HeyJaredNoah McQueen
I explore and advance solutions at the intersection of technology, policy, and commercialization to accelerate a net-zero future and drive impact at scale. Opinions my own.
- Indexed issues, last 90 days
- 7
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- Sep 1, 2026
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- Earliest in this view
- Jul 7, 2026
Latest issues
Technical Derisking 101 (opens the original)
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When we talk about technology derisking, it can seem abstract and intangible. The reality is, you’re not trying to make the technology “less risky” in some abstract sense. You’re identifying the concrete assumptions that must be true for the thing to succeed, testing the most consequential ones, learning, and then updating what you test next.The progression is straightforward and iterative: Identify the problem, understand the economics, find the assumptions that matter most, and prove them.Iden
Happy Birthday, Substack! (opens the original)
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Today marks one year of writing on Substack! 🎉When I published my first post, I hoped this would become a place to think out loud. A place to explore carbon removal, leadership, systems, identity, and the kinds of sticky questions that don’t have easy answers. What I didn’t anticipate was how rewarding it would be to think alongside so many thoughtful people.To everyone who has subscribed, read an essay, left a thoughtful comment, sent a message, shared a post, recommended a book, or simply foll
A Billion Dollar Mistake (opens the original)
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Every infrastructure project is built on assumptions. Engineers assume the technology will perform as designed. Investors assume financing will remain available. Developers assume permits will be approved. Supply chains assume materials will arrive on time.Organizations spend enormous amounts of time and money testing these assumptions before construction ever begins. They commission geological surveys, conduct environmental assessments, build financial models, hire engineering firms, and analyz
Leadership Under Uncertainty (opens the original)
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Every organization eventually encounters uncertainty. Markets change. Technologies mature differently than expected. New evidence emerges. Strategies fail. Policies shift. People leave. Crises happen. Even organizations with exceptional planning eventually find themselves navigating conditions they could not have predicted.Uncertainty will arrive. The question is what leadership does when it happens.One of the biggest misconceptions about leadership is that it requires always knowing the answer.
Scaling Without Bureaucratic Collapse (opens the original)
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As organizations grow, complexity grows with them. There are more people to coordinate, more projects competing for attention, more decisions to make, and more uncertainty about how everything fits together. The systems that worked when five people sat around a single table rarely work for fifteen; those that work for fifteen rarely work for fifty; and the systems that support fifty often become obstacles at five hundred.Scaling, then, is about continuously redesigning how work happens without a
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