Carlos Evangelista envisions a new phase focused on M&A after leaving ABGD.

Founder and CEO of ABGD (Brazilian Association of Distributed Generation), Carlos Evangelista announced this Thursday (22) that He will leave the leadership of the organization after almost a decade. at the head of the association.

In an interview with Canal SolarHe revealed the behind-the-scenes details of this decision, explained the key factors that led him to end his tenure, discussed the new directions of his professional career, and reassured the market regarding the leadership transition process at the organization.

Check out the full interview below:

Carlos, why did you decide to step down as president of ABGD?

It wasn't a sudden decision. I had been reflecting on it since the beginning of last semester. My term as president-elect ended on December 16th. I simply waited for the first meeting of the deliberative council of 2026, which took place yesterday (Thursday), to formally communicate that I no longer had any interest in continuing to lead the association. 

If I were to list the reasons, I would say there were four main ones. The first is that, after ten years, this is a natural conclusion to an institutional cycle. A decade at the helm of ABGD, from its founding through its consolidation and positioning, was a process I consider very successful. Today, it is nationally recognized and has sufficient stability to move forward with new leadership, preserving its values ​​and identity.

And what other reasons could there be?

The second is the genuine feeling of a mission accomplished in consolidating distributed generation in Brazil. Today we have approximately 44 GW installed, more than 7 million consumer units receiving credits, and around 21 million people benefiting. These are extremely significant numbers for the Brazilian electricity sector.

ABGD has fulfilled its historical role in the technical, regulatory, and institutional debate on distributed generation, contributing directly to the construction of regulatory frameworks. The main one was Law 14.300/2022, but we also greatly strengthened the dialogue with public and private agents, always defending the protagonism of the consumer. In the beginning, I needed to explain what distributed generation was and what advantages it offered to the electricity sector. Today, that is no longer necessary.

The third reason is both personal and professional: the search for new strategic challenges. I want to direct my energy – no pun intended – towards projects related to energy transition, artificial intelligence, innovation, and new business models. I have a background in technology, telecommunications, and energy, so this move makes perfect sense.

And the fourth point is the vision for the future. Alternating leadership is a sign of institutional maturity. My departure opens space for renewal within ABGD. I will help in the transition process, including the selection of the new leadership, so that it is something fluid and healthy.

Should this change cause concern in the market? Can ABGD members rest assured?

Yes, they can. Every change in leadership generates expectations. It's like changing the coach of a championship-winning team: the pressure on whoever comes in is enormous. But that's unfair. Whoever takes over doesn't need to do more; they need to maintain what has already been built. That, in itself, is a huge challenge.

The market is dynamic, and anyone who enters will face pressure. This happens in any segment. The important thing is to maintain growth, leadership, and keeping up with the regulatory needs of the sector. ABGD has a solid structure for this.

Looking back, what were the most challenging moments and the ones you are most proud of?

One of the most memorable moments was the oral defense of Resolution 687 in 2015, which introduced models for shared generation by consortia and cooperatives, and remote generation. Without this, distributed generation would not be what it is today.

But, without a doubt, the biggest challenge – and also the greatest source of pride – was the creation of Law 14.300 in 2022. It was an extremely complex process, with several draft laws under debate. We worked directly with the government, Aneel (Brazilian Electricity Regulatory Agency), associations, and industry stakeholders to build a balanced text that would provide legal and regulatory certainty.

For months, we discussed each article until we reached a legal framework that allowed consumers to generate their own energy, inject the surplus into the grid safely, and enable the investments that have brought us to the current 44 GW.

After that, other challenges arose: flow reversal, the TCU's (Brazilian Federal Court of Accounts) ruling against distributed generation, abuses in connection deadlines, tax reform, maintaining the ICMS (State VAT) exemption – now IBS and CBS – on injected energy, government provisional measures with amendments against distributed generation, in addition to the intense debate on curtailment. All these issues continue to permeate the electricity sector and require constant attention.

So, what are your career plans?

I have received invitations to lead other associations, but I don't want to do more of the same. I've had a company that's been in operation for over 20 years, I was involved in creating the first national solar module manufacturing industry in 2010, and I remain very connected to the market.

I've been approached quite a bit by companies looking to sell assets, plants, factories, or even the entire company. Also by investors interested in acquisitions, I see a clear opportunity to work as an advisor in M&A.

I can help companies understand the true value of their assets, preventing them from selling their businesses for prices far below what they are worth. Furthermore, there is a huge demand related to data centers, connecting large workloads, and unlocking projects that are already ready but unable to connect to the network. I've been thinking a lot about this as well, with some real demands already arising.

Could we say that you will be acting as a sort of strategic advisor?

I believe so. Strategic M&A advisory is a good definition for this. More than traditional consulting, it's about putting experience, relationships, and market vision at the service of operations that make sense for all parties involved.

all the content of Canal Solar is protected by copyright law, and partial or total reproduction of this site in any medium is expressly prohibited. If you are interested in collaborating or reusing part of our material, please contact us by email: redacao@canalsolar.com.br.