It’s rarely the big, obvious mistakes that drag a solar company and a team down. It’s the things that get pushed aside with a “that’s tomorrow’s problem” mindset. Those problems compound quickly and quietly eat away at margins, chip at customer trust, and stall growth before you even see it happening.
That’s where most solar companies seem to get stuck. They become focused on the next project or the next sale, and the foundational work gets pushed aside. The truth is, these blind spots are costing more than most leaders realize.
In 2023, I had a bird’s-eye view of residential and small commercial operations, leading a segment of a solar company that focused on those markets. Although I wasn’t responsible for installing the panels on the roof, my role involved ensuring the systems for the large department were in place and functioning properly. That meant working closely with teams and peers in similar roles to keep projects moving, customers supported, and the right tools in place. It’s a balancing act, and even the most experienced professionals or well-run organizations can stumble when the underlying systems aren’t strong.
Table of Contents
1. Subject Matter Experts
Have you ever received a call from a customer upset that they couldn’t see their consumption and production, and they were sold a system with that function? What about having to dispatch electricians and an installer to fix a storage system that wasn’t installed properly?
It happens.
It takes many hands to install a solar system, and while operations teams are moving quickly, other departments are also in constant motion. Manufacturers roll out new product capabilities and specs, sales introduce new features and functions, and customer expectations continue to rise. In the middle of all that change, training is often the first thing to get pushed aside.
One way to close that gap is to bring operations into the conversations at the beginning. Having a member of the operations team sit in with sales when new functions are being discussed with manufacturers. Sometimes those “latest features” can’t actually be delivered, whether because of utility requirements, permitting restrictions, or simply a lack of resources. The last place you want to discover that is at the customer’s home.
You can also pull manufacturers directly into the process. Ask them to be on-site for the first installation of a new product, so your team can learn with guidance instead of trial and error. If you expect to sell this product or feature consistently, consider investing in a subject matter expert to own it and teach it.
2. Do it Right the First Time
Have you ever incentivized your teams to hit aggressive installation numbers or set KPIs focused on speed that crews are skipping quality assurance steps just to stay on pace?
It happens.
On paper, the numbers look good: more installs, more final payments from customers, but underneath, cracks begin to show. When goals aren’t aligned with quality standards or the realities of the field, the pressure to “go faster” may seem like progress, but it ultimately costs you.
John Wooden said it best: “If you don’t have time to do it right the first time, when will you have time to do it again?” In solar, that couldn’t be truer. The drive to close projects quickly often leads to rushed installs, skipped QA steps, or crews cutting corners just to stay on pace.
If you’re going to incentivize, incentivize for both quality and speed. Installing quickly isn’t valuable if you’re sending crews back to fix mistakes. The companies that strike the right balance design incentive structures where bonuses or recognition are tied not only to the number of installs completed, but also to passing QA/QC checks, safety, or maintaining low callback rates.
Feasible goals are at the heart of this. Pushing a crew to complete six installs a week, despite permitting delays, interconnection requirements, and staffing realities that limit them to four, sets everyone up to fail. Executives should build targets that stretch teams but remain grounded in operational realities. That might mean:
- Setting dual KPIs: installs completed and quality scores (e.g., post-install inspections or callback ratios).
- Rewarding problem prevention: recognizing crews who proactively flag issues before they become callbacks.
Scaling incentives with complexity: larger or more complex installs should have proportional targets and rewards, not the same bar as a simple residential job.
Protecting your larger installation goals isn’t about pushing harder; it’s about designing systems where speed and quality reinforce each other. Teams who feel supported with realistic expectations, clear QA standards, and incentives aligned with both pace and precision will hit targets that are profitable, sustainable, and repeatable.
3. Creating Processes is Boring, but Necessary
Have you ever had a pallet of equipment arrive without anyone knowing who ordered it or where it was supposed to go? Have you ever replaced an inverter out of pocket only to realize later it could have been covered under warranty? Or maybe this is making you think of that pile of gear taking up space in the warehouse because that customer keeps delaying the project?
It happens.
Many solar companies lack effective processes for purchasing, inventory management, RMAs (Return Merchandise Authorizations), and warranty claims. On the surface, these tasks seem like unnecessary admin work when installations are waiting. But the reality is, this is where margins quietly disappear.
Without a purchasing process, duplicate orders slip through, and cash gets tied up in materials you don’t need. Without inventory discipline, warehouses fill with gear no one tracks, and suddenly no one knows what’s available for the next job. Without a claims process, a solar company ends up covering costs that should have been reimbursed, such as parts, labor, and shipping. Without a plan for delayed projects, equipment often sits on shelves, tying up cash and sometimes becoming obsolete before it’s ever installed.
Strong processes don’t have to be complicated, but they do have to exist:
- Assign clear ownership: one person or team is accountable for RMAs, warranty claims, and inventory tracking.
- Standardize workflows: from ordering to receiving to recycling, everyone should know how equipment moves through the system.
- Manage delayed projects: create a dedicated “on-hold” process for gear tied to delayed installs, and revisit timelines with the customer instead of letting equipment sit indefinitely.
- Connect departments: sales, ops, and warehouse must share visibility so what’s sold lines up with what’s ordered and installed.
- Recycle with purpose: set up a scrap process with a recycling partner; it saves on disposal and can create a modest revenue stream.
No one gets into solar excited about managing RMAs or building an inventory workflow. The solar companies that create these processes protect their profitability and free up resources to focus on growth.
4. You’re One Team
Have you ever had sales promise an installation by a certain date, while operations knew the installation calendar was full, or the permitting process alone would make it impossible? Have you ever had to endure the finger-pointing that comes when sales and operations are out of sync?
It happens.
A solar company can avoid this dynamic by treating sales and operations as one team. As a leader, it’s obvious that you value both equally, but your goals for the departments might tell a different story. The disconnect is baked into the system. Sales has aggressive volume targets, while operations is measured on timelines. Sales are paid on commission when a project is completed, but operations can get delayed due to a plethora of reasons. They are both doing their jobs, but they’re running in different directions, leading to tension that the customer can feel.
The strongest solar companies close that gap by creating shared accountability and buy-in from both sides. Sales and operations come together to align on what success looks like, profitability, project timelines, customer journeys, and customer satisfaction. The outcomes are shared.
When both groups help define the goals and own the scorecard, the dynamic shifts. Sales isn’t overselling to hit quotas, operations isn’t pulling back to protect quality, and neither side feels like the other is the bottleneck.
5. Listen to Your Field Teams
Have you ever rolled out a new process or product only to hear later from the install crews that it doesn’t actually work once they’re on the roof? Or have you learned that the service team has been fixing the same recurring issue job after job, but leadership only learned about it when the costs started showing up in the numbers?
It happens.
Your field team sees what no one else in the organization can. They’re the ones stress-testing your processes in real time, face-to-face with the customer, and they’re the ones who leave the final impression of your brand. Their perspective doesn’t show up in dashboards or spreadsheets, but it’s often the most valuable intelligence you have.
They know the shortcuts that shave hours off an install without sacrificing quality. They identify small inefficiencies or design oversights that, if left unaddressed, can escalate into major problems.
Their input is gold, and not providing opportunities for these professionals to provide feedback is a catastrophic mistake many solar companies make. That means building intentional opportunities to capture and act on what your field teams are telling you:
- Regular feedback loops: set up consistent check-ins where field teams share what’s working and what’s breaking. Keep it short, focused, and actionable so it doesn’t feel like more red tape.
- Process pilots: test new tools or products with one crew before scaling company-wide. It’s faster, safer, and saves money compared to fixing mistakes across dozens of jobs.
- Visible follow-through: close the loop by sharing with teams what changed because of their input. Even if the change is still in process, the act of responding builds trust and keeps feedback flowing.
Keep Your Solar Company Running Smoothly
At the end of the day, success is tied to tackling the small issues before they snowball into major disruptions. In this industry, the small things compound. Training, quality control, processes alignment, and field feedback may not seem like a top priority, but left unchecked, they quietly drain margins, disrupt the team, and frustrate customers. The companies that address them early build resilience and momentum.
Follow Solar Insure on our social media channels for all the information you could ever need about solar. Stay up to date with the latest in solar tips, trends, SI-30 product notes, and pro tips for success in your solar business.
