Re: H2 burner

On Jun 25, 1:51 pm, Anonymous Remailer
<mixmas...@xxxxxxxxxxxxxxxxxxxxxxxxxxxx> wrote:
On Wed, 25 Jun 2008 08:20:44 -0700, Williamknowsbest wrote:
Their goal is simple - let me take all the risks and hardships until I
get into production - and then acquire the technology or duplicate it
- to remain competitive - meanwhile, reap the benefits of ever
increasing oil prices.

If I have it right, the only technology you have that isn't already
well-known and available to the large companies is your solar
concentrator/electrolyzer.

That and the general approach, and the learning curve effects of
actually doing things this way - yes.


If one unit is stolen, and the big companies can duplicate it, can't they
duplicate everything you are attempting?

This would allow them to begin to compete with me, it would not put me
out of business however, merely create competition - and they'd be
behind the eight ball in terms of learning curve effects.

You are making a statment about intellectual property rights.

Property rights - which include;
rights over high value land to operate the panels
(I have exclusive options on 200,000 sq km of strategic
desert lands)
rights over carbon
(I have exclusive access to over 20 billion tons of carbon)
intellectual property rights
(I have patents, know-how, and experience with this
technology)
supply chain
(I own critical parts of the supply chain)

This supply chain aspect is critical and dominates my current
strategic efforts. Prior to the perfection of the solar technology -
I have spent time organizing assets that will keep me in business in
the event the core technology is knocked off. That is, in advance of
technical development I organized carbon, land, water and rights of
way, for major hydro-carbon production using the technology. Now
that I have a few of the early projects funded, I am using proceeds to
organize supply chain. In any supply chain there are critical
components. Control of those critical components give you control of
the technology regardless. I will not recount here ALL the critical
components, but I will detail ONE critical component as an examplar of
what I'm talking about.

Bergius (and Fischer-Tropsch) require high temperature high pressure
vessels of a certain size and strength to be fabricated for every
20,000 b/d production train. There are only a very limited number of
fabricators on the planet that can make these. No one (at present)
is organized to produce these on a regular basis. These are made when
they're contracted for - and they are a critical component whose
delivery schedule determines the construction schedule of any coal-to-
liquid facility. Acquiring ALL capable manufacturers and organizing
them for regular large scale production of these pressure vessels not
only makes delivery of facilities more reliable and less expensive for
me, but also gives me control of this critical component. Acquiring
these manufacturers is expensive, creating them from scratch even more
so.

Building a 100 GW per year solar panel plant, and the associated wafer
fabs to support it, provides enough panels to build 2 coal-to-liquid
facilities each producing 200,000 b/d - per year. This means 20
pressure vessels per year - so, acquiring the top manufacturers, and
organizing them to produce 24 pressure vessels per year - begins to
build a supply chain that would be difficult even a well capitalized
oil company to reproduce.

There are details throughout the supply chain - pressure vessels being
only one (and the most obvious) component - that are critical,
difficult to expand or reproduce, and easy to gain control of - and so
will be gotten control of.

This is the answer to those who say - why not start smaller? Why not
demonstrate a panel? Well, now that you have a panel, why not
demonstrate a pilot plant? Why not build one sub-scale facility?
Why not build one facility? Why build 8 facilities each making
200,000 b/d? This is the answer - anything less than this doesn't
give me mastery over my supply chain. Which not only allows me to
stay in business regardless, but creates real - rather than notional -
barriers to entry for a well-capitalized competitor.

Operating in regions like Indonesia where the major oil companies have
shot themselves in the foot is also helpful.

How can you keep it a secret until you are actually producing fuel
and it is too late for them to stomp you out of existence?

I have options on sufficient land, water coal and rights of way, to
exceed the present reserves of Exxon-Mobil. I will be in business
regardless of what others do because of this. Using proceeds from
the present projects I'm sponsoring, I am building a supply chain to
support the development of the resources I have optioned - paying
special attention to skills and features that are difficult or
impossible to reproduce and create effective barriers to entry. Once
I am in production, or near production, I will buy up under-valued re-
marketers and merge them with my production to create an integrated
oil company of them, multiplying their value tremendously and giving
me the abilty to compete head to had against the majors.

Consider the two projects I have in Indonesia. Each of these produces
200,000 b/d - and I own 35% of the output of each. I have six
others - I own therefore worldwide 560,000 barrels per day of
gasoline, diesel fuel and jet fuel.

Now, consider Sunoco - a regional re-marketer of fuels. They're not
an integrated oil company. They're a re-marketer with 4,300 stations
in 26 states. In the face of rising oil prices, their market cap
goes down. They dropped from $9 billion in 2007 to $5 billion today.
Their EBITDA is about $1.2 billion in 2007 on $40 billion in sales.
They paid in 2007 an average of $68 per barrel of crude. I pay $8
per barrel of crude. Adding $60 per barrel to their bottom line
increases their 2007 cash flow so that their EBITDA is $24 billion -
increasing their market cap to $200 billion. They also own pipelines,
refining capacity, and other aspects that are critical for the
eventual creation of a hydrogen economy wihtin the USA.

So, acquiring these assets for $5 billion - gives me solid access to
markets at retail rates for my 560,000 barrels per day.

Once that is completed, I am on an equal basis with any o fthe
majors... and I really have nothing to fear.

I can then expand from 8 to 42 facilities - fully developing all the
land I hae optioned throughout the world - to give me control of 8% of
the world's production of liquid fuels..

I will then expand from that - using technology innovations - to
radically increase hydrogen production.



.

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