Wall Street’s Message to US Solar Companies: ‘It’s the Profitability, Stupid!’

For the companies that have exploded with growth at the cost of profitability altogether, the message from Wall Street is load and clear, “It’s the profitability, stupid.”

Well before the recent turmoil in the stock market, some of the most prominent U.S. solar companies began experiencing a meltdown in their stock prices. There was a loud and clear message from Wall Street: they are no longer going to reward unabated revenue growth. They are looking for profitable growth. In order to regain the confidence of Wall Street investors, U.S. solar companies will need to articulate and execute towards a clear path to long-term profitable growth.

One of the most telling features of solar’s stock meltdown is that on a cumulative basis SunRun, Vivint, SunEdison, First Solar and SunPower posted record revenues and year-over-year growth but cumulatively posted a net loss. More alarming is that growth, in some cases, corresponds with deepening losses and debt, moving some of the largest solar companies further from profitability altogether.

What is clear is that the vast opportunity that solar represents has motivated a laser focus on capturing market share at all costs. Those costs are out of control, and no one has laid out a convincing plan and path to long-term profitability.

One area that is particularly alarming is the corporate overhead companies carry and the associated operating expenses. It takes the solar industry an average of seven employees to install 1 MW. It’s totally unscaleable. Compared to capital expenditures, which has dropped dramatically, operating expenses have remained relatively flatlined. In contrast, the European companies that invested in business processes and software are able to install the same capacity with two employees. That’s three and a half times more productivity per employee!

Former President Bill Clinton in the 1992 election had a sign hanging prominently in the war room at campaign headquarters: “It’s the economy, stupid!” U.S. solar companies would be well-served posting a similar sign in boardrooms: “It’s the profitability, stupid!”

Solar is an execution play. It’s a race to the lowest cost structure, productivity per employee and velocity to develop and construct power plants. Industries from automobile, retail and the computer industries have proven that the first to gain a 10 percent structural cost advantage or time-to-market have unassailable pricing power and the foundation for business model innovation.

Costco, Walmart, Toyota and Amazon are great case studies to emulate. They used their low-cost structure to crush the competition. They enjoy very high market share and the lion’s share of the profits, and they have very enviable market capitalizations.

The U.S. solar companies that can build an efficient execution machine will demonstrate a clear path to sustained profitability, increase their value and emerge as market leaders.

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Founder, President, and Chief Executive OfficerHaresh provides vision and leadership for Mercatus, Inc. He oversees the company’s business strategy and was responsible for the evolution of the Mercatus Origination and Syndication platform and services offering. With an impeccable record of success navigating complex growth markets where technology decision-making can be difficult, his ability to identify and capitalize on opportunities for business expansion has ignited corporate turnaround, change management, and revenue growth.Haresh began his career at Texas Instruments after earning a B.S. in Electrical Engineering from the University of Notre Dame. By the age of 35, he was recruited by PMC-Sierra, where he served as Vice President of Worldwide Sales. Spearheading the customer acquisition management process for the organization, Haresh boosted company run rate from $60M in annualized revenue to over $1B in just four years. Less than a decade later, Haresh managed a $2B global sales and marketing team as Vice President of Worldwide Sales at Agilent Technology. Subsequently, he served as Senior Vice President of Sales & Marketing at WJ Communications, where he directed a corporate turnaround shepherding the company from a multi-year loss trend to profitable revenue growth, by reengineering business processes leading to the acquisition of the company by Triquint.Hareshis a graduate of University of Notre Dame with a Bachelor of Science degree in Electrical Engineering. He has also completed various Executive Education courses at Harvard Business School and the Stanford Business School.

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