From Market Entry to Measured Exit: Testing and Validating a Solar Aggregator Opportunity
Outcomes
The pilot successfully validated demand, operating economics and funding appetite, including securing in-principle agreement for an initial £50m investment.
Crucially, the testing phase also exposed structural sensitivities within the model. Armed with real-world data, the business made a disciplined decision not to deploy capital until risk-adjusted returns met its investment threshold, preserving capital and avoiding potential downside exposure.
Background
Government-backed feed-in tariffs had created a compelling entry point into solar. On paper, the returns were attractive and funding appetite was strong.
However, entering the market required building an entirely new operating model, spanning customer acquisition, installation, asset financing and long-term performance management. The economics depended on tight conversion rates, lender alignment and seamless supply chain coordination.
Before committing significant capital, the business needed to determine whether the opportunity was genuinely scalable, financeable and resilient to downside risk.
Curzon Approach
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Designed the end-to-end operating model, mapping the full solar value chain, from customer acquisition to installation and asset management and identifying the most scalable aggregator structure.
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Built and activated the supply chain, selecting and negotiating with installers, equipment providers, and delivery partners to establish competitive commercial terms.
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Executed a live market pilot, launching a three-month programme to test real customer demand, conversion economics, operational capability and financial viability.
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Structured the funding model, identifying and engaging capital partners to support asset financing and long-term balance sheet development.
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Developed a forward roadmap, positioning Solar PV as a platform for broader micro-generation and renewable energy expansion.
CASE STUDIES
Read some of the client problems we have solved!
Operational excellence at a key site for a marine engineering products division of a global organisation
The issue
- An engineering, fabrication & assembly facility supplying deck machinery equipment to the marine industry, was severely underinvested in, with old facilities & equipment and remote from Group HQ
- Seen as a failing site with internal customers losing trust in its ability to deliver
- Disconnected planning and production functions causing late delivery and high costs
- No effective performance management system in place to drive improvements
- Very high inventories due to a lack of control of demand and production priorities
- Intention to transfer products in from Scandinavia and establish a low-cost supply centre of excellence
Solution
- Evaluation of the primary issues and development of a site transformation plan
- Focused on OTIF as the critical performance metric; established cross-functional planning with short interval control to manage demand and delivery to promise
- Improved data integrity, reset planning parameters and re-established ERP system use
- Re-organised operations to improve flow through the factory and to establish schedule adherence
- Implemented practical lean operational disciplines centred around PDCA
- Addressed excess inventory, control of stock, kitting and warehousing operations
- Established effective performance management across all functions
- Coached management to develop capability and establish sustainable improvement
The results
- Delivery performance improvement OTIF from 14% to 95% within six months
- 45% reduction of inventories within one year
- Jump in recovered factory revenues from effective demand management & increased delivery to commitments
- Engaged and productive workforce with a clear understanding of what was required of them
- Successful capital upgrade completed while continuing to supply
- Site was established as a Centre of Excellence for deck machinery and achieved Group award for excellence
- Asked to repeat a similar exercise at another site in the Far East
An award-winning team
