Area Development (AD): You’ve had a remarkable career, working with some highly regarded companies. How have those experiences prepared you for your role as COO of American Battery Technology Company (ABTC), and how will you approach this role differently from your past roles?

Steven Wu: Great question. It’s exciting to reflect on the different pieces of my career that have shaped where I am today. My journey started at Apple, where I traveled the world visiting manufacturing locations in Korea, Japan, the Philippines, and the U.S. This gave me exposure to manufacturing on the ground and physicaslly side by side with machines, really learning how to bring something from concept to mass production. The experience of seeing millions of products being distributed to customers globally was incredible. It set the foundation for my understanding of manufacturing and how to scale processes effectively.

AD: Apple is known for its large-scale production, but you've also had experience in the startup world. How did that compare to your time at a more established company like Apple?

Steven Wu: That contrast is really interesting. When I moved into companies like Uber and Nuro, I joined them in their startup phases, before they went public. At Nuro, I was one of the early employees in its first years of growth and watched it grow to over 1,200 employees. Startups come with their own set of challenges—there’s often times no clear organizational structure initially, and you have to build teams from scratch. Learning how to hire well, understanding the impact of poor hiring decisions, and navigating the chaos of rapid growth at that size is an entirely different ballgame compared to an established company like Apple.

AD: That sounds like an intense learning experience. How did working with companies like Rivian further shape your approach?

Steven Wu: Rivian was incredible because I got to know our customers, especially those in the electric vehicle (EV) space. Understanding the demand for all critical resources like lithium in batteries from the perspective of an end user was invaluable. At Rivian, I learned how customers think about supply chain dynamics, like how to manage demand when commodity prices fluctuate, and the impacts of sourcing timing in these markets. Sitting in the shoes of a customer who’s driving demand gave me insights that are crucial for my role at ABTC.

AD: So, how do you apply those lessons to a company like ABTC, which is still in an early growth phase?

Steven Wu: ABTC is in a critical stage right now. We’re a 100-person company, so we’re still growing and need to scale manufacturing processes efficiently. Having that background—from the structured, large-scale operations at Apple to the more scrappy, ambiguous environments at Uber and Nuro—helps me navigate the dynamic market we’re in. The early stage flexibility to adapt, while maintaining clear metric driven focus on scaling and operations at ABTC, is key. All of these experiences have given me a unique perspective, and I’m excited to leverage that as we move forward.

AD: It sounds like your background is the perfect mix for where you’re at now, with everything building to this point. ABTC is at what you’ve described as a transformative stage. Can you explain what that means for the company, and what specific goals you’re focused on achieving over the next year?

Steven Wu: Absolutely. When I talk about the transformative stage, I think about the natural evolution of a first-of-kind technology-based company. There are a few stages that every company goes through. The first stage is proof of concept—can we make the technology work? ABTC has successfully passed this stage, thanks to the founding team and our partnership with incredible R&D engineers at the University of Nevada, Reno (UNR). Our CEO and CTO, Ryan Melsert’s research and experience, including his time at Tesla, were key in bringing the company’s technology to life.

AD: Proof of concept is critical, but I imagine the next step is about proving demand. How did you move from proving the tech works to finding customers who want it? Steven Wu: Exactly, that’s the second stage—product-market fit. After proving the technology, the next challenge was figuring out how to create a product that customers want. We’ve publically published our strategic relationship with BASF, one of the largest chemical refining companies in the world. For a company of their size and stature to want to work with us is a huge accomplishment. It validates that our product has value in the market and sets the stage for a long-term partnership.

AD: Now that you’ve secured a partnership, what does the transformative stage look like in terms of scaling the business?

Steven Wu: The transformative stage is all about taking everything we’ve built—the proof of concept, the foundational engineering team, the customer demand—and scaling it. We’ve shown that the technology works, and we’ve found customers who want our product. Now, we need to deliver at scale. That means making sure our plant and operations can produce not just a great product but one that can be manufactured at the level a company like BASF expects.

We’re also looking to grow beyond our current capacity. We recently received a $150 million grant from the Department of Energy (DOE), to add to our current $130 million of DOE grant awards and federal investments, to open a new recycling facility in the Southeast. This new facility will allow us to scale our operations even further and meet growing demand.

AD: With all of that in mind, what are your immediate goals over the next year?

Steven Wu: Over the next year, the goal is to take our current plant and build on the incredible work done by our in-house R&D, engineering, technical programs, and operations teams. We need to scale production, generate revenue, and reach profitability. By doing so, we’ll earn the right to build more factories and expand further. It’s about creating a consistent mechanism for growth, and making sure the team we have in place can deliver that growth over time.

AD: That’s exciting about the DOE grants. I saw the news recently, and it seems like perfect timing. There’s also an expected 600% rise in demand for batteries by 2030. How is ABTC preparing to meet this demand, and what challenges do you foresee as you scale?

Steven Wu: The answer to both of those questions is the same: Capital. In order to grow and manage large-scale manufacturing, especially in the U.S., you need capital. We’re talking about building factories with large chemical refining processes, and that requires land, space, employees, and the ability to grow at scale.

AD: Capital is clearly a critical factor. How does ABTC plan to ensure efficient use of the capital it’s raised?

Steven Wu: It’s about demonstrating that we can not only develop the technology, but also build a consistent and efficient process to scale it. The efficient use of capital—partnering with the right people and deploying funds effectively—is going to be the key to our long-term success. There are a lot of other companies in the recycling space, and how you use capital is what will differentiate the ones that succeed from the ones that don’t. It allows us to hit our milestones, increase throughput, and meet rising demand.

AD: What are some of the specific challenges ABTC faces in scaling its operations?

Steven Wu: One of the biggest challenges is logistics. Think about the amount of freight, carts, trucks, and loads that come into a facility like ours and our partners —it’s a massive chain. The logistics of moving materials, ensuring everything is processed efficiently, and scaling the workforce to support that all require significant capital and planning. Additionally, we need to fund the ingestion process, create jobs, and build out a system that can handle the scale-up.

Our focus is on demonstrating success at our Reno facility. As we prove that we have a scalable process there, show strong and consistent ability to hit production and revenue projections, and meet our goals, we’ll earn the right to secure more capital. That’s how we’ll continue to invest in future facilities and ensure that ABTC is set up for long-term success.

AD: You’re very focused on onshoring for battery materials. How important is onshoring to the current global supply chain, and what steps are you taking to ensure the success of this onshoring effort?

Steven Wu: Right now, less than 1% of global raw battery materials are produced in the U.S. It’s incredible when you think about it, given that we’re one of the largest consumers in the world. With the number of OEMs, the vehicles being produced, and the consumer electronics industry, the U.S. is a top-tier consumer, yet we’re producing such a small fraction of the materials ourselves. That imbalance creates vulnerabilities, especially when demand is projected to rise by 600% by 2030, and the cost of battery minerals keeps increasing.

AD: What are some of the risks associated with this dependence on foreign countries for critical minerals like lithium?

Steven Wu: The biggest risk is supply scarcity. As demand grows, the U.S. will face more challenges if we continue to rely on other countries for these critical minerals. Think about how energy independence has been a priority for oil and gas—lithium and other battery materials are just as important as energy commodities. If we don’t secure the ability to produce and refine these materials domestically, we’ll remain dependent on foreign suppliers, which over time can poses risks to our national security and economic stability.

AD: You mentioned the idea of a closed-loop energy system. Can you expand on how ABTC is contributing to that goal?

Steven Wu: The concept of a closed-loop energy system is crucial for the U.S. It means producing, refining, and recycling battery materials domestically so that we’re not reliant on other countries for energy resources. The Department of Energy (DOE) recognizes this need, which is why they’ve been awarding grants for gigafactories and recycling institutions to build out this infrastructure in the U.S. For ABTC, our role is to ensure we’re continuously meeting the DOE’s expectations and delivering on our promises.

AD: How has ABTC been able to earn the trust of the DOE to secure these grants?

Steven Wu: One of the things that really impressed me about ABTC—and one of the reasons I joined—is the company’s track record with the DOE. It’s fairly uncommon for a company to receive multiple grants from the DOE, but ABTC has done so repeatedly. We’ve secured grants from bench-scale projects all the way up to large-scale manufacturing, which shows that we’re consistently delivering results.

ABTC’s ability to partner with regulatory bodies, demonstrate success, and earn the trust of the government is a major factor in our ongoing success. By staying tightly aligned with the DOE and other regulators, we’re positioning ourselves as the right partner to help scale the U.S. energy supply chain.

AD: What’s the significance of maintaining that close relationship with the government and regulators?

Steven Wu: It’s critical. For ABTC to be successful, we need to demonstrate to the government that we’re the right partner to help achieve the broader goal of energy independence. The U.S. needs companies like ours to succeed in order to secure a domestic supply of battery materials, and staying in close collaboration with regulators is key to ensuring we’re doing things the right way. It’s all about creating a future where the U.S. can meet its energy needs independently, and ABTC is committed to being a big part of that solution.

AD: That’s amazing. I’m glad you touched on the material side of things. We actually have a big feature in the issue you’re going to be in about the rare earth element supply chain, and how the U.S. is trying to build that essentially from scratch. There are so many challenges involved.

Steven Wu: Absolutely, it’s such a relevant topic. You often hear people talking about how the lithium market is crashing or how there are issues with lithium-ion, but that’s just scratching the surface. When you start looking at how different countries manage their energy resources, you realize the driving factors behind the costs are much more tied to political dynamics and how countries handle energy scarcity.

AD: So, it’s not just about the material itself, but the broader geopolitical and economic forces at play?

Steven Wu: Exactly. The net value of the energy or the material itself is almost secondary to how nations manage their energy resources and the political lines that are drawn around that. It’s a much more complex issue than just supply and demand. The way countries interact, control their energy sources, and create barriers or incentives really drives the costs in the lithium market, as well as in other rare earth elements.

AD: Given these complexities, how does ABTC plan to navigate these challenges while still maintaining a steady supply of lithium and other critical materials?

Steven Wu: We have to remain adaptable and keep a close eye on these dynamics, but our focus is on building that closed-loop system domestically. By producing, refining, and recycling materials here in the U.S., we can insulate ourselves from some of these global disruptions. It’s about having control over our own supply chain and reducing dependency on international markets that are heavily influenced by political and economic forces beyond our control.

AD: That’s fascinating. Another big focus of this issue is workforce development. Building large, cross-functional teams has been a part of your previous roles. What’s your strategy for building a highly productive and engaged workforce at ABTC, especially as you enter this rapid growth phase?

Steven Wu: That’s a great question. I actually see productivity and engagement as two separate things, and I’ve learned a lot about this from my experience at Rivian. When you inherit a team—as I did at Rivian, where I became Director of Product, Programs, and Systems Engineering—you come into an organization that’s already in place. It’s different from starting from scratch, like I did at Nuro and Uber, where I was able to build teams from the ground up and handpick the people who fit into the roles I was creating.

AD: So inheriting a team presents its own challenges. How do you approach managing a team you didn’t build from scratch?

Steven Wu: When you inherit a team, the key is to listen first. Don’t come in and start making changes immediately or impose mandates that do not have context of the current status quo. Instead, take the time to understand what people want, why they want it, and what motivates them. It’s important to absorb the context, assess where the team is, and figure out what their goals have been before you take action. That’s what I’m doing at ABTC—to build engagement, I’m listening to the team, understanding their needs, and addressing them quickly to build trust.

AD: Trust seems like a critical element. How do you translate that trust into productivity?

Steven Wu: Once you’ve built trust, it’s about setting clear, meaningful goals for the organization. I believe in creating company-level goals that cascade down to individual contributors. Everyone—from the operators on the floor to the engineers teams to finance—should be able to trace their work back to the company’s larger vision. When people can see how their role ties into the company’s overall success, it helps align everyone towards the same objectives.

AD: That makes a lot of sense. How do you ensure that employees at all levels feel empowered to achieve those goals?

Steven Wu: The key is to give people the room to grow and be creative, while keeping them aligned with the company’s mission. When we set goals, whether it’s about scaling operations, hitting throughput targets, or demonstrating the feasibility of new technologies, it’s crucial that everyone understands how their work contributes to those objectives. By setting those pathways and allowing employees to stretch toward them, we create an environment where people can thrive.In the end, it’s about walking side by side with your team, listening to their input, and making sure their efforts align with the company’s long-term vision. That’s how you build a highly productive and engaged workforce.

AD: That’s great to hear. I think employees really appreciate working for someone with clear goals and OKRs that align all the way up the organization. Let’s move on to innovations in your industry. ABTC is positioned at the forefront of lithium-ion battery recycling. What innovations are you most excited about, particularly in terms of reducing environmental impacts?

Steven Wu: I’m so glad you brought this up because, honestly, this is the main reason I joined ABTC over other energy recycling companies.

There are two main approaches to battery recycling, and I think it’s important to understand the difference. The first is what I call fire-based recycling—essentially, pyro-recycling. Here’s how it works: A large battery is broken down, but it contains all sorts of materials—PCBs, plastics, and various encasings. So in this process, the battery is sent into a kiln or oven, where the organics, plastics, and other materials are burned away. The idea is that the melting point of plastics is different from metals, so the heat burns away everything except the metals.

AD: That does sound pretty intense. What are some of the downsides of this process?

Steven Wu: Exactly, it doesn’t sound great, does it? You’re burning plastics and organics, which leads to emissions that need to be captured. It’s also incredibly energy-intensive because you need to maintain high temperatures to run these kilns. So, from an environmental standpoint, it has a significant impact. When I was thinking about joining a company where I could make an impact for the environment and the future, this method in concept concerned me.

What really drew me to ABTC is that our process doesn’t rely on heat as a primary way for separation. Instead, we use water to separate the materials. It’s a closed-loop system that grinds the battery components, uses solvents or different densities of the materials, and filters them out. The solvents and water are recycled, so the environmental impact is almost non-existent, with virtually no emissions. That’s what inspired me.

AD: So ABTC’s water-based process is a game-changer for reducing emissions and environmental impact. How did that innovation align with your personal goals?

Steven Wu: It aligned perfectly. My background at Apple was all about taking new technologies and figuring out how to scale them in a way that’s efficient and sustainable. When I was part of the team that introduced optical image stabilization and dual-camera technology into a tiny device, it was a huge challenge, but one that had a massive impact.

Joining ABTC, I saw the same potential to make a real change. This process of water-based recycling isn’t just innovative; it has the potential to completely shift how we think about battery recycling and its environmental impacts. The fact that we can recycle critical minerals like lithium in a way that minimizes harm to the planet is exactly why I joined ABTC. The challenge now is to scale this process and help ABTC deliver on its vision. It’s a tremendous opportunity to make a lasting impact on both the industry and the environment.

AD: ABTC sounds like it’s doing some amazing work. Let’s stay on the theme of innovation. You guys are heavily invested in R&D and have university partnerships as well. Can you give me more insight into the role that research and development plays in your strategy for staying ahead of technological advancements?

Steven Wu: Absolutely. Our R&D department is integral to everything we do at ABTC. They’re involved in every stage of the company’s development, from the early phases to where we are now. In fact, our CEO, Ryan Melsert, was essentially our first R&D engineer, and he played a key role in developing the initial processes. But the work doesn’t stop there for our R&D team.

AD: So R&D isn’t just focused on the future; they’re also involved in the day-to-day operations?

Steven Wu: Exactly. Right now, we’ve developed our Phase One process, which handles the recycling of materials. While the operations team is primarily responsible for scaling this process and improving it, R&D is still deeply involved. They help us find creative ways to reduce costs, improve efficiency, and save power and water. Even as we ramp up, the R&D team is always thinking about how we can do things better.

AD: You mentioned Phase Two as well. How does the R&D team contribute to that part of the process?

Steven Wu: In Phase Two, we take the black mass that’s generated during recycling—essentially a “cake” of cobalt, lithium, and other valuable materials—and process it further. The R&D team is heavily involved in commissioning this process, working side by side with our engineering and operations teams to ensure everything is set up correctly. They design the intent behind the lines and help make sure it’s executed as planned. They’re there from the initial design through to implementation.

AD: It sounds like the R&D team is playing a vital role in ensuring ABTC stays competitive and innovative. What other future initiatives are they working on?

Steven Wu: They’re already working on Phase Three, which involves next-generation recycling processes that we haven’t publicly discussed yet. Their involvement is critical on multiple fronts. They’re not just thinking about the future—they’re also present in our current operations, helping us optimize costs and efficiency. At the same time, they’re working with our engineers to ensure that the design of the lines for Phase Two is implemented correctly. And, of course, they’re constantly innovating for future opportunities that could further capitalize on recycling.

Their involvement in these three areas—cost efficiency, current line development, and future innovation—is what helps us stay ahead of the curve. To be a scalable business and succeed long term, we need to be constantly innovating at every level.

AD: You’ve mentioned that ABTC has been receiving more and more DOE grants. How do you plan to utilize these funds to accelerate the company’s scale-up, and what impact do you see them having in the near term?

Steven Wu: Absolutely, each grant has a specific purpose. For example, back in October 2021, we were awarded a grant through the U.S. Advanced Battery Consortium (USABC). That project was in partnership with some OEMs, and the goal was to demonstrate at a bench level that our materials—from the Black Mass recycling process to raw materials—could be built into batteries. This project is nearing completion, and we received positive feedback from partners like BASF, and we are looking forward to sharing the final outcomes of this multi-partner project.

AD: It sounds like these grants are helping you prove the viability of ABTC’s processes. How are the more recent grants helping with the scale-up of your operations?

Steven Wu: Exactly. Each grant builds on the last. In November 2022, we received another DOE grant specifically to enhance our recycling operations. We’re working to expand our recycling technologies to allow for the recovery of additional products, such as graphite, and further reduction of energy and water consumption and life cycle greenhouse gas emissions. Additionally, we were also awarded qualifying tax credits in April this year, which further supports our efforts.

This scale-up led to our most recent win—this past September, we were awarded a $150 million competitive grant for a second battery recycling factory. It’s all about proving to the DOE that we can deliver on our promises. Every time we successfully complete a project, it earns us the right to participate in the next one.

AD: It sounds like it’s a cycle of trust with the DOE. Can you explain how that relationship has evolved over time?

Steven Wu: Definitely. It’s all about building a history of trust and reliability. Each time the DOE awards us a grant, we deliver on what we promised. And by successfully completing each project, we prove that we’re a trustworthy partner. This track record allows us to participate in more competitive projects, which leads to even greater opportunities. It’s a step-by-step process, where we keep demonstrating our capabilities, and in return, the DOE continues to invest in our growth.

AD: You mentioned the second recycling plant funded by the DOE grants. Where are you in the search for that site? Have you started looking, and what makes for a good location for you guys?

Steven Wu: Good question! Let me start with the second part. The ideal location for any battery recycling facility needs to be in close proximity to a partner. Logistics and transportation costs are huge factors in the recycling chain. Think about all the feed material coming in—Tesla cars that broke down, GM Chevy Bolts, or even random power generators using batteries from places like Wyoming—all that material has to be aggregated. The location needs to be strategic in terms of where you’re gathering these materials, but it also has to be close to the partners you’ll be delivering the product to.

You don’t want to be located thousands of miles away from your customers. Co-locating near a partner or another company is a high priority for us. We’ve got some public partnerships, but we’re also in private discussions with other potential partners that will help us determine the best location.

AD: That makes sense, minimizing transportation costs while staying close to partners. Have you narrowed down any specific locations yet?

Steven Wu: Yes, and the current location we’ve identified is in South Carolina. That’s our plan for now, and we’re moving forward with it.

AD: That’s great to hear about South Carolina. They consistently rank highly in our state rankings for incentives, workforce, and overall business climate. They’re definitely doing a lot of good stuff.

Steven Wu: Absolutely, and they’re also close to a lot of battery manufacturing facilities. For instance, the SK factory in Georgia is nearby, and there’s a BMW plant close by as well. That whole region is sometimes referred to as the “battery belt” because of the concentration of OEMs. There are definitely advantages to being in that area.

AD: You mentioned transportation earlier. Are you looking for locations that are rail-served, or is there a particular mode of transport that’s most important for your operations?

Steven Wu: It really depends. When it comes to transporting lithium batteries, safety is our top priority. We have to consider what’s the safest mode of transportation for these materials, especially since there are safety regulations that govern the handling and movement of lithium batteries. States also have different regulations around transporting these goods, so we need to be flexible in how we approach logistics.

AD: Flexibility sounds key, especially with different states having varying regulations. How do you manage those relationships to ensure smooth transportation?

Steven Wu: Building strong relationships with the states is critical. We’ve developed a very strong partnership with the Nevada Division of Environmental Protection, NDEP, here in Nevada, for example, and that’s allowed us to ensure that we’re complying with all regulations while building trust with local authorities. We need to do the same when it comes to transportation partners, like rail companies. They need to feel confident that they can safely transport lithium-ion batteries, and it’s on us to ensure we’re meeting those safety standards.

Ultimately, the mode of transportation will vary depending on the state and the partners involved. It’s all about flexibility and working closely with both state regulators and transportation companies to make sure everyone feels comfortable and safe throughout the process.

AD: Very good. You’ve mentioned your management structure earlier, but I understand there are three distinct business units: recycling, novel extraction, and primary resource development. How do you ensure that these divisions work together to meet the company’s demands?

Steven Wu: Great question. I touched on this earlier when I talked about the chain of recycling, but let me break it down a bit further. The first piece is Phase One and Phase Two, which covers the recycling and novel extraction technologies. In Phase One, we take in feedstock and output black mass—that’s the recycling part. In Phase Two, we refine that black mass into lithium, cobalt, nickel, and other elements that we can sell back into the value chain. This chain of recycling and extraction is the company’s core focus right now, and we’re working to scale it.

AD: So the primary focus at the moment is scaling the recycling and extraction business?

Steven Wu: Yes, exactly. The recycling portion is up and running, and we’ve demonstrated novel extraction at the bench level. We’re now in the process of procuring the equipment for Phase Two to ensure our accelerated progress. So right now, the priority for all business units is to scale this core recycling and extraction business and make sure it’s operational at market scale.

AD: That makes sense. But how does the primary resource development fit into this?

Steven Wu: That’s where the balance comes in. We have another business unit, particularly focused on R&D and engineering, that’s working on primary resource development. We received a grant from the DOE to develop our Tonopah project, which I’m sure you’ve heard of. While the core recycling and extraction business is our immediate focus, Tonopah represents the long-term future of the company in terms of revenue potential.

For example, Tonopah is estimated to have around $4.67 billion of recoverable lithium. To give you some context, Thacker Pass, also in Nevada, has around $3.9 billion, and there was a recent deal between Lithium Americas and General Motors for a 38% ownership stake in Thacker Pass valued at $625 million. That just shows the massive potential of owning primary lithium resource deposits in the U.S.

AD: So, you’re balancing short-term operational goals with a long-term vision for resource development?

Steven Wu: Exactly. We’re focused on building the short- and medium-term business through our recycling and extraction processes while securing a long-term future with projects like Tonopah. The goal is to create innovative deals that secure the company’s future while scaling and demonstrating feasibility and marketability today.

We have dedicated R&D talent, engineers and operators working on both areas, but they often share resources and collaborate across projects. Phase One and Phase Two are the company’s immediate priorities, but Tonopah is crucial for our long-term vision. The examples I gave show just how much potential primary resource development holds for ABTC moving forward.

AD: How do you see ABTC playing a leading role in domestic supply chain development, especially given the increasing demand for electric vehicles?

Steven Wu: That’s a great question. I touched on this earlier when I talked about the closed-loop chain in the U.S., and it ties directly to the growing demand for electric vehicles (EVs). The U.S. government has created incentives through the Inflation Reduction Act (IRA), which provides tax credits to EV manufacturers. One key aspect is that if OEMs use a certain percentage of recyclable content in their batteries, particularly content that’s recycled here in the U.S., they qualify for a $7,500 tax credit per vehicle.

This is significant because it means that even if the material comes from outside the U.S., as long as it's sourced or recycled here, it qualifies as “made in the U.S.” under the tax credit system. That’s a huge incentive for OEMs to source their materials from domestic recyclers like ABTC. The IRA has set a structure where the required percentage of U.S.-sourced materials increases over time. For example, in 2023, 50 percent of the materials in these vehicles needed to be sourced domestically or from approved partner countries. This percentage will continue to ratchet up over the coming years.

AD: It sounds like this incentive could significantly boost demand for domestically sourced and recycled materials. How does this fit into the bigger picture of lithium supply and the U.S.'s long-term energy independence?

Steven Wu: Exactly. The U.S. is aiming to create a closed-loop system where lithium and other critical minerals can be recycled indefinitely. Once you introduce enough lithium into the country, it becomes a resource that can be renewed over and over again if processed correctly. At a certain point, the U.S. could become fully self-sufficient in lithium, which would reduce our dependence on foreign sources.

The increasing demand for EVs is accelerating this process. The challenge is that we don’t have the luxury of time—OEMs need these materials today to meet production goals. So, ABTC’s role is to ramp up production, scale our recycling processes, and help meet the immediate demand for materials while working toward that long-term vision of a closed-loop future.

AD: So ABTC is positioned to play a critical role both in the short term, by meeting EV manufacturers' needs, and in the long term, by contributing to U.S. energy independence?

Steven Wu: Absolutely. Whether it's for meeting the current demand of the EV market or building toward a closed-loop future, ABTC is a key player in ensuring the supply chain has the materials it needs. We’re scaling up to be a major provider of those materials, and we’re helping the U.S. take steps toward becoming energy independent.

AD: I like to give everyone the chance to answer this broad question: We reach about 50,000 manufacturing executives, with a focus on industries like automotive, defense, aerospace, and life sciences. Looking ahead to the next five years, what should manufacturing executives be prioritizing in this manufacturing renaissance we’re experiencing in the U.S.?

Steven Wu: That’s a great question, and it varies a lot depending on the industry. But if there’s a general piece of advice I could give, it would be related to workforce development. The U.S. is a little behind in terms of manufacturing when you compare it to countries like China, where they have dedicated schools that output people ready for manufacturing. These aren’t just people working the lines, but individuals who understand the processes, can innovate, and can maintain and fine-tune production lines.

AD: That sounds like a crucial aspect—building up a workforce that’s not only skilled but also invested in the manufacturing process. What should executives focus on when it comes to workforce development?

Steven Wu: Exactly. One of the biggest opportunities is upskilling. In manufacturing, designing a production line is one thing, but maintaining and getting it to peak efficiency is a whole different challenge. We need to invest in training programs that teach people not just to operate the line but to take ownership of it—to care about getting that line from 98% to 99% efficiency and beyond. It’s about instilling a mindset of continuous improvement.

AD: So you’re saying it’s about finding pride in the details and striving for excellence, even in incremental improvements?

Steven Wu: Absolutely. The joy that comes from getting a line to operate at peak efficiency is just as important as chasing the next big technological innovation. We need to build training programs and university pipelines that focus on this mindset—teaching people that achieving 99.9% efficiency is just as valuable as developing the next big breakthrough.

We should also focus on developing reliability and repeatability in the machinery. Investing in people who care about those details is what will make U.S. manufacturing succeed. The companies that thrive are the ones that are obsessed with quality and efficiency and invest in their workforce to make sure they can achieve those goals.

AD: That’s a message we hear a lot from our readers: There’s a lack of skilled workforce and a need for more training. Energy shortages are another big issue for many companies.

Steven Wu: That’s right, and it’s that same level of care and obsession with improvement that needs to be reintroduced into our education and workforce training programs. When people are taught to care about continuous improvement, they’ll apply that mentality to every aspect of their lives. This is how you build an incredible workforce—one that’s constantly pushing the boundaries of what’s possible, both in manufacturing and beyond.