Beyond the Meter: Rethinking Grid Intelligence for Asia’s Changing Power System

Interview concept:

A conversation with David on how AMI is developing beyond billing and remote meter reading, what grid intelligence means for utility operations, and how utilities across Asia can make practical investment decisions amid rising electricity demand, distributed energy and ageing infrastructure. 

(note) The interview will begin with the regional context before moving into operational value, practical implementation, and the future role of AMI.

Proposed questions:

1. David, you spend a significant amount of time on the ground with utility leaders across the Asia-Pacific region. When you sit down with them today, what is the biggest shift you are noticing in how they talk about grid reliability compared to a few years ago?

The biggest shift is that reliability is no longer viewed solely as an infrastructure challenge. Utilities are increasingly asking how they can use the data they already have to operate the grid more intelligently.

The grid was not designed for today's level of two-way energy flows from rooftop solar, batteries, electric vehicles and other distributed energy resources. At the same time, customers expect greater visibility and control over their energy use as affordability becomes a growing concern.

Utilities recognise that infrastructure alone cannot solve these challenges. More data does not create a smarter grid. Better intelligence does. The next phase of grid modernisation is about using data, AI-powered analytics and operational insights to improve reliability, resilience and asset utilisation before investing in costly upgrades. That's where AMI 2.0 is changing the conversation.

 

2. For many utility leaders, AMI still means billing and remote meter reading. At what point does it become part of the operational intelligence of the grid?  

AMI becomes operational intelligence when the data is used to make grid decisions, not just billing decisions.

I often compare it to the evolution of the mobile phone. The first generation was designed primarily for making calls. Over time, it evolved into a connected platform, supporting apps, navigation, banking and countless other services that transformed how we live and work.

We're seeing the same evolution in the energy industry. AMI started with meter reading and billing, but AMI 2.0 extends that value into smarter grid operations, outage management, network planning and DER integration. Utilities gain greater visibility into what's happening across the network, helping improve reliability, safety and efficiency.

Today, advanced sensing capabilities are transforming the meter into a real-time edge computing platform. Solutions like Landis+Gyr's Revelo® help utilities move from reactive to predictive operations by identifying potential issues before they become customer or safety incidents.

We see these capabilities as the foundation of Grid Intelligence. As we recently shared at our Capital Markets Day, Landis+Gyr is becoming the ‘Google Maps of the Grid’, helping utilities understand what is happening now, where to act, when to act and what to do next.

 

3. If a utility wants to capture more operational value from AMI, where should it begin? What problem should it solve first?

The advice I give utility leaders is simple: start with a business problem, not the technology. Then identify the right partner to help solve that challenge and support your modernisation journey.

For some utilities that may be outage management. For others it could be reducing losses, improving voltage quality, integrating DERs or identifying overloaded assets before failures occur.

The key is to focus on a use case with measurable outcomes. When utilities can demonstrate improvements in reliability, operational efficiency or customer experience, they build momentum for broader grid modernisation initiatives.

 

4. What separates an AMI programme that produces measurable operational value from one that remains primarily a technology deployment?

The most successful AMI programmes are designed around outcomes, not infrastructure.

Installing smart meters is an important first step and the foundation of the intelligent layer, but the real value comes when AMI data is integrated into operational systems and used to improve decision-making across the organisation.

Utilities that deliver the greatest benefits start with clear objectives, whether that's improving reliability, reducing losses, enhancing customer engagement or optimising asset performance. They treat AMI as a long-term transformation programme, not simply a metering project.

 

5. Can you take us inside a deployment where better visibility at the grid edge changed the decisions a utility could make? What did the utility learn?

A great example is our long-term partnership with TEPCO Power Grid in Japan, where we help manage nearly 30 million connected endpoints and collect more than 1.4 billion data records every day.

What is particularly interesting is how the programme evolved beyond traditional AMI. Through TEPCO PG's Route IoT initiative, the platform now connects EV chargers, solar PV systems, batteries and other assets, turning smart meters into communication hubs across the network.

The lesson is simple: greater visibility leads to better decisions. Better forecasting, broader asset connectivity and future DERMS capabilities all become possible when utilities can see what's happening at the grid edge.

We're seeing the same trend in Australia through our work with PLUS ES. With more than one in three homes now equipped with rooftop solar, making Australia the highest per capita rate of solar adoption globally, utilities and end consumers need far greater visibility and intelligence to manage an increasingly dynamic grid and energy usage.

The takeaway is clear: more data alone won't create a smarter grid. Better intelligence will. When utilities gain visibility at the grid edge, they gain the confidence to make smarter operational decisions.

 

6. As you look at a highly fragmented market like Indonesia, with its massive geography and varying digital maturity, how do you steer Landis+Gyr’s regional strategy to help utilities modernise step-by-step rather than waiting for perfect conditions?

The reality is that utilities cannot afford to wait for perfect conditions.

Utilities need to act before their networks become unmanageable. The right time to start is now because the journey to Grid Intelligence begins after an AMI foundation is in place.

In markets like Indonesia, every utility starts from a different place. Some are focused on reducing losses and improving billing accuracy, while others are prioritising reliability, outage visibility or preparing for higher levels of distributed energy resources.

Our approach is to focus on practical, scalable steps that deliver value today while building a foundation for future Grid Intelligence capabilities. Modernisation is a journey, not a single project.

Selecting experienced technology partners is critical, given the technology needs to continually deliver value. Landis+Gyr's role is to bring proven global experience and adapt it to local needs, ensuring utilities can progress at a pace that makes sense for their business and customers.

 

7. Looking five years ahead, what will utilities expect from AMI that many are not asking for today?

Five years from now, utilities will expect the next generation of AMI to act as a real-time intelligence layer across the distribution grid.

Billing and meter reading will be the minimum expected capability. The real value will come from the ability to sense, think and act. Utilities will increasingly rely on AI-powered applications, advanced sensing and predictive analytics to improve reliability, optimise assets and manage growing volumes of distributed energy resources.

Looking further ahead, in my personal view, I can see AI-powered applications evolving into intelligent agents that work alongside other AI agents, drawing insights from weather, environmental and other data sources to enhance prediction and decision-making across the low-voltage network.

The conversation will shift from "Can AMI collect data?" to "Can AMI help us make better decisions in real time?" That's where the industry is heading.

 

8. What conversations should utility leaders, regulators and technology providers advance at Enlit Asia2026 if grid intelligence is to deliver practical value across ASEAN?

The conversation needs to move from technology adoption to value creation.

Across ASEAN, utilities face different challenges, but they share the same goals: reliability, affordability, resilience and customer empowerment. The real question is: how do we build smarter, more resilient and more affordable energy systems for the future?

To accelerate progress, utilities, regulators and technology providers need to align three priorities: clear business outcomes, supportive regulatory frameworks, and open, interoperable platforms.

Ultimately, grid intelligence is not about deploying more technology. It's about helping utilities make better decisions, maximise existing infrastructure and deliver better outcomes for customers and communities. More data won't create a smarter grid. Better intelligence will. That's the promise of going beyond the meter.