Biggest Challenges Faced By A President At Enerlogics Networks Inc
Scott's biggest challenges as President at Enerlogics Networks, Inc., center on project timelines; the "decision timing on customers" for new projects and significant "supply chain delays in equipment," extending project completion from 30 to 50 or 60 weeks, impacting both origination and execution. This highlights the difficulties in navigating the current market conditions within the solar and energy development industry.
Project Management, Supply Chain Management, Leadership, Decision-Making, Business Development
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Scott Ameduri
President
Enerlogics Networks, Inc.
Case Western Reserve University
CWRU MS in Electrical Engineering, Arizona State University (ASU) - W. P. Carey MBA
Engineering - Electrical
Climate, Environment, Sustainability & Waste Management, Energy & Utilities
Sales and Client Management
Video Highlights
1. Dealing with slow decision-making from clients in project origination.
2. Navigating supply chain delays and equipment shortages impacting project timelines.
3. Balancing client expectations for rapid project completion with extended timelines due to external factors such as supply chain issues and utility approvals
Transcript
What is your biggest challenge in your current role?
The biggest challenge right now, from a project perspective, really falls into two main areas. One is the decision timing on customers.
Projects that are contracted are clear, but on the origination side, for new projects, it's getting customers to make decisions in a timely fashion. Everyone is so busy and overworked. The solar and energy development space is downstream of their normal state of mind.
So, getting to their "why" is important because it helps drive them to make decisions faster. That's on the origination side.
On the execution side, a lot of what we're dealing with are challenges that existed before COVID but have continued. These include supply chain delays for equipment. Things that used to take 30 weeks now take 50 or 60 weeks. That's a material impact on our business.
Even the utility side pushes back on projects that accept and improve things faster. We're seeing that across the board, and it's really affecting the timeline on project execution. At the same time, customers really want the projects installed six months ago, and we're still going through the construction side of it.
Advizer Personal Links
Enerlogics.com, https://www.linkedin.com/in/sameduri/