Future Waste To Energy Construction Site
WaterSmart Environmental, Inc.
     Marketing Information


Dolphin Logo

Effective Date: July 25, 2008WSE Publication No. 6000-2

Marketing Data Sheet


Application: Biowastes-To-Renewable Energy, Biofuels, Organic Foods, and Water Independence Technology Provider - WaterSmart Environmental, Inc.
PDF VERSION

Company History:

Prior to 1981 I was employed by others as reflected in my attached curriculum vitae. In 1981 our business was launched in Minnesota under the name of Aquamotion, Inc. to engage in the design, manufacture, and sale of water and wastewater treatment equipment. The business had 4 employees. In 1982 I went for a private placement to raise growth capital as the prospects for growth were substantial. This was during the time period when interest rates were running at 20% plus and investors were far more interested in certificates of deposit rather than in new business startup companies. My effort to raise growth capital completely failed and the legal expenses prevented me from continuing operations.

In 1983 I started a new business in Arizona by the name of AquaMart, Inc. to engage in the design, manufacture, and sale of residential and commercial water purification equipment. That effort also failed because the product could not be sold at a high enough price to pay for marketing expenses. The purification equipment was the very best available and its manufacturing costs made it the most expensive as well. The marketplace was, however, mostly interested in the perception of high value with low cost. About 30 such purification systems were sold and installed prior to the company closing its doors.

In 1984 I took employment at Smith & Loveless, Inc., a Lenexa, Kansas based manufacturer of wastewater pumping and treatment equipment. This relationship ended when I left S&L after one year to start another new water and wastewater treatment equipment business by the name of AquaTrend, Inc. In 1985 I sold a 51% equity interest in AquaTrend to the manufacturing shop that was fabricating my equipment. My motivation was to get on the then payroll at $30K/year. In 1986 I was ousted from the company thereby ending my existence on the payroll. This company still exists today.

In 1986 I started a new company by the name of Purification Industries, Inc. The company also operated under the names of Purification Industries International and Purification International, a Division of Purification Industries, Inc. In 1997 the company was reincorporated under the name of WaterSmart Environmental, Inc. to expand its business to include for the first time the providing of waste-to-energy technologies. The company's capabilities bulletin is attached (WSE Publication No. 198). In 2005 the company increased its capabilities to include the integration of waste-to-energy technologies. The company's waste-to-energy marketing bulletin is attached (BWE Publication No. 100). In 1998 - 2000 sales reached $1.5 - 2.0 million/year with upwards of 15 employees. Then came 9/11 that resulted in a 2-3 year thunderous blow to the water and wastewater treatment industry. It went from a fragmented industry to an inactive industry during this time period.

During the WaterSmart years I have spent over 30,000 uncompensated hours in the continuous study of wastesto- energy technologies as well as their associated marketplace barriers. In 2006 I felt the business model had been tweaked sufficiently to go international with the technology. The last tweaking of the business model was the incorporation of the sharing of routine profits with the waste generators (municipalities and concentrated animal feeding operations) on a 50:50 basis with the associated belief that this feature would result in an accelerated acceptance of the technology on a worldwide basis. It was determined that the accelerated acceptance of the technology would result in more profits at the end of each year than those associated with slow marketplace penetration. The sharing of profits was determined to be absolutely necessary to overcome an established marketplace barrier, i.e., slipping a cash filled envelope under the mayor's door in the still of the night. The marketing approach identified the sharing of profits were intended to increase municipal employee pay and to help fund routine municipal projects.

During the last three years the marketplace has gone from lackluster to red hot respecting climate change. Today, everyone knows about ethanol, biodiesel, carbon dioxide emissions, and renewable energy. It's still a cloudy picture in everyone's mind as very few people, including engineers, regulatory agencies, politicians, and the investment community know the true scientific relationship between all these several concepts.

During the last three years I have concentrated on solving existing climate change problems to be able to put the company in the position of engaging the worldwide marketplace with its solutions. As a result, our company now has no actual competitor in the marketplace. Not Cargill, not DuPont, not GE, not Koch Industries, not Siemens, not nobody period. There is no remaining barrier that can stop us from proceeding with project after project throughout Latin America, South America, and Central America. The technology will rapidly spread to the United States, EU, and elsewhere. Project financing will be easy to obtain because the several technologies that are used are each successful in the marketplace and each project IRR is estimated at greater than 50% (referred to as optimal in each prefeasibility study).

In the company's Press Releases and its engineering drawings I refer to the 100% internal recycling of byproducts to achieve the production of worthwhile precast concrete panels. I also intend to use these precast concrete panels to produce another renewable energy product called a Tidal Generator. Information on the tidal generator is attached (WSE Publication No. 0313). Wind energy has been achieving the most success to date in the marketplace. About a year ago General Electric was awarded a US$27 million contract by the National Renewable Energy Laboratory to increase the megawatt output of a wind turbine from around 3.5 MW to about 19 MW. Our tidal generator is a device that has an estimated output of 500 MW (26 times greater) at a marketplace price of about that of an equivalent MW sized coal fired power plant. This marketplace cost equates to about 25% that of the GE contract. In other words we are way ahead of GE (and all others) vis--vis the renewable energy marketplace.

In effect, we will now be working the renewable energy marketplace with two such products, namely wastes-to-renewable energy and tidal forces-to-renewable energy. Since 70% of the world's population lives in coastal habitats the tidal energy device can be considered as a distributed energy device as well. By distributed energy is meant close to its ultimate marketplace user area.

At this time I am the only employee of the company. Plans are underway to hire about 60 people in the two months following the funding of our first project. At the present time we have three projects that are being considered for project financing. The technology is a design, finance build-own-operate wastes-to-renewable energy, organic foods, biofuels, and water independence project. The company has direct experience with the several technologies that will be used in the waste-to-energy program, namely:

  1. Two Phase Anaerobic Digestion,
  2. Reverse Osmosis Treatment,
  3. Power Generation,
  4. Potable Water Production
  5. Municipal Solid Wastes Management
  6. Organic Foods Production & Processing
  7. Spirulina Microalgae Production & Processing

and therefore is fully capable internally to accomplish its mission in the marketplace without reliance on other companies. The two overriding objectives of the technology is to eliminate the starvation of children in sub- Saharan Africa & South Asia and the promotion of world peace by developing economic prosperity for all.

The standard business model features of the technology are:

  1. The free collection and subsequent management of municipal solid wastes,
  2. The free collection and subsequent management of municipal sanitary wastewater,
  3. The free collection and subsequent management of municipal stormwaters,
  4. The production and free distribution of bottled water quality potable water to all community users on a no cost to anyone basis,
  5. The production and sale of renewableenergy electricity at a price of US$0.045/kWh regardless of time of day used or amount consumed,
  6. The production and sale of renewable natural gas at US$4.80/1000 cubic feet,
  7. The production and sale of biodiesel biofuel at US$2.00/gallon, and
  8. The 50:50 sharing of annual profits with the communities served.

WaterSmart Environmental, Inc. Promoting World Peace through Economic Prosperity

  See this 51 page document in pdf format

More Marketing Data Sheets:

 

All inquiries may be mailed to: Technical Director, WaterSmart Environmental, Inc., PO Box 26346, Shawnee Mission, KS 66225-6346
Or email: wefindsolutions@watersmart.com



Specialists in Potable Water, Waste Water, and Storm Water Treatment Featuring BioWastes to Renewable Energy, Biofuels, Organic Foods, and Potable Water Independence Technologies by and for the Common Man

          Home Page | About Us | BioWaste To Energy | Economic Development | Food Independence Technical Information | Marketing Information | WSE Publications | Press Releases | Contact Us

© 1979-2014 WaterSmart Environmental, Inc., All Rights Reserved

Valid HTML 4.01 Transitional