Over the summer I pursued three strategic initiatives at SolarKal, an advisory and marketplace platform that simplifies commercial and industrial solar procurement. First, I analyzed more than two hundred historical request‑for‑proposal processes to quantify win rates and timeline dynamics. We discovered that conversion rates were higher and payback periods longer than previously assumed, reframing how we value pipeline opportunities and sequence “land‑and‑expand” efforts. Second, I built a revenue‑forecasting framework that translates pipeline volume into book value, timing, and account‑level penetration, giving leadership a clearer view of fundraising potential and account prioritization. Third, I rolled out an AI‑driven knowledge‑management platform to unify files, conversations, and customer data across our tools, reducing search time and encouraging knowledge sharing. Together, these projects made SolarKal’s marketplace more predictive and efficient, consistent with its mission to accelerate solar adoption.

My first‑year coursework in business analytics, valuation, and corporate finance was especially relevant. Analytics equipped me to structure and analyze the RFP data set, while finance classes helped me design the forecasting model that connects pipeline activity to long‑term monetization. Electives in operations and the analytics advantage informed my implementation of the knowledge‑management platform, ensuring that the rollout improved efficiency and adoption. Outside the classroom, participation in Columbia’s private equity, venture capital, and technology clubs provided practical exposure to investment modeling and AI applications, which shaped the financial and technological design of my projects.

One of the biggest challenges was navigating uncertainty. SolarKal is a young company operating in a regulatory landscape sometimes described as a “solar coaster.” During the summer, proposed changes to renewable tax credits created significant uncertainty about project economics and investor sentiment. On top of this, the start‑up lacked the structured onboarding processes typical of larger organizations, which required me to define project scopes and direction with limited guidance. I had to be self‑directed, adapt quickly to shifting priorities, and produce work that could stand on its own amid a fast‑changing environment.

The internship gave me a first‑hand look at the opportunities and volatility inherent in scaling a renewable‑energy business. I saw the strength of SolarKal’s model in filling a clear gap in commercial solar procurement and the vulnerability that comes with dependence on federal incentives. The experience broadened my perspective on early‑stage companies and sharpened my interest in combining finance, operations, and technology. Although I am returning to consulting after graduation, I am more open to future roles that connect climate innovation with business strategy.