Airmaster Grows on the Back of Innovation Projects: “It Gave Us the Courage to Aim Higher”

For many years, Airmaster has been known for decentralized ventilation: small, autonomous ventilation units in each room with heat recovery. An alternative to large central systems with long ducts running through the building.

Now the company is taking the next step. The decentralized approach is still the core, but on top of it Airmaster has developed a new product platform where ventilation can be combined with a reversible heat pump that can both cool and heat a room. Everything is controlled by a modular control platform developed in-house by Airmaster.

“We are moving from only delivering ventilation to delivering the complete indoor climate in the room. That includes air quality, temperature and comfort,” says Erik Bjørn, Head of Technology & Innovation at Airmaster.

Soft Funding Gave the Courage to Aim Higher

The engine behind the development is an ETI project from 2020 facilitated by Energy Cluster Denmark and later followed by, among others, EUDP and Elforsk projects. In these projects, Airmaster tested a new control logic and began to take ownership of both software and electronics.

“It gave us confidence and muscle. It meant that we dared to go for something more ambitious – to build our own control system and electronics. Without that soft funding, we probably wouldn’t have dared to make the leap at the same pace,” says Erik Bjørn.

In the projects, Airmaster has developed advanced control based on Model Predictive Control, which uses weather forecasts and energy prices to control both ventilation and heating/cooling as energy efficiently as possible. The next step is to add machine learning so the units learn the building’s patterns – for example data on when people are in the room, how the sun hits, and when it pays off to pre-heat or pre-cool.

“When we know it will be hot at two o’clock in the afternoon, we can start cooling in exactly the right amount the night before. That is the difference between classic control and smart control,” he says.

From 10 to 20 Employees in the Development Department

The journey has changed not only Airmaster’s products, but also the company from the inside. During the process, the development department has grown from 10 to 20 employees, and Airmaster now has both its own programmers and its own electronics development.

“We have a completely different capability now. When the control system and electronics are our own, we can develop, test and adapt solutions to customer needs much faster. It has become a whole new leg of the business,” says Erik Bjørn.

Next Step: Price, Scaling and Growth

The new platform is already in operation in a smaller number of installations, where Airmaster has confirmed that the technology works in practice. The task now is to make the solution ready for broad rollout.

“We have moved from proving that we can do it to working on how we make it a good business. Both for us and for the customers. Now we are fine-tuning price and scalability. The goal is for the new platform to become our standard going forward,” says Erik Bjørn.

With support from innovation projects in the energy cluster, Airmaster has thus taken the leap from classic decentralized ventilation to a scalable platform for total indoor climate – and at the same time doubled its development capacity. The decentralized idea remains, but it has been upgraded with heating, cooling and intelligent control.

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