Lesedi Solar Care Business Plan — Go-to-Market & Contracting Strategy

Track expiry dates across the fleet; approach 12–18 months ahead with a site-specific soiling and yield-loss analysis produced at Lesedi's cost

Go-to-Market & Contracting Strategy

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11.1 Three routes to contract

Route	Target	Approach
Utility re-tender	IPP asset owners exiting original O&M agreements	Track expiry dates across the fleet; approach 12–18 months ahead with a site-specific soiling and yield-loss analysis produced at Lesedi’s cost
Diagnostic wedge	Owners uncertain about asset performance	Sell a low-cost thermography and performance audit; convert findings into an O&M or cleaning mandate
C&I channel partners	Rooftop owners via EPCs, brokers and financiers	Become the referred service partner for installers without service capacity and for lenders requiring maintenance covenants

The diagnostic wedge is the most commercially astute element of this strategy. It inverts the usual services sales problem, persuading a sceptical buyer to switch supplier on an assertion, by selling a small, low-commitment audit whose findings then make the case. The audit is priced to be affordable, generates margin in its own right, and produces exactly the evidence that converts. It also positions Lesedi as diagnostician rather than vendor, which is a materially stronger negotiating position.

11.2 Why clients switch

Empowerment. IPPs carry contractual economic development obligations. A Level 1, 59% Black-owned supplier improves their scorecard in a way an international incumbent cannot replicate through subcontracting.
Water compliance. Owners in water-stressed districts face community and municipal pressure; a near-waterless method removes a live reputational risk.
Evidence. LumenIQ quantifies what the incumbent has been leaving on the table. The competitive argument is made with the client’s own data.
Responsiveness. Regional depots produce genuinely local response times against competitors dispatching from Gauteng or abroad.

Analyst flagConverting the pipeline is the critical path, and the Plan says so

Management identifies the central risk plainly: 412 MW is weighted against a 450 MW year-two target, and sales execution rather than market creation is the critical path. That candour is welcome and correct. The dominant sensitivity in this investment is contracted megawatts, not price, not cost, not technology. The fleet exists and requires servicing regardless; the question is whether a new entrant can take it from incumbents at the rate the plan assumes, adding roughly 250 to 320 MW every year. Investors should weight diligence heavily toward the contract pipeline: named prospects, expiry dates, weighted probabilities and the founding 140 MW book’s contractual status.