A business model that adds value to people’s lives

Armand Doru Domuta, Chairman of the Board at Restart Energy Innovative Technologies AG, intends to make the company a market leader in energy transition services in the next five years, by growing its market share and consolidating its position as the first choice for customers. Restart Energy’s target for this year is to reach EUR 85 million in revenues, up to 30 percent from last year’s figure.

By Anda Sebesi

2022 was a trying year for the energy sector, with events that led to players repositioning themselves on the market and making major strategic changes. Restart Energy ended the year with a turnover of EUR 55 million and saw solid demand for equipment that facilitated the production of renewable energy from photovoltaic sources for the selfconsumption of companies of all sizes.

“As a result, we implemented over 60 solar projects with a capacity of around 15 MW and a total value of over EUR 10 million,” says Armand Doru Domuta. He adds that another important accomplishment last year was the successful implementation of the company’s new strategy, which resulted in a complex process of transformation at all levels.

“This year, Restart Energy aims to reach a target of at least 45 MW installed through the Restart Solar product, in the commercial solar segment. Over the next 3 years, the company aims to double its installed capacity every year and to expand that capacity by 50 percent from 2026 onwards,” Domuta explains. The development and construction of utility scale photovoltaic parks is another key objective for the company. “We are looking to maintain an annual pipeline of at least 500-600 MW and to commission at least 150 MW annually.” Next year, the company expects revenues of up to EUR 35 million in the corporate solar panel segment alone.

Following the turmoil that dominated the business environment in 2021, Restart Energy stepped into 2022 to encounter a new energy market, where the biggest challenges came from the instability of the legal, fiscal, and regulatory environments. “The constant changes we had to face made it difficult for us to anticipate medium- and long-term strategic moves,” Domuta points out. Accessing finance and attracting talent—as it is not easy to find skilled workforce in this field—were some of the other major challenges faced by Restart Energy throughout the previous year. “We will continue to focus on accelerating growth in energy transition services, in parallel with the expansion of the upstream segment, which includes the development, construction, and operation of solar renewable energy generation capacity for industrial plants as well as large-scale projects up to 500 MW.”

Asked about his approach to leadership, Domuta says that he is likely to adopt different styles depending on the situation. “I’m interested in the results more than anything else. And so long as the team and individuals are motivated, I believe that the results will come. I choose to empower people and trust their decisions, as well as communicate clear goals and have a strategic plan in place for achieving key targets. One of the main assets of any company is its team, and people who are empowered can contribute to achieving healthy economic growth and sustainable development.”