At SolarKal I undertook two strategic projects: developing a commercial and industrial battery‑storage entry strategy and exploring opportunities to monetize the company’s marketplace data. For the battery project, I analyzed customer‑adoption dynamics, technology fragmentation, and financing hurdles, and I produced a roadmap for expanding beyond solar procurement into storage solutions. Such expansion would enable clients to manage demand charges, improve resilience, and maximize solar‑investment value. I also modeled financial outcomes and developed a go‑to‑market strategy for storage. In parallel, I evaluated ways to leverage SolarKal’s vendor and project data, exploring models such as anonymized benchmark reports, personalized vendor insights, and subscription dashboards. I recommended approaches that balance revenue potential with SolarKal’s neutrality and credibility. Both projects advanced the mission of simplifying and accelerating clean‑energy adoption by delivering integrated solutions and actionable market intelligence.

My MBA program equipped me with a mix of analytical and strategic skills. Strategy and climate‑business courses taught me how to conduct market research, segment customer needs, and assess competitive positioning. Corporate strategy and entrepreneurship classes guided my exploration of growth pathways, partnership models, and scalability, while private‑equity and project‑finance courses informed my financial models. Climate‑focused classes contextualized the policy and sustainability factors influencing solar‑plus‑storage adoption. This knowledge allowed me to synthesize data, develop frameworks, and translate insights into recommendations for senior leadership.

Interpreting the One Big Beautiful Bill Act and its implications for both solar and storage markets was a significant challenge. The legislation introduced changes to investment tax credits, domestic‑content requirements, and foreign‑entity provisions, creating uncertainty about project economics and compliance. Industry stakeholders were still determining how to adapt, which meant there were few best practices to reference. I had to stay abreast of regulatory updates, analyze policy effects on deal structures, and advise the leadership team in real time. Additionally, evaluating data‑monetization opportunities required balancing commercial upside with the need to maintain marketplace neutrality and data privacy.

This internship previewed the structured problem solving I will encounter in consulting and strengthened my ability to operate amid policy uncertainty. I learned how regulatory risk and policy evolution shape business models in renewable energy and how companies must build resilience by diversifying offerings and designing options. The experience deepened my appreciation for the intersection of strategy, technology, and policy in accelerating the energy transition. I will carry forward the analytical, communication, and advisory skills I developed as I pursue a career in consulting.