Augusto Lyra

ABSOLAR(Brazilian Photovoltaic Solar Energy Association). The numbers reflect a booming market, full of opportunities. But along with this progress, I've also seen a recurring problem: companies that grow too fast... and fail just as quickly. It may seem contradictory, but selling a lot doesn't necessarily mean having a healthy business. And this is where one of the biggest management mistakes I see in the sector lies. Recently, one case caught our attention. A solar energy company in Pará gained scale rapidly, increased its sales volume, but began to face serious operational problems. Installation delays, service failures, and dissatisfied customers began to accumulate. The impact was directly on their bottom line, and the outcome was inevitable: significant losses and the collapse of the operation. This is not an isolated case; it is a clear illustration of what happens when the sale is treated as an end, and not as the beginning of the journey. This type of situation reveals a common structural weakness: a lack of control over operations. I often say that looking only at cash flow is like driving while only looking in the rearview mirror. It may give a feeling of control in the short term, but it hides problems that are brewing ahead. That's why I so strongly advocate for the use of what's called a construction project income statement, or Service Result Statement. Unlike a traditional financial income statement, which shows the company's overall result, a construction project income statement allows for the individual analysis of each project's performance. It reveals, for example, whether that facility that seems profitable on paper actually generates a margin when all costs are considered, from labor to rework, logistics, and delays. Without this level of visibility, what happens is simple: the company sells a lot, makes high profits, but loses money on every project without realizing it. And by the time they realize it, it's often too late. We have been working precisely to change this scenario. We have developed tools that allow business owners to clearly see the operating margin of each project, including a consolidated monthly view of the construction project's income statement. It's a type of control that many businesses still lack, especially those in a phase of rapid growth. And this growth, when it comes, brings its own challenges. We are experiencing this ourselves. This has been the month with the highest sales volume in our history, driven by digital marketing strategies, content production, and a constant presence at industry events. But along with the demand comes the need to structure processes, hire talent, and organize operations. Because growing without management often becomes a risk. I've seen many companies in the solar sector repeat the same pattern: they invest heavily in sales, generate demand, but neglect operations. And it is precisely this disconnect that leads to insolvency in the medium term. Therefore, now more than ever, I believe that the future of companies (not only in the solar energy sector, but in any segment with complex operations) depends on organization. It involves data, margin control, and well-defined processes. Management tools are not a "luxury" or a differentiating factor. They are what separates companies that grow sustainably from those that simply grow... until they go bankrupt. And, at the rate the market is moving, this difference has never been so decisive.

Augusto Lyra

Published articles

It sold a lot, went bankrupt quickly: what does the emblematic case of a solar energy company in Pará teach us about management?