lot of political communicating and that that's one kind of communication. We do like consumer communicating. That's a different kind of communication. We communicate to our companies, to our members. And so I'm always asking our comms team, like, where we talk about what we're trying to communicate, like who are we trying to communicate to? Obviously.
I'm sitting on K Street looking at the White House. Like, it depends because there's different words, different messages, different messengers. So yeah, the storytelling matters.
Speaker 1 (04:43)
Yes, absolutely. Which kind of leads us into, I think, before we dive into really the meat of everything I want to talk about, this word authenticity, mean, it's a buzzword, it's around, can have a lot of meanings to you as an executive, as a CEO, as a communicator, leader. What is authenticity in your mind?
Speaker 2 (05:06)
What are those things that are like, know it when you see it, but if you're, you're, you read it or you hear it, but if like you're asking me what the definition is, I mean, to me, it's sort of telling it like it is, right? And, and maybe not telling it, especially being really authentic, that's helpful. I it's, I'll just say it's being authentic.
Speaker 1 (05:25)
Stop.
Alright, it's what it needs.
Speaker 2 (05:30)
Right,
obviously. Yeah. No, but there is sort of this lack of pretense, right? There's like not taking yourself too seriously, right? Not leading kind of with an agenda, but leading with an emotion or a feeling or a perspective. Yeah, the word definitely gets used a lot. It's a goal of mine to be very authentic. I feel like I can sniff out people that are not being very authentic or people being people, other people. I'm not alone in that. Other people can be like,
They're gonna blow harder, like just reading the corporate talking coins, like whatever.
Speaker 1 (06:05)
Yeah, I think, and I've just got kind of segue to kind of what we're talking about, but taking this further, I think, you you have, created a personal brand for yourself and I think you really found your voice in how you communicate, whether that's through LinkedIn or speeches that you've posted. Did you just start thinking about personal brand and how you show up today or is it something that's developed over time?
Speaker 2 (06:29)
absolutely developed over time. think I'm probably more aware of it now than I have been in the past, but I have for a long time thought about how I show up in the world. You know, your listeners might not know that Nick, you are such a critical part of helping me on this journey to authenticity. Nick is my partner in crime and working on LinkedIn. But you really, you had a vision. Like I had an inkling and you had a vision and you helped me.
see what could be. So I owe you an immense debt of gratitude. been such a fun journey.
Speaker 1 (07:03)
Yeah,
you brought all the stories, think. I think what's important, just seeing as other people communicate is like, have those stories in us and it's partly like, I have not a right to share it, do I need to be in our voice? And then in the media, 11 million voices and it's a story good enough. And I think, Adria, the time that you just kind of put that effort into LinkedIn and just showing, I think it shows that
people want to hear what you have to say. And it's not just, me what's happening in the industry. I think from what you've shared and been willing to kind of, again, pull back the curtain on in your life and how you perceive events has been, I think, a chance for people to see, to really kind of buy into what you have and to see that there's an authentic person at the helm and not just somebody who has the plastic smile. Yeah.
Speaker 2 (08:00)
No, and I agree. it's, was sort of hard to imagine that people would want to hear what I had to say. Sure. I can tell you how many solar projects have been deployed and people always want to know that. But you know, does anyone really want to hear what I have to say about being a mom with three kids or being the only woman in the room or, you know, taking a difficult position and having to live with the consequences of that? I don't know. I do know now. Ready? Do you know now?
And what I have found is that, and you know this, like the response has been, it's been overwhelming. It's been satisfying. It's been really personal. It's been, I have been struck by how many people are hungry for some kind of like human to human connection. know, my mom passed away a year ago and the number of people, not only that reached out to empathize and express their sympathy, which I really appreciated, but also just share their own stories.
either their own stories of their parent passing and like what that journey was like for them or their own story of a sick parent. talked a couple of months ago about one of my kids that was having a hard time and I I told you like somewhat a friend, you know, someone from across the country that I hadn't spoken to sent cupcakes to my office that day. Someone else sent flowers, you know, multiple outreaches and people that really
I think part of what has been really joyful is that people are not expecting much in return, right? They're really like offering support and that's all. Right? It's not a transaction. It is really an outpouring of connection. it's been like this part, I love my job.
Like I love my job with a passion. You know how you have three kids, I have three kids, like you have that first baby and you're like, my gosh, I'm never going to love another baby as much as I love this baby. Like I don't have any more room in my heart. And then you have a second baby, you're like, you had grew, right? And then you have a third baby, you're like, my gosh, it's like, that's as huge as the White House. And that's how I feel about my job. Like I love my job. And then I started doing this storytelling with you and like my heart grew and I love it more. And it has.
It's just really so much joy. It's been really fun.
Speaker 1 (10:21)
think he sharing kind of just how it's not just that people are happy to hear, Avi, but the stories and the insights that you have sparked people to think and share and open up. think that's an awesome opportunity with storytelling where sometimes you want to maybe you're worried about sharing something, but when you're vulnerable, when you share those kind of deeper insights, kind of shows that there's an opportunity for connection behind that. think it really opens that up. think what's
Really interesting about what you do post and you don't only post on LinkedIn. think that's a lot of what I think about, but when you're communicating, whether it's about the IRA or it's about permitting policies or even just like your personal perspective, we know that that's Abby's content. If I had to pick three things, I could pick you out because you bring that voice there. How do you find that you kind of stay authentic whether you're talking about
you know, policy or talking about, damn, I'm dealing with this really difficult thing in my life.
Speaker 2 (11:26)
for me because I treat it like a conversation, right? Like it is not a piece of writing for the sole purpose of informing, it is a piece of writing for the purpose of engaging. And that is really different. I'm a lawyer, as you said, by training. So I can write persuasive pieces. I can write briefs. I can write advocacy filings, but that's not what I'm doing.
unlike then, and that's certainly not what I'm doing in press releases, and that's not what I'm doing when I'm writing about the glossary of terms, or last week we wrote about Texas, right, and going to Texas and the opening of the Texas legislature. is sort of this, it's back to what we were talking about, like remembering the audience, assuming you have a smart, engaged audience and having a conversation with them.
Speaker 1 (12:14)
Yeah, I think it's really, I think it's really important. You have this great voice. You've had such a, you have such a personal, personable, authentic way to come up. mean, you, you were so personal in live talking that they had to bring you a swear jar. Ah, I had to bring that one up, but I'm curious, you know, when does other people suggest to you, look, tone it back, you know, being a pampered.
be, you know, staying between your lines a little bit. mean, how do you balance that, whether it's a reality or whether it's even just internal and, know, your own kind of guide rail you're putting on yourself.
Speaker 2 (12:54)
Yeah. No, I, I'm glad you asked that question because it is not been all smooth sailing by any means. Like I've done some course correction during the time I've been writing on LinkedIn. have realized that people are really intrigued by sort of the unique insights that I can bring into what's happening in the industry. So I don't, I don't often write like something that you could find anywhere. Like that's not interesting, right? But like,
the glossary on terms or, you know, hey, I was in Texas and these are conversations we're having in Texas. Like I could write about, you know, the five bills that are going to be brought that we're going to have to against. Like everyone, anyone could write that, that I have not offered any unique insight. So, but that's been a learning for me as like, I'm going to lean a little bit more into some of the substantive stuff and balance out the personal with some more substance. But I've definitely had folks that have
questioned the personal side, right? And said that it's not appropriate for an executive to talk like that, that I share too much, which is funny because I don't, like, there's so much that I don't share. I don't know about all you, but I'm a pretty deep person. And so you're getting like maybe the chin. There's a lot left that I am undermining my reputation, that no one's going to take me seriously if I talk about the fact that I changed clothes in...
car rental bathrooms, right? That has not been my experience. My lived experience has been that people of all political persuasions, of all genders, of all races, of all ages, of all job categories call me a set. They might not be the ones writing, like chatting or commenting, but they're definitely pulling me aside in person or sending me a private message or texting me or finding my email and sending me an email.
and so I, it's, it's, I've had to kind of decide like who gets to be the arbiter of what's appropriate. And I decided it was me. I get to be the arbiter of what's appropriate on the, like from the time I was two, like I'm the boss of me. I'm the boss of me. And, I will, and I'm also very comfortable like making my own decisions. And if people don't like them living with the consequences, I've had more than one person.
sort of get all up in a fluster about my writing. And I always ask them, like, then why do you keep reading it? It's really easy to scroll past it or like block it or whatever. But you read it every day and you get, you get agitated because you think I'm not being appropriate. okay. Do you want us to read it? Like you share some personal stuff on LinkedIn. Yeah, you know,
Speaker 1 (15:39)
I think to your point, it's kind of like, I want to share this story. means something to me and I'm to share it. think the problem with putting yourself out there, whether it's a very strict business or sharing personal anecdotes or something is that you put yourself out there and I think you have to decide, do I care what other people perceive or if they don't like what I have to share or-
do I feel good about what I'm sharing? And to your point of who's the arbiter of that, I think you have to be. And not that likes and impressions should drive you, but I think if any indication that you've done the right thing is that your followers have gone up and people continue to engage with what you post, that's a pretty good indication unless a lot of people don't like you and just want to keep track of what you're sharing. I think you're an indication of a
of that sharing those kind of personal pieces is effective and it's a good way to connect with people.
Speaker 2 (16:45)
That's a great way to connect. And I also think a lot about my responsibility to speak up, right? I do have a ton of privilege. I've been in this role for eight years. Like I have a platform that not everyone has. And so what I do speak out about things like, hey, don't schedule meetings during childcare drop-offs and pick-ups. Don't do it. Yeah. Right. It's different for me to say it as a CEO.
than it is for a new mom or a new dad to say it. Like, I took great umbrage at someone who was critical of a political candidate. It was just so sexist. And I can speak up and say that. Yeah. Right. Don't you dare. But, you know, if I was new in my career or something, I might worry that that would be not well received. So it's super fun, but I also do feel some responsibility to
give a voice where others may not be able to. And that's a lot of the feedback I get from people who say either I don't have the courage. Like when I wrote, we wrote a post about the Sunday series, you know, like all that anxiety you feel right before you go back to work for the week. I cannot tell you the number of people, grown men who have been confirmed by the United States Senate, you pulled me aside to say, I feel that way too. I would never tell anybody.
that I feel that way too.
Speaker 1 (18:13)
I think that just seeing that somebody else has it and seeing you being out there kind of sharing that is I think just important. I think it's indicative that what stories are out there that aren't being told that could create that kind of connection, you know? And is every single story worth sharing? Maybe not, but you don't really know until it gets out there. And I think that's been your progression of sharing.
authenticity, you're bringing that authentic voice to what you're posting, but you're obviously you're a leader of a organization and vicariously, a lot of people in the renewable space, or at least they're turning to you. How, you this great voice online, how are you leveraging that kind of authenticity and how you lead and how you make decisions with your team and even communicate to the broader industry?
Speaker 2 (19:10)
And it's something, again, I've thought about for a long time and certainly evolved over my career. Two things come to mind immediately is like, especially when there's something that feels difficult or challenging or hard, I usually start meeting with, you know, how are folks feeling? Like, let's do that first. Sometimes, like, imagine that thing super frustrating happened, either like internally or a policy or a poor case and we're like, er, you know.
I'm like, all right, we have five minutes. Everyone just bitch as loud as he can, right? And you're like, this is the stupidest thing I've ever heard. Blah, blah, blah, right? And it like gets it out. Or, you know, I'm feeling really anxious about our upcoming board meeting. And then like you get that all out and then you move on to the actual work itself. Like, I don't need to spend half the time on that, but I do think sort of acknowledging that people have feelings and are showing up with those feelings. It's been...
super effective tool for me. And the other thing is Sean Gallagher, who's our senior vice president of policy, he told me early on in my tenure here that, that what did he tell me? I always get the saying wrong, but it's something like information wants to see the light. Like, this is what I mean. Like I show our budget to the entire staff. I brief the entire staff after every board meeting on what happened. Like I was here when COVID hit, I was very transparent about
the difficult decisions we had to make to cut our budget dramatically in light of COVID. And there is something about being transparent, being honest, being thoughtful, very authentic about the decisions that you have to make. doesn't mean that I didn't go around the entire staff and ask everyone, what level should we cut our budget? That's not their job. But saying, like, guys,
I'm going to explain to you, are the things I'm considering, here are the kinds of decisions I have to make, and I'm going to tell you what I've decided as soon as I decide it, because I understand that uncertainty is incredibly uncomfortable.
Speaker 1 (21:21)
people turn to leaders for decision-making. And I think to you, you said earlier, they can sniff out when you're putting on the face or the not authentic version, right? And I think probably better to come with something and be authentic and like, this has to happen, good or bad, has to happen, here it is. And it can kind of at least quell like two concerns there. So I think that's a good way of kind of showing how that authentic, that personality breathing in there and...
Bringing your reality and stuff is just going to be more effective for people's kind of well-being, if you will.
Speaker 2 (21:54)
I had a job coach, an executive coach, I've only had one I think, and he taught me early on that people think that the common wisdom is that folks follow individuals and he believes that folks follow vision and you have to be able to really articulate a vision and articulate a position and articulate sort of who you are and people will follow that, right? So rather than be like...
You know, we have to pass the IRA because I said we have to pass the IRA. It's like, we have to pass the IRA because it's going to fundamentally change how we feel our economy and let me share my vision with you. And then people follow, like, line up behind that vision. And that, I think about that a lot when I'm leading my organization and when I'm, you know, addressing this industry.
Speaker 1 (22:46)
I feel like, again, thinking about stories, not to just nuts it, go crazy on that. But I think if I just tell you to your point, we need to pass the IRA, we need it, we have to have it. And you don't have that story or the vision to your point behind it. Nobody wants to follow. Nobody can own that and take it on. But if you can tell that story, explain that vision, and have people understand what they're looking so hard for day in and day out, I think that makes it like that just...
goes to show that they will work hard to accomplish that together.
Speaker 2 (23:21)
I was going say, we do that here at SIA, like, you know, everyone has corporate goals, right? So we have like 20, 25 SIA corporate goals, and then every department takes those goals and makes departmental goals. And then every person takes their departmental goals and makes their individual goals. So that my, my goal is that every single person who works here understands how what they're doing on the daily effectuates.
the strategic goals of the organization. Because if you don't know that, like, what are you doing? Why are you bothering? And that's because you believe in the story, right? You believe in the vision, you believe in the story, you believe in what the future can look like. Yeah, we have a great team here that like executes against a vision. That's pretty cool. I've worked in a lot of like, not a ton, but a lot of places and having a place that's so mission driven is a really good working environment.
Speaker 1 (24:18)
If we talk about the industry for a second, and it's not easy at all, but it's one thing to make a story for a group of people inside an organization who are paid to work and towards that goal. But when you have an industry and I don't know how many thousands of people, hundreds of thousands of people we have in our industry total, but how do you bring a vision, an authentic vision to these people who are all working hard at what they do, but towards this?
bigger goal. know there's, see, as the solar decade ahead of us and how do you tell a story that can refine so many different groups of people across so many walks of life?
Speaker 2 (24:57)
I I think that the most effective way to tell that story is to find a way for each person to see themselves in it, right? So we don't tell a story only of technology, right? Or only of engineering or only of construction. We're only going to build, right? Or we're going to raise the most money or we're only going to manufacture, right? We have to tell a story that is broad enough that like someone asked me this morning what my major was. I think they were expecting me to say,
engineering, like I'm a history and women's study major, right? Like that's like being in this whole industry is not the natural jump, the natural leap, but I see myself in this industry, right? And what did you major in? Communication? So, right? Like a little, a tiny bit more tangent. It's more tangent. I mean, it's more related, right? The person I was talking to is a biology major and works like an advocacy organization. So.
Speaker 1 (25:41)
Business admin. Okay.
Speaker 2 (25:55)
There's just so many, so she is your question. think that's how you do it, right? As you paint a picture of a future and of a goal that is inclusive of all these different things and not kind of get too narrow minded about one element of the.
Speaker 1 (26:11)
talked about, you know, being corporate or not. I'm curious, just kind of when you're thinking about if you were to give advice or I know you maybe aren't crazy about giving advice, but if you were to help an executive who is considering writing more and following in your footsteps in a sense of writing more, but they're worried about maintaining that blood-o-presence, know, as executive CEOs, whomever they have to really the suit and tie on, if you will, or the
the pants square, not sure that the women equipment, I gotta find a better metaphor. But my point is, is how can people start to dip their toes in the water of writing their story if they haven't done that before?
Speaker 2 (26:49)
It's
funny, I was at a conference or like a meeting of a trade association, not mine, but another one less than a week ago, and someone very senior woman asked me this very question, right? I want like, I would like to start sharing more personal information, but I'm really worried about how it's going to be received in my industry. And my advice to her was just what you said, like take a little risk, right? You don't have to like go lying off the edge of the dining
Right? Like put your toe in the water, share something that is like, you know, I often start my LinkedIn posts with a personal anecdote. Right? So a personal anecdote that leads into an observation about the industry or, you know, a, you know, a experience or a visit you've had that is illustrative of some trend in your industry. I think those are good ways to test the waters. Um, but I think most of all it's like.
Like I said before, you get to be the arbiter of what makes sense for you and you are not making a lifetime commitment, right? You're posting one day and maybe it's not LinkedIn, right? Like maybe you try it on some other platform or maybe you try it in your company newsletter or maybe you take really great pictures and start posting interesting pictures about your work from a different perspective on Instagram. Like, I don't know.
One of the, some of the most fun hosts that we've done are like videos. Remember the one we did about like, hear the tips for surviving Ariplus? Holy macaroni, like, she blew. I shouldn't even tell you how many people talked to me about that video.
Speaker 1 (28:32)
And you think, I mean, people do turn to you for the initiative, but at the same time, it's like, that's just that real life. And we all have to deal with it. We all have to manage it. And the fact that you are having that conversation, as silly in the face as it might appear, it's a real thing. People are managing that all the time. It's just a challenge. And we just assume that it's handled.
You know, I think we're thinking about leaders and executives, but I'm curious what, yes, we talked about this before. If you're less senior in your career, you're newer in your career, one, I guess, is building a personal brand important? Is building that kind of place for yourself? And then two, how do you take a risk when you're not at the senior level that you are today? How do you kind of start to do that, but also kind of work the line up too well?
Speaker 2 (29:27)
I mean, important to remember, I started doing this, this more public facing LinkedIn after year six and after the passage of the IRA. I didn't do it my first year in this role or my second year or my third year. Like I built up some political capital and some reputation and some trust and some clear ability to deliver results for my industry. And so I think that made me feel more comfortable that I could risk.
you know, using my authentic voice because I did have a solid reputation behind me. And so, yes, 100 % it's important to develop your brand. Like, I started developing my brand when I was a baby lawyer and that meant my brand was a, I worked really hard. I never said no and I always delivered more than was asked of me, right? And I'm post about it anyway. I don't think there was LinkedIn then, but like for...
That was my brand. Your brand does not have to be social media phasing, right? Your brand can be within your company or within your clients or within your network. And I think there's lots of places that people newer in their careers can practice, like an active member of RISE, which is Women in Renewable Industries of Sustainable Energy. And there's lots of venues to practice speaking out and speaking up and being an expert on your issue or maybe talking about imposter syndrome.
whatever, I'm sure there are other venues where people can practice that long before they have to commit it to paper or screen. Yeah. mean, if someone, so I have, you know, I have both of my daughters are in college and they're, one is looking for a job. She's about to graduate from college in June. And if she was decided she wanted to use LinkedIn to offer her observations on life, I would tell her to go for it, but just know that
People are going to look at it, right? Employers will look at it. And so we just, we get to be the bosses of us. Like I said earlier, like I'm the boss of me and I am, will happily bear the consequences of whatever decisions I make. But you just have to know that.
Speaker 1 (31:30)
Right. It's not, I mean, you have to own that in all ways, you know? When you know that what you might say just runs that risky line, how do you balance being authentic versus pulling your reins back a little bit?
Speaker 2 (31:49)
know, this is, I'm not being facetious. You know, I wear this necklace around my neck that says pause, and I often will write something and then pause, right? Like give it 10 minutes, give it overnight, especially if I'm pissed off or angry about something and go back and reread it. because things do last for a long time, right? Like once it's out there, it's out there. So that, that is one strategy I use all the time.
Just generally I use it, but I also use it in my writing. I also think about like, who might be impacted. I do write a lot about my kids, but there is a ton that I don't ever cross the line because it's, you I write about my story as it relates to them, but I don't write about their stories. That's not my business, right? That's, think it is important distinction, even if it doesn't sound very different, but that's important to me.
Similarly, like when I write about other people, a friend or, you know, like Mary Powell jetting an award, you know, I wouldn't presume to know what her motivation is or what her ideas are. All I can write about is my experience of her and what I admire about her or what I respect about her. And I think that's important. You know, and also remember my job. My job is to
make sure that solar is the largest source of energy generation on our grid. And I'm not going to do anything to impair all that. So even if it's an issue over here that I feel really strongly about, if I think it's going to impact my job, then I'm not going to do that because I have a job to do. Sorry. That being said, I feel like we're in a period where we might have to decide which hills we're going to die on.
You know, maybe there will be a moment where I think these things might be in conflict and I may have to make a tough decision, but it will be a decision. will not be just like, I will not like stumble blindly into a minefield.
Speaker 1 (33:52)
sure
you'll bring that authentic voice to whatever decision that you ultimately make. Abhi, it's been an honor and it's always fantastic talking with you. think I'm lucky to have this conversation. I think many of us in the industry are lucky to have someone like you at the helm to help kind of direct where we're going. And thank you for making time today.
Speaker 2 (34:12)
Of course, Nick, I'm lucky to have you as my friend. really, I really mean that. And I look forward to continuing the storytelling with you.
Speaker 1 (34:19)
very much.
Speaker 2 (34:21)
you
Speaker 1 (34:23)
Thanks for listening to Renewable Storytellers. Want the full episode breakdown and transcript? Head over to yournebula.com. And if today's conversation sparked new ideas, we'd love to hear from you. If you enjoyed this episode, be sure to follow the show and leave a review. Until next time, keep telling powerful stories and shaping the future of renewables.
