Marco Ricci officially began a new chapter as head of Latin American operations for SolaX Power. He did so with his first public interview on the Renewable Passes series, the Strategic Energy streaming program hosted by Gastón Fenés .
During the conversation, Ricci spoke from China, where he was participating in activities with the SolaX global team, visiting the company's factory and accompanying technical training sessions with customers and engineers.
The executive will be responsible for the Latin American region from Mexico to Chile, with the exception of Brazil, and will seek to strengthen SolaX's presence in distributed generation, commercial and industrial solutions, storage and utility scale projects.
In that context, Ricci presented the first guidelines of his management, reviewed his arrival at the company, explained the technological differences he found in the factory and anticipated how he envisions the commercial development of the brand in the region.
How are you experiencing this new stage at SolaX Power?
I'm very happy and very excited. The changes were very sudden and everything happened very quickly, including this interview, which comes in the middle of an intense trip through China.
But I'm motivated and eager to start contributing to SolaX. It's a company with a very interesting foundation and enormous potential for Latin America.
Were you surprised by the speed of everything?
Yes, absolutely. It was very fast. I arrived in China, participated in SNEC, came to the factory, and then the meetings with clients and the technical training began. It all happened almost simultaneously.
But that also helps to quickly get into the company's dynamics and understand firsthand where SolaX wants to go.
When did you arrive in China and what did you see at SNEC?
The trip was longer than usual, but I finally arrived for the second day of SNEC. The fair lasts almost two and a half days, because the third day is shorter, but I was able to experience it quite fully.
After that, I went to the factory, because on Saturday we were already receiving our first customers from Mexico. And on Monday we started with technical training.
And what caught your attention?
Honestly, the breadth of the product range is impressive. I'm taking advantage of the engineer and customer training sessions to get up to speed on the entire range, and it's amazing.
There are residential solutions, microinverters, on-grid inverters, storage, commercial and industrial solutions, and also BESS for utility.
Which region will you be managing within SolaX?
I will be in charge of Latin America, from Mexico to Chile, excluding Brazil.
Brazil will be under the responsibility of a colleague whom I have already had the opportunity to meet and who seemed to me to be of a very high level.
What products will SolaX use to compete in the region?
The range is very broad. We have everything from residential solutions and microinverters to the full range of on-grid, storage, and BESS solutions for utility projects.
Furthermore, the storage component is manufactured in-house, and that is very important.
Why is it important?
Because it allows for greater control over the product, its quality, and the entire production chain. In storage, that makes a difference.
Today, the inverter and the battery are the brain, or to put it more romantically, the heart of the solar system. If that fails, everything stops. That's why reliability is key.
Marco...how did you come to work at SolaX?
My arrival came about through conversations with Jason YouYou, who is the person in charge of Latin America at SolaX.
From our first conversation, we clicked immediately. I felt there was a genuine interest in having me join the team, and that was very important to me.
What did you find when you joined the company?
I found a job that was already very well done. There's a solid foundation, a well-established team, and a presence in several areas of Latin America.
Obviously, we now have to take another step, but it's not starting from scratch.
You come from experiences where you had to build commercial networks from scratch.
Yes, it's different... In my previous job, it was really starting from scratch. Not here.
SolaX entered Latin America fully about two years ago, and for more than a year I already saw it as a very interesting competitor, even as a potential threat.
And now, from the inside, do you confirm that view?
Yes, absolutely. There's a good business foundation, there are relationships, there are distributors, and there's a team.
Now the challenge is to strengthen that, organize, support and accelerate growth.
Where are you going to focus your attention in 2026?
The idea is to build a strong foundation and a solid structure.
That includes the internal team, sales network, technical support, and marketing. We have excellent personnel, but as with any growth phase, some things will likely need to be reorganized.
For what kind of challenge?
To respond to the coming growth. There are tenders, new markets, more interest in storage, and countries that are starting to make strong moves.
Brazil, Paraguay, Honduras, Dominican Republic, Argentina: each market has its own dynamics. There is much work to be done.
What impression did the SolaX factory leave on you?
The factory is impressive. It's very well organized and has several clear areas: on-grid equipment manufacturing, battery manufacturing, and integrated solutions assembly.
I think in-house battery manufacturing is a huge added value.
I saw very strict and continuous controls at various points in the production chain. This allows us to have a high-quality and, above all, reliable product.
In this sector, reliability is fundamental. Selling cheaply is not enough.
Indeed, there are many brands competing in the storage market. Is price still the most important factor?
Price is still important, because you have to be competitive. But I think the market needs to move away from focusing solely on price.
In Latin America, it's often said that cheap things end up being expensive, and in storage, that can be very true.
Quality, reliability, support, production control, and responsiveness.
SolaX has a significant portion of its team dedicated to research and development, an integrated production chain, and robust quality controls. That, to me, can make all the difference.
What surprised you about SolaX culture?
I was surprised by the customer service and the human side.
I saw it in internal conversations. There's an awareness that in Latin America you can't just focus on selling and adding distributors without a strategy.
What do you mean?
There are relatively small countries where a poor distribution strategy can cause problems.
It's essential to build trust between client and manufacturer, nurture relationships, and think long-term. This isn't about a one-off sale, but about creating relationships that can grow steadily.
Does that give you peace of mind when talking to distributors?
Yes, because internally I found a vision very much aligned with that.
With my direct contact in China, we discussed the importance of keeping your word, honoring agreements, and not always seeking "the extra bit."
In what sense?
Trying to gain a little more in the short term can often make you lose much more in the long term.
In sales, economies of scale don't always work as some believe. If you put four distributors where there was previously only one, you won't necessarily sell four times as much. Sometimes you can sell less and damage your relationship with the market.
Have you already identified priority distributors or markets?
Yes, of course. After so many years in the industry, you build many relationships, and often they go beyond the strictly commercial.
I have already identified key markets and players that can provide stability and drive growth.
What type of distributor are you looking for?
We are looking for actors who not only sell, but can also provide high-quality customer service.
The product has to be good, but we also have to be realistic: equipment can fail. Any manufacturer who claims a 0% failure rate is lying.
The difference lies in how you respond. After-sales service is now almost more important than the sale itself.
Are Cuba and Venezuela on the radar?
Cuba is a market that I haven't yet been able to explore in depth.
Venezuela is beginning to show signs of opening up, and that's already progress. In the past, it was practically an off-limits market.
Do you see it as an immediate opportunity?
Not necessarily in the short term. There is still instability and changes underway.
But it's a large country, with a large population and significant energy needs. In the medium term, it could become a very important market.
I'd like to review your past with the Italian national volleyball team.
Volleyball was a huge part of my life. I started playing when I was six and played professionally for many years.
Many times people tell me that I played because I'm tall, but when I started I was a child and I didn't know that I was going to grow to over two meters.
What did volleyball teach you?
Absolutely. For me, it's one of the most mental and team-oriented sports there is.
In volleyball you can be number one in the world, but if you don't have a good team around you, you're not going to win.
Do you apply that to leadership today?
Yes, absolutely. Volleyball teaches you that individual talent isn't enough. You need teamwork, organization, discipline, and a common goal.
It also teaches you not to leave anyone behind. When a colleague makes a mistake or is going through a difficult time, you have to know how to support them.
And how does that apply to a company?
Something similar happens in a company. You have to understand the strengths and weaknesses of each person.
There are times when you need to demand and times when you need to give people a break. Everyone reacts differently to pressure, and a good leader has to be able to read that.
Have you already met the SolaX team in Latin America?
Yes, a good part of the team is here in China. I already knew some of them personally, so the integration was easier.
There wasn't much time yet to sit down and talk in depth, because SNEC and the meetings with clients were very intense.
What first impression do you get?
Very good. I was able to see how they interact with each other, with the leaders, and with the clients.
I found a team with very good human qualities, and for me that is the most important foundation to start with.
Will the priority be distributed generation or utility scale?
Both will be important, but at different times.
Distributed generation is more of a day-to-day issue because it's more dynamic. Utility projects, on the other hand, are long-term.
So how is the strategy ordered?
It will depend on the time and the country. The advantage of having such a broad offering is that we can prioritize according to each market.
But strategically we also want to be key players in utility.
What changes did you see in the solar market during SNEC?
The classical solar system changed.
Manufacturers are no longer just offering standalone equipment, but complete solutions: inverter, battery, monitoring, artificial intelligence and tools to predict consumption.
Is that the path for SolaX?
Yes. The integration of complete systems is already a reality.
The technology is there, the prices are right, and in many countries, institutions and politics are starting to move in the right direction. That opens up opportunities.
How do you see Latin America in the coming years?
I see a very strong growth trend.
And what is your personal goal in this new stage?
My goal is to contribute my experience to help SolaX become a leader in the Latin American market.
I am joining a very important company, with a strong background, a wide range of products and services and a team with great potential.
I'm really looking forward to it. From day one, I felt supported and trusted by the team. That motivates me a lot.
It's a big challenge, but also a great opportunity.
You're used to a busy travel schedule. Do you expect to keep it up?
Over the past five years, I've averaged around 80 flights per year. This trip, when I finish it, will be my fourth round-the-world trip in five years.
Perhaps the pace will still be high at first, but I hope to be able to delegate more and more to the team.