This Belimo webinar will be conducted by Clayton Plymill, Sensor Application Specialist, will explain why and how to effectively measure air pressure in commercial buildings ensuring occupant comfort. Topics of discussion include the forces that affect pressurization, methods of optimization, installation, and [Read more…]
In his November edition of Automated Buildings, Ken Sinclair introduces the concept of Lygometry, a process of quantifying things you know that you don’t know, and his collection of “A” words, the six words we need to embrace and make part of the IoT journey we all are on. Plus, Ken Sinclair’s and Therese Sullivan’s amazing “Time line Smart Building Automation Evolution with over 100 events linking 1000’s articles of history.” Keep reading! Rewards are great! Many critically important insights from some of the sharpest minds in the HVAC and BAS industry.
Also, be sure to make your plans now to attend Ken Sinclair’s education sessions at 2018 AHR in Chicago: The Future of Building Automation-“Data at the Open Intelligent Edge,” A panel discussion, “Growing the Open Intelligent Edge,” A panel discussion, “Are Master System Integrators Becoming the New Building Data Architects?,” and A panel discussion, “How will we create value from our new found edge data and bring it back to the hive to discover new ways of providing comfort, health, satisfaction in our buildings?”
More Great November Articles:
“BAS’s – Inclusive Open Data-driven Reinvention,” Ken Sinclair, AutomatedBuildings.com
Why do you need an MSI? Shayne Taker, Optigo Networks
Change Agents, Marc Petock, Lynxspring & Connexx Energy
Building Automation Control Software, Nadia Adnan, Cube Management Software
The DDC is Dead, Long Live DDC! Anto Budiardjo, Fractional Entrepreneur
What Really Matters in the Modern Workplace, James McHale, Memoori
The Data Strategy, Jim Sinopoli PE, Smart Buildings LLC
SkySpark in the News
With deployments across a wide range of applications, SkySpark continues to be recognized as both a leading edge software platform for IoT applications, and a leading data analytics solution for fault detection & diagnostics and energy management. The articles, research papers and DoE reports highlighted below demonstrate the financial results attainable as organizations use SkySpark to transition to data-driven facilities management.
Harbor Research Report: SMART SYSTEMS and INTERNET OF THINGS PLATFORMS
Here is a quote from the research paper: “IoT PLATFORM INNOVATORS – After reviewing and analyzing over 200 so-called IoT and related data and analytics platforms, we have found that there is a distinct minority of true platform innovators in the marketplace. Leading and innovative examples of players working on next generation platforms include Skyfoundry…” [Read more…]
Thanks to Steve Guzelimian,from Optergy, for providing us with this informative post:
Demand charges can be confusing. It is an invisible variable that can be costing big bucks when it comes to electricity bills. Even though invisible, it is not out of your control.
Most of us understand charges when it comes to Kilowatt Hours (kWh). For example, a motor has a 300kw rating, and therefore every hour it runs at full capacity, it uses 300kWh.
An electricity bill then breaks down what parts of the day that energy has been used, and the charges incurred for usage at those times. This part is simple.
Demand charges are different. Demand is measurement that defines what the maximum flow of electricity has been over a given time and is measured in kilovolt amperes (kVA).
There are two common charge models that energy companies use to charge for demand;
- measure the kVA maximum achieved in a month
- measure the kVA maximum achieved in a year
Both of these models punish the user as they charge for that single maximum achieved for the entire charge period. Utility companies typically charge the entire period for this maximum because they needed to have that capacity available in the electricity grid ready if a user needs it again.
Figure 1; Showing a 1-year graph of demand. Notice 879kVA being achieved once throughout the whole 1-year period.
Say you have one day of extreme heat, where all of your buildings plant runs at 100% capacity for a sustained 30-minute period and achieves your highest peak demand. Now because of this you can be charged at that peak rate for the entire month or year. Therefore, making the consequences for this one 30-minute period cost your business for a lot longer. Take a look at your bill, and usually towards the bottom it will have your peak demand charge, have you ever noticed? How much is your peak demand costing you? You need to be able to identify these situations so that you can reduce the impact they have on you.
Figure 2; Showing an example bill for a single month from the 1-year demand graph shown earlier. This customer is being charged using method number 2, the kVA maximum achieved in a year. The maximum demand being charged is 879kVA with the actual measured demand for that month being 796kVA.
The monetary impact for this once off occurrence is high, however it is easy to reduce this impact if you take control of your peak demand. This can be done with a system that has combined its energy management and building management systems. The ability to control your peak demand requires these two systems working simultaneously. Your energy management system will be monitoring you main incoming meter, which will advise your instantaneous demand. While your building management system will be running your building plant to whatever the current conditions require. Without these 2 systems talking to one another there is no way to control your peak demand. Having the capability for both these systems to communicate is extremely powerful, and allows you to control your peak demand. Once a system starts to see you reach a percentage of your desired peak, it can start adapting the operations of your building to immediately reduce your demand. This need only last for a short time, and once the demand reduces it can then return your building to normal operation.
If your building has demand limiting, instead of one moment in a month or year affecting your bills, you can control this moment and greatly reduce the effect it will have on your operating expenses. Demand limiting has the ability to reduce loads via your building management system, whether it be a binary point (on/off) such as a fan, motor or lighting or an analogue point (modulating point) such as VFD fan speed or compressor loading. Because peak demand can occur over a short time, whatever is turned off or ramped down, is only in this reduce state for a short period of time. For example, you may have multiple AC units turning on one floor, which is increasing your demand, so you can turn off your toilet exhaust fans for a few minutes while these units start up. Once they have started up, and your demand has returned to a normal state, your exhaust fans turn back on automatically. This will have zero impact on your tenants, but will have a large impact on your monthly bills. Another example would be to reset your chilled water supply temperature up half or full degree which in turn unloads the chillers compressor for a short period, then return to automatic modulation once the building load has steadied. Again this will have minimal impact on your occupants but a significant impact on your monthly bills.
Optergy is a system that can be used as a combined building automation and energy management system. It can be used from project inception, or added to a legacy building automation or energy management system. With built in applications Optergy can be used to manage the demand of your building automatically without your tenants noticing any change in building conditions. The only change you will notice is the reduction in electricity costs.
Figure 3; Showing the same customers demand profile 2 years later with demand management implemented. The maximum demand has been managed and reduced to 647kVA, a reduction in demand and cost by 26% with no additional tenant complaints.
Which manufacturer has taken a page out of legendary Green Bay Packers football coach Vine Lombardi’s playbook?
There is a new player in the sensor game, that wants to revolutionize the way sensors are done in smart buildings, do you know who it is?
“Making the turn” is not just a golf term, find out how it relates to John Donahue, Kele and the Smart Buildings Controls world.
As the man, the myth, the legend, Ken Smyers, and I complete our fall travel schedules, we will be getting back to the weekly ControlTalk Now Episodes starting next week. Until then, please enjoy this much shorter version of the show.
Check out this cool way to generate smart building alarms from our friend Steve Guzelimion and Optergy.
When limited information can be used to generate alarms, there is limited ability to add context so that a user can interpret what the alarm means. The higher the alarm count, the higher the frustration levels and the more alarms become ignored. This is a common problem which can be solved with Smart Contextual Alarming. Discover how this can be achieved on your building now firstname.lastname@example.org https://lnkd.in/g-uVec3
Let’s Start with:
Free BAScontrol Toolset Now Includes the BASemulator
Contemporary Controls has just released its BASemulator which replicates on a PC the operation of the company’s BAScontrol series of open unitary controllers, thereby allowing sequence of operation (SOO) verification without having the actual controller. Using a PC, specifying engineers can now view the same program that will be used on the job to verify that it meets the engineer’s intended sequence of operation. For a contractor, programs can be developed, configured and then saved on a PC for eventual downloading to the intended controller at the job site.
The BAScontrol series of BACnet/IP unitary controllers are built on the Sedona Framework™. Sedona is an open-source technology that facilitates component-oriented programming where components are assembled onto a wire sheet, configured and interconnected, to create applications. The BASemulator is free and joins the other free Sedona tools such as the Sedona Application Editor (SAE) which allows for Sedona programming, and BASbackup which will save and restore all BAScontrol configuration and programming files as a project. Contemporary Controls believes that an open controller requires tools available to all without restriction.
Although the BAScontrol series is freely-programmable using Sedona, Contemporary Controls worked with system integrators to create application packages for common HVAC sequences used for RTUs and AHUs. Included in the packages are a system schematic, sequence of operation, points list and the actual Sedona program along with a pre-configured BACnet points file for loading into an actual controller or emulator. Using SAE, the program can be modified for the required sequence and saved using BASbackup.
The BASemulator faithfully mimics the operation of the actual controller including its web pages. It can even be “discovered” by a BACnet client on the same network as the attached PC. Although there are no physical connections to inputs and outputs, inputs can be “forced” via the configuration web pages and BACnet client commands are honored. It is the next best thing to a real controller.
The BASemulator is part of the BAScontrol Toolset, which also includes the Sedona Application Editor (SAE) and BASbackup – the BAScontrol Project Utility. Provided free of charge, these tools simplify controller programming and project archiving. All three programs are available as a single install sharing a common Sedona bundle of kits and components. Along with a common web browser, the toolset is all that is needed to commission a BAScontroller.
Go to the BAScontrol Toolset product page and login or create an account.
ADD A Little
BAScontrol Project Management Simplified with BASbackup
Breaking News From Lynxspring
Delivering Niagara to the Edge
JENEsys® Edge™ 534 Controller for Niagara 4
To: Lynxspring Business and Technology Partners:
We are pleased to announce that our JENEsys Edge 534 Controller for Niagara 4, a fully programmable IoT controller with 34 IO built- and expandable IO, is now available.
Bringing Niagara4 to the edge with real-time control, the JENEsys Edge 534 Controller for Niagara 4 utilizes the same familiar ProBuilder/Workbench software, Niagara 4 programming tools and Fox Protocol you are currently using today.
Did you know the new JENEsys® Edge™ 534 Controller for Niagara 4:
The JENEsys Edge 534 Controller for Niagara 4 fills a significant gap for performance and budgetary requirements by providing you with Niagara 4 along with the same ProBuilder/Workbench software, programming tools and Fox Protocol you are currently using, on a proven edge hardware platform without a large investment.
Ken and I often speak of the “new realities” that face all businesses including those in the Smart Building Controls Industry.
With changes coming at all of us faster than a 110 mph fastball with a nasty spin, just like good baseball hitters, we have to try and get an edge by anticipating the next pitch. ControlTrends is about trying to “steal the signs” and give our community an advantage, be it regarding new technology, or new business trends.
We have been following Steve Blank since we heard him speak at the last Tridium summit. His insights are spot on and we encourage you, if you have not already to sign up for his news letter. You will not be disappointed.
With the big news last week, of our friend John Donahue selling his company to Kele, and with the arrival of Steve’s latest news letter, the stars of synchronicity seem to aligned. As such, we have decided to post Steve’s thoughts and we invite you to read about the new realities of venture capitalist and how it will effect you, should you like our friend John decide to sell, or if you, like the rest of us, wonder how we will be effected by such mergers.
The following is a copy of Steve’s most recent news letter.
Uber, Zenefits, Tanium, Lending Club CEOs of companies with billion dollar market caps have been in the news – and not in a good way. This seems to be occurring more and more. Why do these founders get to stay around?
Because the balance of power has dramatically shifted from investors to founders.
Here’s why it generates bad CEO behavior.
Unremarked and unheralded, the balance of power between startup CEOs and their investors has radically changed:
- IPOs/M&A without a profit (or at times revenue) have become the norm
- The startup process has become demystified – information is everywhere
- Technology cycles have become a treadmill, and for startups to survive they need to be on a continuous innovation cycle
- VCs competing for unicorn investments have given founders control of the board
20th Century Tech Liquidity = Initial Public Offering
In the 20th century tech companies and their investors made money through an Initial Public Offering (IPO). To turn your company’s stock into cash, you engaged a top-notch investment bank (Morgan Stanley, Goldman Sachs) and/or their Silicon Valley compatriots (Hambrecht & Quist, Montgomery Securities, Robertson Stephens).
Typically, this caliber of bankers wouldn’t talk to you unless your company had five profitable quarters of increasing revenue. And you had to convince the bankers that you had a credible chance of having four more profitable quarters after your IPO. None of this was law, and nothing in writing required this; this was just how these firms did business to protect their large institutional customers who would buy the stock.
Twenty-five years ago, to go public you had to sell stuff – not just acquire users or have freemium products. People had to actually pay you for your product. This required a repeatable and scalable sales process, which required a professional sales staff and a product stable enough that customers wouldn’t return it.
Hire a CEO to Go Public
More often than not, a founding CEO lacked the experience to do these things. The very skills that got the company started were now handicaps to its growth. A founder’s lack of credibility/experience in growing and managing a large company hindered a company that wanted to go public. In the 20th century, founding CEOs were most often removed early and replaced by “suits” — experienced executives from large companies parachuted in by the investors after product/market fit to scale sales and take the company public.
The VCs would hire a CEO with a track record who looked and acted like the type of CEO Wall Street bankers expected to see in large companies.
A CEO brought in from a large company came with all the big company accoutrements – org charts, HR departments with formal processes and procedure handbooks, formal waterfall engineering methodology, sales compensation plans, etc. — all great things when you are executing and scaling a known business model. But the CEO’s arrival meant the days of the company as a startup and its culture of rapid innovation were over.
For three decades (1978-2008), investors controlled the board. This era was a “buyer’s market” – there were more good companies looking to get funded than there were VCs. Therefore, investors could set the terms. A pre-IPO board usually had two founders, two VCs and one “independent” member. (The role of the independent member was typically to tell the founding CEO that the VCs were hiring a new CEO.)
Replacing the founder when the company needed to scale was almost standard operating procedure. However, there was no way for founders to share this information with other founders (this was life before the Internet, incubators and accelerators). While to VCs this was just a necessary step in the process of taking a company public, time and again first-time founders were shocked, surprised and angry when it happened. If the founder was lucky, he got to stay as chairman or CTO. If he wasn’t, he told stories of how “VCs stole my company.”
To be fair there wasn’t much of an alternative. Most founders were woefully unequipped to run companies that scaled. It’s hard to imagine, but in the 20th century there were no startup blogs or books on startups to read, and business schools (the only places teaching entrepreneurship) believed the best thing they could teach startups was how to write a business plan. In the 20th century the only way for founders to get trained was to apprentice at another startup. And there they would watch the canonical model in action as an experienced executive replaced the founder.
Technology Cycles Measured in Years
Today, we take for granted new apps and IoT devices appearing seemingly overnight and reaching tens of millions of users – and just as quickly falling out of favor. But in the 20th century, dominated by hardware and software, technology swings inside an existing market happened slowly — taking years, not months. And while new markets were created (i.e. the desktop PC market), they were relatively infrequent.
This meant that disposing of the founder, and the startup culture responsible for the initial innovation, didn’t hurt a company’s short-term or even mid-term prospects. A company could go public on its initial wave of innovation, then coast on its current technology for years. In this business environment, hiring a new CEO who had experience growing a company around a single technical innovation was a rational decision for venture investors.
However, almost like clockwork, the inevitable next cycle of technology innovation would catch these now-public startups and their boards by surprise. Because the new CEO had built a team capable of and comfortable with executing an existing business model, the company would fail or get acquired. Since the initial venture investors had cashed out by selling their stock over the first few years, they had no long-term interest in this outcome.
Not every startup ended up this way. Bill Hewlett and David Packard got to learn on the job. So did Bob Noyce and Gordon Moore at Intel. But the majority of technology companies that went public circa 1979-2009, with professional VCs as their investors, faced this challenge.
Founders in the Driver’s Seat
So how did we go from VCs discarding founders to founders now running large companies? Seven major changes occurred:
- It became OK to go public or get acquired without profit (or even revenue)
In 1995 Netscape changed the rules about going public. A little more than a year old, the company and its 24-year-old founder hired an experienced CEO, but then did something no other tech company had ever done – it went public with no profit. Laugh all you want, but at the time this was unheard of for a tech company. Netscape’s blow-out IPO launched the dot-com boom. Suddenly tech companies were valued on what they might someday deliver. (Today’s version is Tesla – now more valuable than Ford.)
This means that liquidity for today’s investors often doesn’t require the long, patient scaling of a profitable company. While 20th century metrics were revenue and profit, today it’s common for companies to get acquired for their user base. (Facebook’s ~$20 billion acquisition of WhatsApp, a 5-year-old startup that had $10 million in revenue, made no sense until you realized that Facebook was paying to acquire 300 million new users.)
2. Information is everywhere
In the 20th century learning the best practices of a startup CEO was limited by your coffee bandwidth. That is, you learned best practices from your board and by having coffee with other, more experienced CEOs. Today, every founder can read all there is to know about running a startup online. Incubators and accelerators like Y-Combinator have institutionalized experiential training in best practices (product/market fit, pivots, agile development, etc.); provide experienced and hands-on mentorship; and offer a growing network of founding CEOs. The result is that today’s CEOs have exponentially more information than their predecessors. This is ironically part of the problem. Reading about, hearing about and learning about how to build a successful company is not the same as having done it. As we’ll see, information does not mean experience, maturity or wisdom.
3. Technology cycles have compressed
The pace of technology change in the second decade of the 21st century is relentless. It’s hard to think of a hardware/software or life science technology that dominates its space for years. That means new companies are at risk of continuous disruption before their investors can cash out.
To stay in business in the 21st century, startups do four things their 20th century counterparts didn’t:
- A company is no longer built on a single innovation. It needs to be continuously innovating – and who best to do that? The founders.
- To continually innovate, companies need to operate at startup speed and cycle time much longer their 20th century counterparts did. This requires retaining a startup culture for years – and who best to do that? The founders.
- Continuous innovation requires the imagination and courage to challenge the initial hypotheses of your current business model (channel, cost, customers, products, supply chain, etc.) This might mean competing with and if necessary killing your own products. (Think of the relentless cycle of iPod then iPhone innovation.) Professional CEOs who excel at growing existing businesses find this extremely hard. So who best to do it? The founders.
- Finally, 20th century startups fired the innovators/founders when they scaled. Today, they need these visionaries to stay with the company to keep up with the innovation cycle. And given that acquisition is a potential for many startups, corporate acquirers often look for startups that can help them continually innovate by creating new products and markets.
4. Founder-friendly VCs
A 20th century VC was likely to have an MBA or finance background. A few, like John Doerr at Kleiner Perkins and Don Valentine at Sequoia, had operating experience in a large tech company, but none had actually started a company. Out of the dot-com rubble at the turn of the 21st century, new VCs entered the game – this time with startup experience. The watershed moment was in 2009 when the co-founder of Netscape, Marc Andreessen, formed a venture firm and started to invest in founders with the goal of teaching them how to be CEOs for the long term. Andreessen realized that the game had changed. Continuous innovation was here to stay and only founders – not hired execs – could play and win. Founder-friendly became a competitive advantage for his firm Andreessen Horowitz. In a seller’s market, other VCs adopted this “invest in the founder” strategy.
5. Unicorns Created A Seller’s Market
Private companies with market capitalization over a billion dollars – called Unicorns – were unheard of in the first decade of the 21st century. Today there are close to 200. VCs with large funds (~>$200M) need investments in Unicorns to make their own business model work.
While the number of traditional VC firms have shrunk since the peak of the dot com bubble, the number of funds chasing deals have grown. Angel and Seed Funds have usurped the role of what used to be Series A investments. And in later stage rounds an explosion of corporate VCs and hedge funds now want in to the next unicorns.
A rough calculation says that a VC firm needs to return four times its fund size to be thought of as a great firm. Therefore, a VC with a $250M fund (5x the size of an average VC fund 40 years ago) would need to return $1 billion. But VCs own only ~15% of a startup when it gets sold/goes public (the numbers vary widely). Just doing the math, $1 billion/15% means that the VC fund needs $6.6 billion of exits to make that 4x return. The cold hard math of “large funds need large exits” is why VCs have been trapped into literally begging to get into unicorn deals.
6. Founders Take Money Off the Table
In the 20th century the only way the founder made any money (other than their salary) was when the company went public or got sold. The founders along with all the other employees would vest their stock over 4 years (earning 1/48 a month). They had to hang around at least a year to get the first quarter of their stock (this was called the “cliff”). Today, these are no longer hard and fast rules. Some founders have three-year vesting. Some have no cliff. And some have specific deals about what happens if they’re fired, demoted or the company is sold.
In the last decade, as the time startups have spent staying private has grown longer, secondary markets – where people can buy and sell pre-IPO stock — have emerged. This often is a way for founders and early employees to turn some of their stock into cash before an IPO or sale of company.
One last but very important change that guarantees founders can cash out early is “founder friendly stock.” This allows founder(s) to sell part of their stock (~10 to 33%) in a future round of financing. This means the company doesn’t get money from new investors, but instead it goes to the founder. The rationale is that since companies are taking longer to achieve liquidity, giving the founders some returns early makes them more willing to stick around and better able to make bets for the long-term health of the company.
7. Founders take Control of the Board
With more VCs chasing a small pool of great deals, and all VCs professing to be the founder’s best friend, there’s an arms race to be the friendliest. Almost overnight the position of venture capitalist dictating the terms of the deal has disappeared (at least for “hot” deals).
Traditionally, in exchange for giving the company money, investors would receive preferred stock, and founders and employees owned common stock. Preferred stock had specific provisions that gave investors control over when to sell the company or take it public, hiring and firing the founder etc. VCs are giving up these rights to get to invest in unicorns.
Founders are taking control of the board by making the common stock the founders own more powerful. Some startups create two classes of common stock with each share of the founders’ class of common stock having 10 – 20 votes. Founders can now outvote the preferred stock holders (the investors). Another method for founder control has the board seats held by the common shareholders (the founders) count 2-5 times more than the investors’ preferred shares. Finally, investors are giving up protective voting control provisions such as when and if to raise more money, the right to invest in subsequent rounds, who to raise it from and how/when to sell the company or take it public. This means liquidity for the investors is now beholden to the whims of the founders. And because they control votes on the board, the founders can’t be removed. This is a remarkable turnabout.
In some cases, 21st century VCs have been relegated to passive investors/board observers.
And this advent of founders’ control of their company’s board is a key reason why many of these large technology companies look like they’re out of control. They are.
The Gift/Curse of Visionary CEOs
Startups run by visionaries break rules, flout the law and upend the status quo (Apple, Uber, AirBnB, Tesla, Theranos, etc.). Doing something that other people consider insanity/impossible requires equal parts narcissism and a messianic view of technological transformation.
Bad CEO behavior and successful startups have always overlapped. Steve Jobs, Larry Ellison, Tom Seibel, etc. all had the gift/curse of a visionary CEO – they could see the future as clearly as others could see the present. Because they saw it with such clarity, the reality of having to depend on other people to build something revolutionary was frustrating. And woe to the employee who got in their way of delivering the future.
Visionary CEOs have always been the face of their company, but today with social media, it happens faster with a much larger audience; boards now must consider what would happen to the valuation of the company without the founder.
With founders now in control of unicorn boards, with money in their pockets and the press heralding them as geniuses transforming the world, founder hubris and bad behavior should be no surprise. Before social media connected billions of people, bad behavior stayed behind closed doors. In today’s connected social world, instant messages and shared videos have broken down the doors.
Before the rapid rise of Unicorns, when boards were still in control, they “encouraged” the hiring of “adult supervision” of the founders. Three years after Google started they hired Eric Schmidt as CEO. Schmidt had been the CEO of Novell and previously CTO of Sun Microsystems. Four years after Facebook started they hired Sheryl Sandberg as the COO. Sandberg had been the vice president of global online sales and operations. Today unicorn boards have a lot less leverage.
- VCs sit on 5 to 10 or more boards. That means most VCs have very little insight into the day-to-day operation of a startup. Bad behavior often goes unnoticed until it does damage.
- The traditional checks and balances provided by a startup board have been abrogated in exchange for access to a hot deal.
- As VC incentives are aligned to own as much of a successful company as possible, getting into a conflict with a founder who can now prevent VC’s from investing in the next round is not in the VCs interest.
- Financial and legal control of startups has given way to polite moral suasion as founders now control unicorns.
- As long as the CEO’s behavior affects their employees not their customers or valuation, VCs often turn a blind eye.
- Not only is there no financial incentive for the board to control unicorn CEO behavior, often there is a downside in trying to do so
The surprise should not be how many unicorn CEOs act badly, but how many still behave well.
- VC/Founder relationship have radically changed
- VC “Founder Friendly” strategies have helped create 200+ unicorns
- Some VC’s are reaping the downside of the unintended consequences of “Founder Friendly”
- Until the consequences exceed the rewards they will continue to be Founder Friendly
Belimo Americas new energy-efficient headquarters is located at on a hillside overlooking picturesque southwestern of Danbury, Connecticut. The 200,000 square foot building is registered with the certification goal of LEED® Gold and serves as a showcase for Belimo and our valued customers. View Belimo’s state-of-the-art HVAC control valve design and testing laboratories – one of North America’s largest!
Belimo provides Innovations in Comfort, Energy Efficiency, and Safety for Buildings. For over 40 years, Belimo successfully focuses on the heating, ventilation, and air conditioning markets providing quality solutions that will increase energy efficiency; reduce installation cost with the fastest delivery times in the industry. Our innovative products have always been designed to help achieve objectives better, faster and more economically. Investing in new technology is a key to our success, and Belimo will continue to offer products to help businesses succeed.