SunHarvest Solar EPC (Pvt) Ltd is a Harare-based Solar EPC company delivering reliable, financeable solar power systems across Zimbabwe—covering design, procurement, installation, wiring and protection, commissioning, and after-sales support. The business model is built around once-off EPC project sales for residential backup and SME hybrid solar power, with standardized job kits and an accountable team that reduces customer risk and installation delays. This plan presents a 5-year projection for revenue growth, operating cost structure, cash generation, and break-even timing, supported by a clear funding request of ZWL$ 3,200,000 to secure tools, starter inventory, compliance readiness, and early working capital coverage.
The strategy is anchored in practical delivery discipline: structured site surveys, transparent system sizing, disciplined procurement through a dedicated inventory lead, and rigorous HSQ/commissioning documentation. The company’s financial plan shows strong profitability by Year 1, healthy EBITDA margins, and rapid break-even—achieving Month 1 break-even timing within the Year 1 cycle based on annualized fixed costs and gross margin assumptions from the model.
Executive Summary
SunHarvest Solar EPC (Pvt) Ltd (“SunHarvest” or “the Company”) designs, supplies, installs, and commissions solar power systems for homes, farms, retail shops, and small industries across Zimbabwe. The company operates from a small yard and workshop in Harare, Zimbabwe, supporting storage of mounting rails, batteries, inverters, wiring accessories, and job kits. From day one, SunHarvest runs on a scheduled delivery pipeline: book site surveys, complete design review and procurement planning, install using standardized processes, and commission with documented testing and handover.
The problem and why customers buy EPC
In Zimbabwe, solar demand is driven by grid irregularity, rising backup power costs, and the need for predictable electricity for household living and small business operations. However, customers frequently face avoidable barriers: fragmented contracting (multiple vendors for components, installation, electrical protection, and commissioning), unclear system sizing, long delays while materials are sourced, and uncertainty about after-sales response. SunHarvest addresses these barriers by delivering end-to-end EPC scope through one accountable team, packaging solutions with clear system sizing and warranties, and offering practical payment structures that keep projects moving without forcing customers to manage multiple contractors.
What SunHarvest sells (core EPC categories)
SunHarvest sells once-off EPC solar installations in two product clusters:
- Residential Backup Solar (Hybrid, 3 kW peak) EPC
- SME Solar Power (Hybrid, 10 kW peak) EPC
These two offerings are delivered as full EPC packages—including site assessment, design, component procurement, installation and electrical wiring/protection, commissioning, and after-sales scheduling.
Competitive differentiation
SunHarvest’s differentiation focuses on delivery reliability and financeability:
- Full EPC under one accountable team for design-to-commissioning rather than subcontracting into uncoordinated silos.
- Clear system sizing and transparent BOM-to-quote matching for major components.
- Faster commissioning through standardized job kits and installation checklists.
- Practical after-sales scheduling, ensuring clients are not left waiting after defects or component checks.
Revenue scale and growth plan
The financial model projects strong revenue expansion over five years. Total revenue is forecast at:
- Year 1: ZWL$ 255,600,000
- Year 2: ZWL$ 298,200,000
- Year 3: ZWL$ 347,900,000
- Year 4: ZWL$ 405,883,333
- Year 5: ZWL$ 473,530,556
Growth rates remain consistent at 16.7% for Years 2–5, reflecting scaling of installations and disciplined procurement and crew capacity expansion.
Profitability and break-even
The business model produces consistently strong gross margins, with gross margin percentages in the model ranging from 60.7% to 60.6%. The projected profitability by Year 1 includes:
- Gross Profit (Year 1): ZWL$ 155,021,400
- EBITDA (Year 1): ZWL$ 131,231,400
- Net Income (Year 1): ZWL$ 98,044,800
Break-even analysis in the model indicates:
- Fixed Costs (Year 1): ZWL$ 24,295,000
- Break-Even Revenue (annual): ZWL$ 40,057,708
- Break-Even Timing: Month 1 (within Year 1)
This rapid break-even is supported by the EPC margin structure and early ramp of completed and paid installations.
Funding request and use of funds
SunHarvest requests a total funding amount of ZWL$ 3,200,000 structured as:
- Equity capital: ZWL$ 1,200,000
- Debt principal: ZWL$ 2,000,000
- Total funding: ZWL$ 3,200,000
Funds will be applied to workshop readiness, safety, compliance, starter job kits, initial marketing launch, and working capital support to bridge early operations.
Goals and milestones
Over the next five years, SunHarvest aims to:
- Scale installation volume through controlled capacity expansion (including adding crew capacity by Year 2).
- Maintain gross margin discipline using standardized job kits and procurement control.
- Increase repeat business via structured warranty handling and maintenance scheduling.
By Year 5, the Company targets a steady EPC revenue run-rate supported by sustained demand in Harare and surrounding activity zones, with a scaled delivery capability and reliable commissioning documentation.
Company Description
SunHarvest Solar EPC (Pvt) Ltd is a privately owned solar engineering, procurement, and construction company delivering hybrid solar power solutions in Zimbabwe. The Company is headquartered in Harare, Zimbabwe, with project delivery across Harare and nearby provinces, supported by a workshop and yard used for storage, pre-assembly preparation, and job-kit staging.
Business name and location
- Business Name: SunHarvest Solar EPC (Pvt) Ltd
- Location: Harare, Zimbabwe
- Currency for figures: Zimbabwe dollars (ZWL$)
- Operational footprint: Project delivery across Harare and nearby provinces, with direct emphasis on Harare metro and growth nodes where demand for backup power and SME reliability is highest.
Legal structure and ownership
SunHarvest Solar EPC (Pvt) Ltd is registered in Zimbabwe as a Pvt (Proprietary) Ltd. The company’s funding plan includes a combination of equity and debt, with total funding of ZWL$ 3,200,000 (equity: ZWL$ 1,200,000, debt principal: ZWL$ 2,000,000). This structure supports early readiness and working capital continuity while allowing the Company to scale installation delivery through EPC project receipts.
The company’s purpose
The Company’s purpose is to solve the market’s most practical solar adoption barriers:
- Customers need reliable power, not only equipment.
- Customers need speed and clarity from survey to commissioning.
- Customers need an accountable installer who can stand behind workmanship and documentation.
SunHarvest’s EPC model ensures clients do not need to coordinate multiple contractors for design, electrical protection, installation quality control, and commissioning testing.
How SunHarvest creates value
SunHarvest creates value through operational systems and risk control across the EPC lifecycle:
-
Site assessment and load identification
Surveys establish whether the client needs residential backup capacity (3 kW peak) or SME hybrid capacity (10 kW peak), and whether load types require specific wiring/protection configurations. -
System design and sizing discipline
The engineering approach standardizes key BOM components and installation checklists while allowing adjustments based on site conditions. -
Procurement and job-kit staging
The Procurement and Inventory Lead, Reese Johansson, ensures lead times are managed by maintaining core component availability for job kits and scheduling supplier releases to match install days. -
Installation with HSQ compliance
The HSQ Coordinator, Morgan Kim, ensures best practice on earthing, protection devices, documentation, and safe working procedures—reducing defects and rework. -
Commissioning and after-sales scheduling
Commissioning sign-off by the Project Engineer and documented handover make systems more reliable and reduce the probability of post-install customer disputes. After-sales scheduling supports warranty and maintenance responsiveness.
Why the location matters (Harare and demand concentration)
Harare is both a market concentration and a logistics advantage. The company can:
- Reduce travel time and fuel costs for surveys and installations.
- Maintain consistent quality control because commissioning documentation can be completed within the Company’s structured workflow.
- Support local customer visibility through targeted marketing channels and business listings.
These factors support the projected operational cost structure and scaling assumptions embedded in the financial model, including Year 1 totals for salaries, rent and utilities, marketing, insurance, administration, and other operating costs.
Products / Services
SunHarvest Solar EPC (Pvt) Ltd provides end-to-end solar EPC services. While products can be described in terms of system capacity, the service offering is the EPC package delivered as a single solution.
Service scope: full EPC delivery model
For each project, SunHarvest covers the complete EPC scope:
-
Site assessment and feasibility checks
- Confirm roof mounting suitability (or alternative mounting approaches if needed).
- Identify existing electrical arrangements and the best hybrid configuration.
- Validate environmental and structural considerations relevant to safe mounting and wiring routes.
-
System design and sizing
- Determine appropriate system capacity using standardized configurations aligned to the two main offerings:
- Residential Backup Solar (Hybrid, 3 kW peak)
- SME Solar Power (Hybrid, 10 kW peak)
- Define wiring and protection requirements based on load characteristics.
- Determine appropriate system capacity using standardized configurations aligned to the two main offerings:
-
Procurement and BOM matching
- Procure major components using procurement discipline through the inventory system managed by Reese Johansson.
- Ensure quote-to-BOM alignment to avoid customer dissatisfaction caused by substitutions or incomplete component fulfillment.
-
Installation and electrical wiring/protection
- Execute mechanical installation and electrical wiring under HSQ controls.
- Install protection devices and ensure earthing and safety requirements are met.
-
Commissioning and testing
- Validate functionality through commissioning checks.
- Produce commissioning sign-off documentation for reliable handover and future warranty reference.
-
After-sales support and warranty handling scheduling
- Provide practical after-sales scheduling so customer issues are handled promptly.
- Maintain documentation discipline so service visits are efficient and accurate.
Product 1: Residential Backup Solar (Hybrid, 3 kW peak) EPC
This package is designed for middle-income households with backup power needs due to grid irregularity and/or electricity costs. The hybrid design supports reliable power continuity and a user-friendly backup experience.
Typical customer profile
- Middle-income households within Harare and surrounding growth zones.
- Homes experiencing frequent outages or needing dependable evening and day-time power continuity.
- Households seeking a single accountable EPC team rather than managing installers, electricians, and component sourcing separately.
EPC outcome
- A complete 3 kW peak hybrid solar system installed, commissioned, and handed over with documentation and scheduled after-sales support.
Why the standardized approach matters
Standardization supports:
- Faster installation cycles through repeatable job-kit workflows.
- Quality control consistency through defined checklists and HSQ steps.
- Procurement predictability by ensuring core components can be staged reliably.
Product 2: SME Solar Power (Hybrid, 10 kW peak) EPC
This package addresses reliability and predictability for SMEs that cannot afford prolonged downtime. It is designed for retail shops, clinics, hardware stores, welding shops, pharmacies, supermarkets, and small manufacturing units.
Typical customer profile
- SMEs requiring reliable power for operations (cooling, lighting, refrigeration, essential machinery, POS systems, communications).
- Businesses facing outages that lead to lost sales, safety issues, or product spoilage.
EPC outcome
- A complete 10 kW peak hybrid solar system installed, commissioned, and handed over with documentation and after-sales scheduling.
Why the packaging drives financeability
SMEs often require predictable lead times, clear scoping, and a structured payment arrangement to align with cashflow. SunHarvest’s EPC packaging and transparent BOM-to-quote matching support that financeable pathway.
Service design for customer confidence
SunHarvest’s service experience is structured to reduce customer risk:
- Survey-to-quote conversion discipline: leads that match the service scope are prioritized, minimizing rework from mis-scoped projects.
- Installation checklists and commissioning sign-off: reduce defect rates and disputes.
- After-sales scheduling: sets expectations early so customers know how issues are handled.
Example: residential installation workflow (end-to-end)
A residential hybrid 3 kW peak EPC project follows a staged pipeline:
- Customer inquiry via WhatsApp/SMS/web/Google Business profile
- Rapid initial screening for backup need and likely system sizing
- Site survey booked in Harare; load observation and existing supply assessment
- Design finalized and quote issued with transparent major component alignment
- Client staged payment schedule agreed to match procurement and install phases
- Job-kit components staged in the Harare yard/workshop
- Installation executed with HSQ controls and documented protection/earthing checks
- Commissioning testing and handover documentation completed
- After-sales scheduling for warranty coverage response
Example: SME installation workflow (end-to-end)
A SME 10 kW peak EPC project follows a slightly more structured load and compliance approach:
- Lead captured via business referrals and local visibility channels
- Site survey focuses on operational loads, uptime requirements, and protection needs
- Design sized for 10 kW peak hybrid performance and business operational continuity
- Procurement and job-kit staging aligned to installation day schedule
- Installation and wiring/protection completed with HSQ controls
- Commissioning sign-off with documentation prepared for business continuity
- After-sales scheduling agreed for first response during the early post-install period
Key internal capability: HSQ and commissioning discipline
Solar EPC failures are often caused by:
- Inadequate earthing and protection device selection
- Poor workmanship and wiring errors
- Inconsistent commissioning tests
- Incomplete documentation
SunHarvest mitigates these with the roles and processes led by:
- Casey Brooks (Solar EPC Project Engineer) for commissioning sign-off
- Morgan Kim (HSQ Coordinator) for HSQ compliance and quality checks
- Reese Johansson for procurement continuity and inventory staging
Market Analysis (target market, competition, market size)
Zimbabwe’s solar market continues to grow as households and SMEs pursue energy reliability and cost control. In Harare, demand is particularly concentrated around businesses and residential neighborhoods that experience frequent supply interruptions or rising grid-related costs. SunHarvest targets the segment that values reliability, integrated project delivery, and financeable implementation timelines.
Target market
Residential backup segment (3 kW peak hybrid)
SunHarvest targets middle-income households needing backup power. These clients commonly:
- Experience intermittent grid supply.
- Have lifestyle or home-based work needs requiring continuous power for lighting, communication, refrigeration, and essential electrical loads.
- Prefer a single EPC provider with clear system sizing and delivery discipline.
The residential market is concentrated in Harare metro and nearby growth zones where property demand and electricity usage patterns create recurring solar inquiries.
SME reliability segment (10 kW peak hybrid)
SunHarvest targets SMEs that cannot afford downtime and must stabilize power reliability. Priority business types include:
- Supermarkets and retail chains (cooling and lighting continuity)
- Pharmacies and clinics (critical equipment and patient service continuity)
- Hardware stores and welding shops (tools, lighting, and operational uptime)
- Small manufacturing units and workshops (essential machinery and communications)
These SMEs often:
- Face uneven electricity reliability.
- Need predictable power schedules to protect operations.
- Seek structured EPC delivery with documented commissioning and reliable after-sales handling.
Geographic focus: Harare and nearby provinces
SunHarvest delivers primarily across Harare and nearby provinces. This focus supports:
- Reduced mobilization time and transport costs.
- Better project management control through consistent commissioning documentation workflows.
- Faster response to warranty and after-sales service requirements.
Customer acquisition assumptions and potential demand
The financial model’s revenue projections rely on scaling installation volume and project throughput across Years 1–5. The Company’s earlier planning assumptions align with reaching a large set of potential buyers in the Harare metro area and growth zones by combining households needing backups and SMEs facing power interruptions.
While the plan uses the model projections as the authoritative source of revenue and cost performance, the commercial logic remains consistent: SunHarvest’s product fit and delivery reliability create repeatable conversion of inquiries into quoted installations.
Competition landscape
Types of competitors
SunHarvest competes against:
- ZESA-backed installer networks and local solar installation companies in Harare
- Solar distributors that sometimes subcontract installations
- Other EPC and installation firms offering partial scope or fragmented delivery models
Competitive vulnerabilities in the market
Many competitors may offer parts of the value chain, but customers often experience risk due to:
- Fragmented contracting and unclear accountability
- Substitution risks in BOM fulfillment (leading to mismatched expectations)
- Slower commissioning due to lack of standardized checklists or job-kit staging
- After-sales delays where warranty support depends on multiple subcontractor relationships
SunHarvest’s response
SunHarvest differentiates through integrated EPC accountability and standardized installation/commissioning discipline:
- Full EPC under one team for design-to-commissioning.
- Clear system sizing and transparent BOM-to-quote matching.
- Standardized job kits and installation checklists to accelerate commissioning.
- After-sales scheduling discipline to handle defects and component checks efficiently.
Market size discussion and demand drivers
Zimbabwe’s demand for solar solutions is influenced by:
- Grid irregularity and reliance on backup generation.
- Operating cost pressure for diesel and alternative power sources.
- Increased awareness of solar reliability and technology improvements.
- Availability of financing mechanisms and customer willingness to invest in energy reliability.
SunHarvest’s focus on financeable EPC solutions aligns with these drivers: customers want credible timelines, reliable components, and an installer who can coordinate the complete delivery.
Market risk assessment and mitigation
Risk 1: Supply chain delays
Solar projects can fail to meet timelines if key components arrive late. SunHarvest mitigates this through procurement and inventory staging under Reese Johansson and by using standardized job kits to reduce randomness in procurement.
Risk 2: Installation quality issues
Poor workmanship can lead to recurring faults, customer disputes, and warranty costs. SunHarvest mitigates this through HSQ controls and commissioning sign-off led by Casey Brooks and Morgan Kim, with documentation discipline.
Risk 3: Price pressure and margins
Competition can push pricing down. SunHarvest’s margin discipline is protected through BOM transparency, standardized job kits, and efficient installation workflow control. The financial model assumes gross margin remains around 60.7% in Year 1 and stays in the 60.6%–60.7% range across the five-year period, demonstrating the business can sustain margin discipline as it scales.
Risk 4: Customer deposit timing and cashflow
EPC projects involve working capital dynamics. SunHarvest’s funding strategy includes working capital coverage support and staged receipts aligned to procurement and installation phases. The model’s cashflow projections show strong operating cash generation and adequate cash balances throughout Years 1–5.
Competitive advantage summary
SunHarvest’s advantages are operational, not only marketing-based:
- Integrated EPC scope for accountability
- Standardization for speed and quality
- Procurement control for lead time reliability
- Commissioning documentation to reduce disputes
- After-sales scheduling for long-term trust and repeat opportunities
These advantages are designed to translate into the revenue and profitability scale shown in the financial projections.
Market implications reflected in the financial model
The financial projections embedded in this plan assume that SunHarvest can:
- Convert leads into EPC projects at scale
- Maintain gross margin around 60.6%–60.7%
- Scale operating expense discipline so that EBITDA margin rises from 51.3% in Year 1 to 54.3% by Year 5
This supports the conclusion that SunHarvest can outcompete fragmented delivery models by delivering consistent outcomes that customers value.
Marketing & Sales Plan
SunHarvest’s marketing and sales plan is built to convert inquiries into quoted EPC projects quickly and reliably. The approach emphasizes local visibility in Harare, rapid lead capture, and a sales process that matches the EPC workflow (site survey → design and quote → staged payments → installation and commissioning).
Marketing objectives
- Increase lead flow for both residential and SME clusters in Harare and nearby provinces.
- Improve inspection-to-quote conversion using pre-screening and fast survey booking.
- Build trust through visibility channels, demonstration/open-yard events, and transparent system sizing.
Sales objectives
- Secure EPC project commitments with staged payment structures to reduce execution risk.
- Schedule installations efficiently to maintain consistent delivery throughput.
- Maintain after-sales credibility through documented commissioning and scheduled warranty handling, supporting referrals.
Target audience messaging
Residential messaging (3 kW peak hybrid)
- “Reliable backup for your home”
- Clear system sizing and a single EPC provider from survey to commissioning
- Warranties and practical after-sales scheduling
SME messaging (10 kW peak hybrid)
- “Reduce downtime and protect operations”
- Hybrid reliability and commissioning documentation for operational continuity
- Structured EPC delivery that businesses can plan around
Lead generation channels
SunHarvest’s marketing channels are aligned to Zimbabwe’s practical lead behavior and Harare-based visibility needs:
- WhatsApp and SMS lead capture
- Door-to-door awareness and business WhatsApp campaigns.
- Website and quote form
- Simple inquiry pathway to improve trust and track leads.
- Google Business profile and local SEO
- Targeting searches such as “solar installation Harare” and “solar backup system.”
- Site referral partnerships
- With electricians, property managers, and security contractors serving the right client base.
- Demonstration and open-yard days
- Show inverters, wiring, battery options, and mounting work.
Sales funnel and process discipline
SunHarvest uses a direct EPC sales cycle with clear operational steps:
- Lead capture
- Leads come through WhatsApp/SMS, website, Google profile, referrals, or open-yard events.
- Initial qualification
- Confirm whether residential or SME sizing fits the standard offerings.
- Request key details: basic load needs, property type, and timeline expectations.
- Book site survey
- Surveys are scheduled to balance workload and cash flow planning.
- Load profile confirmation and design
- Casey Brooks reviews site information and ensures design aligns to system sizing.
- Issue EPC quote with transparent components
- Quotes map major components to expectations to reduce BOM substitution issues.
- Agree staged payment schedule
- Payments are structured to align with procurement and installation milestones.
- Installation scheduling and job-kit staging
- Reese Johansson ensures the job kit components required for installation are staged before install day.
- Installation, HSQ checks, and commissioning sign-off
- Morgan Kim ensures HSQ compliance; Casey Brooks completes commissioning sign-off.
- Handover and after-sales scheduling
- Provide documentation and schedule for warranty/after-sales response.
Referral strategy and partner enablement
Referral partnerships can generate high-quality leads because referral sources already have trust relationships with property and business owners. SunHarvest will implement partner enablement through:
- A standardized partner pitch (what SunHarvest delivers and how the EPC process works)
- Rapid survey response commitments
- Commissioning documentation that builds partner credibility (partners want to avoid reputational risk)
Demonstrations and open-yard days
Open-yard days serve three purposes:
- Show customers the technology and quality of workmanship
- Demonstrate standardized mounting and wiring practices
- Encourage immediate quotes for customers who can see the system components
Demonstrations are also valuable for capturing objections:
- Customers can see cable routing, protection devices, and how the system is staged for installation.
- Customers can ask questions directly, improving trust and reducing uncertainty.
Marketing and sales budget alignment with the financial model
The financial model includes marketing and sales spending by year, embedded in operating expenses. Year 1 marketing and sales cost is ZWL$ 1,140,000. The plan scales marketing and sales activity as revenue scales, with the model showing Year 2–5 marketing and sales increases to:
- Year 2: ZWL$ 1,208,400
- Year 3: ZWL$ 1,280,904
- Year 4: ZWL$ 1,357,758
- Year 5: ZWL$ 1,439,224
This reflects maintaining visibility and lead generation capacity without over-inflating fixed overhead.
Sales capacity and ramp assumptions
The Company’s delivery is designed to ramp smoothly:
- Early ramp prioritizes establishing quality and execution tempo.
- As the installation cycle becomes repeatable, SunHarvest increases project throughput while preserving commissioning and HSQ compliance.
This supports the revenue trajectory in the model and ensures operating cost discipline.
Customer retention and repeat opportunities
Although the business model is primarily based on once-off EPC sales, repeat opportunities emerge through:
- Warranty handling and quick response credibility
- System upgrades and maintenance scheduling
- Referrals from satisfied customers and business operators
SunHarvest formalizes after-sales scheduling so that customer experiences translate into referrals and lower acquisition costs over time.
Key performance indicators (KPIs)
SunHarvest tracks KPIs aligned to EPC outcomes:
- Lead volume by channel (WhatsApp, SMS, web/Google, referrals)
- Survey booking rate
- Quote issuance rate
- Conversion rate from quote to staged payment agreement
- Installation completion and commissioning sign-off timelines
- After-sales response time and defect resolution rates
These KPIs ensure the marketing plan translates into actual installation revenue performance.
Operations Plan
SunHarvest’s operations plan describes how the Company delivers solar EPC services reliably and efficiently. The operations system is designed for consistent quality, disciplined procurement, faster commissioning, and controlled costs—matching the revenue and margin structure in the financial model.
Operational principles
-
Standardization with flexibility where needed
- Standard job kits and checklists drive speed and quality.
- Engineering adjustments occur only where site conditions require them.
-
Accountable single-team EPC
- SunHarvest controls design-to-commissioning so customers receive one accountable provider.
-
Procurement discipline
- Avoid excessive inventory while ensuring core components can be staged for installs.
- Reduce lead time risk through vendor relationships and inventory planning.
-
HSQ compliance and documented commissioning
- Quality control is not optional; it is part of customer trust and warranty credibility.
EPC delivery workflow (granular process)
Step 1: Lead intake and pre-screening
- Capture leads through WhatsApp/SMS, website quote forms, Google Business profile, referrals, and open-yard events.
- Pre-screen to match customers to one of the two EPC product clusters:
- Residential Backup Solar (Hybrid, 3 kW peak)
- SME Solar Power (Hybrid, 10 kW peak)
This reduces mis-scoped projects and protects profitability.
Step 2: Site survey scheduling and completion
- Schedule surveys based on installation calendar and crew capacity.
- Collect site information needed for system design:
- load observation
- electrical setup baseline
- installation surface/mounting suitability
Step 3: Design review and system sizing
- Casey Brooks performs design review and confirms technical scope alignment with system sizing.
- SunHarvest finalizes system design and associated electrical protection/wiring plan.
Step 4: Procurement and job-kit staging
- Reese Johansson manages procurement and inventory staging.
- Components for job kits are assembled and staged from the Harare workshop yard to support planned installation days.
This reduces delays on install day and improves commissioning throughput.
Step 5: Installation and electrical wiring/protection
- Installers execute mechanical mounting and wiring.
- HSQ controls are followed under Morgan Kim supervision.
- Protection devices, earthing, and wiring integrity are verified during installation and documented.
Step 6: Commissioning testing and sign-off
- Casey Brooks leads commissioning sign-off.
- Commissioning includes functional testing, safety checks, and verification of system behavior aligned with hybrid design requirements.
Step 7: Handover and after-sales scheduling
- SunHarvest provides documentation and explains after-sales scheduling.
- Warranty handling scheduling ensures that early issues are resolved promptly.
Workshop, yard, and asset utilization
SunHarvest operates from a small yard and workshop space in Harare, used for:
- Storage of mounting rails, batteries, inverters, wiring accessories, and job kits
- Preparation of wiring accessories and job kits before site installation days
- Tool and equipment maintenance and calibration routines where applicable
This reduces on-site time and supports standardized execution.
Quality management and HSQ implementation
HSQ Coordinator role: Morgan Kim
Morgan’s HSQ focus covers:
- Safe working procedures on installation sites
- Earthing and protection device installation checks
- Documentation practices for commissioning and customer handover
- Safety gear usage and compliance
Commissioning and engineering discipline: Casey Brooks
Casey manages:
- Site survey design inputs
- Commissioning sign-off and technical compliance
- Documentation readiness for warranty handling
Procurement and inventory management
Reese Johansson ensures:
- Core components are stocked as part of job kits
- Lead times are managed by scheduling supplier deliveries to match install calendars
- Inventory levels avoid excessive cash lock-up while still protecting delivery timelines
The funding plan includes starter inventory for job kits of ZWL$ 600,000, supported by a working capital reserve structure embedded in total funding use.
Operations staffing and cost structure
Operations costs embedded in the financial model include:
- Salaries and wages: ZWL$ 8,640,000 in Year 1
- Rent and utilities: ZWL$ 1,860,000 in Year 1
- Insurance: ZWL$ 420,000 in Year 1
- Administration: ZWL$ 720,000 in Year 1
- Other operating costs: ZWL$ 11,010,000 in Year 1
- Depreciation: ZWL$ 355,000 each year
Operational discipline ensures these costs scale with revenue growth while protecting EBITDA margins.
Service delivery risk controls
Risk control: rework and defects
Rework is controlled through:
- Installation checklists
- HSQ compliance and earthing verification
- Commissioning sign-off with documented tests
Risk control: component mismatch and substitution
BOM-to-quote transparency reduces substitution risk:
- Quotes match major components expected
- Procurement staging ensures consistent component availability
Risk control: customer payment and project continuity
SunHarvest’s staged payment schedule aligns with:
- procurement releases
- job-kit staging
- installation milestones
Funding and working capital reserve planning supports early continuity.
Timeline management for EPC projects
EPC delivery timing is managed as follows:
- Survey-to-design completion (prioritized scheduling)
- Procurement and job kit staging ahead of install day
- Installation with checklists and HSQ documentation
- Commissioning and handover with after-sales scheduling
The operational approach aims to minimize idle time and protect sales conversion into completed revenue.
Management & Organization (team names from the AI Answers)
SunHarvest Solar EPC (Pvt) Ltd is structured to deliver strong execution through defined roles across finance discipline, engineering delivery, procurement continuity, and HSQ quality assurance. This organization is designed to support repeatable EPC delivery aligned with the Company’s standardized job kits and commissioning process.
Ownership and leadership
Arjun Yamamoto is the Founder and Managing Director. He brings 12 years of finance and operations management experience in retail and energy distribution environments. His responsibilities include:
- Pricing discipline and margin protection
- Cash flow control to manage EPC project execution risk
- Supplier payment terms negotiation and planning
- Investor reporting and performance monitoring
Arjun’s role is central to sustaining the margin discipline reflected in the financial model—where gross margin remains approximately 60.7% in Year 1 and stays in the 60.6%–60.7% range over Years 2–5.
Core team structure
Solar EPC Project Engineering
Casey Brooks is the Solar EPC Project Engineer with a BEng in Electrical Engineering and 8 years of system installation and commissioning experience across hybrid and off-grid projects. Casey leads:
- Site surveys technical intake
- Design review and commissioning sign-off
- Technical documentation supporting warranty handling and after-sales scheduling
This engineering leadership is critical to ensuring commissioning sign-off is performed consistently and efficiently, supporting the Company’s ability to maintain operational quality at scale.
Procurement and inventory management
Reese Johansson is the Procurement and Inventory Lead with 10 years in procurement for electrical goods and strong vendor negotiation experience. Reese manages:
- Stock levels of core components for job kits
- Vendor coordination to control lead times
- Procurement planning linked to installation scheduling
This role supports delivery reliability and protects revenue continuity—key for hitting the projected installation volume growth over the five-year plan.
HSQ and quality coordination
Morgan Kim is the Health, Safety, and Quality (HSQ) Coordinator with 7 years’ experience in construction safety compliance and commissioning checklists. Morgan ensures:
- Earthing, protection device verification, and documentation discipline
- Compliance with safety best practices on sites
- Installation quality controls that reduce rework and customer disputes
Organizational design for scaling
As SunHarvest scales, the organization is designed to add delivery capacity while maintaining quality controls. By Year 2, the operational plan includes adding a second installation crew member under Casey’s supervision to protect commissioning timelines and documentation quality.
This phased scaling supports the model assumption of consistent revenue growth at 16.7% per year from Year 2 to Year 5 while keeping operating expenses controlled enough to improve EBITDA margin from 51.3% to 54.3% by Year 5.
Management responsibilities by functional area
To keep accountability clear, SunHarvest’s management responsibilities are mapped as follows:
- Arjun Yamamoto (MD/Founder)
- Commercial strategy, pricing, cash flow control, investor reporting
- Casey Brooks (Project Engineer)
- Design review, commissioning sign-off, technical delivery quality
- Reese Johansson (Procurement & Inventory Lead)
- Procurement planning, inventory staging, lead time continuity
- Morgan Kim (HSQ Coordinator)
- Safety compliance, installation quality checks, HSQ documentation discipline
Support functions and systems
The business also depends on administrative and finance functions embedded in the financial model within:
- Salaries and wages
- Administration expenses
- Insurance and other operating costs
Even if these functions are not all named as separate roles, operational accounting systems are embedded to support cash forecasting, billing tracking, and investor readiness.
Financial Plan
The financial plan uses the provided financial model as the authoritative source of all monetary figures, margins, cash flow amounts, and ratios. The projections cover a five-year period for revenue growth, operating costs, profitability, cash flow generation, break-even, and funding use.
Key model assumptions (as reflected in results)
- Revenue growth remains constant at 16.7% from Year 2 through Year 5.
- Gross margin is maintained around 60.7% (Year 1) and 60.6%–60.7% across subsequent years.
- COGS is 39.4% of revenue each year.
- Operating expenses scale with revenue and include salaries, rent and utilities, marketing and sales, insurance, administration, and other operating costs.
- Depreciation is ZWL$ 355,000 each year.
- Interest expense declines from ZWL$ 150,000 in Year 1 to ZWL$ 30,000 in Year 5.
- Taxes are calculated in the model, resulting in net income projections shown below.
Projected Profit and Loss (P&L) summary (5-year)
The financial model projects the following results:
| Year | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Revenue | $255,600,000 | $298,200,000 | $347,900,000 | $405,883,333 | $473,530,556 |
| Gross Profit | $155,021,400 | $180,858,300 | $211,001,350 | $246,168,242 | $287,196,282 |
| EBITDA | $131,231,400 | $155,640,900 | $184,270,906 | $217,833,971 | $257,161,955 |
| Net Income | $98,044,800 | $116,374,425 | $137,869,430 | $163,064,228 | $192,582,716 |
| Closing Cash | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
Projected Profit and Loss (detailed table with required categories)
Below is the model-aligned structure for projected profit and loss with the requested category headings. Values match the model totals where the model provides the components.
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Sales | $255,600,000 | $298,200,000 | $347,900,000 | $405,883,333 | $473,530,556 |
| Direct Cost of Sales | $100,578,600 | $117,341,700 | $136,898,650 | $159,715,092 | $186,334,274 |
| Other Production Expenses | $0 | $0 | $0 | $0 | $0 |
| Total Cost of Sales | $100,578,600 | $117,341,700 | $136,898,650 | $159,715,092 | $186,334,274 |
| Gross Margin | $155,021,400 | $180,858,300 | $211,001,350 | $246,168,242 | $287,196,282 |
| Gross Margin % | 60.7% | 60.6% | 60.6% | 60.7% | 60.6% |
| Payroll | $8,640,000 | $9,158,400 | $9,707,904 | $10,290,378 | $10,907,801 |
| Sales & Marketing | $1,140,000 | $1,208,400 | $1,280,904 | $1,357,758 | $1,439,224 |
| Depreciation | $355,000 | $355,000 | $355,000 | $355,000 | $355,000 |
| Leased Equipment | $0 | $0 | $0 | $0 | $0 |
| Utilities | $1,860,000 | $1,971,600 | $2,089,896 | $2,215,290 | $2,348,207 |
| Insurance | $420,000 | $445,200 | $471,912 | $500,227 | $530,240 |
| Rent | $0 | $0 | $0 | $0 | $0 |
| Payroll Taxes | $0 | $0 | $0 | $0 | $0 |
| Other Expenses | $11,010,000 | $11,670,600 | $12,370,836 | $13,113,086 | $13,899,871 |
| Total Operating Expenses | $23,790,000 | $25,217,400 | $26,730,444 | $28,334,271 | $30,034,327 |
| Profit Before Interest & Taxes (EBIT) | $130,876,400 | $155,285,900 | $183,915,906 | $217,478,971 | $256,806,955 |
| EBITDA | $131,231,400 | $155,640,900 | $184,270,906 | $217,833,971 | $257,161,955 |
| Interest Expense | $150,000 | $120,000 | $90,000 | $60,000 | $30,000 |
| Taxes Incurred | $32,681,600 | $38,791,475 | $45,956,477 | $54,354,743 | $64,194,239 |
| Net Profit | $98,044,800 | $116,374,425 | $137,869,430 | $163,064,228 | $192,582,716 |
| Net Profit / Sales % | 38.4% | 39.0% | 39.6% | 40.2% | 40.7% |
Break-even Analysis
The break-even analysis provided by the model is:
- Y1 Fixed Costs (OpEx + Depn + Interest): ZWL$ 24,295,000
- Y1 Gross Margin: 60.7%
- Break-Even Revenue (annual): ZWL$ 40,057,708
- Break-Even Timing: Month 1 (within Year 1)
Interpretation consistent with the model: given the high gross margin and the projected EPC revenue scale within Year 1, the Company is expected to cover fixed operating costs rapidly once the first installations are completed and payments are received under the staged payment approach embedded in project operations.
Projected Cash Flow (required table)
The following table reproduces the model cash flow projection structure. Values match the financial model totals.
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Cash from Operations | $85,619,800 | $114,599,425 | $135,739,430 | $160,520,062 | $189,555,355 |
| Cash Sales | $0 | $0 | $0 | $0 | $0 |
| Cash from Receivables | $0 | $0 | $0 | $0 | $0 |
| Subtotal Cash from Operations | $85,619,800 | $114,599,425 | $135,739,430 | $160,520,062 | $189,555,355 |
| Additional Cash Received | $0 | $0 | $0 | $0 | $0 |
| Sales Tax / VAT Received | $0 | $0 | $0 | $0 | $0 |
| New Current Borrowing | $0 | $0 | $0 | $0 | $0 |
| New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 |
| New Investment Received | $0 | $0 | $0 | $0 | $0 |
| Subtotal Additional Cash Received | $0 | $0 | $0 | $0 | $0 |
| Total Cash Inflow | $85,619,800 | $114,599,425 | $135,739,430 | $160,520,062 | $189,555,355 |
| Expenditures from Operations | $0 | $0 | $0 | $0 | $0 |
| Cash Spending | $0 | $0 | $0 | $0 | $0 |
| Bill Payments | $0 | $0 | $0 | $0 | $0 |
| Subtotal Expenditures from Operations | $0 | $0 | $0 | $0 | $0 |
| Additional Cash Spent | $0 | $0 | $0 | $0 | $0 |
| Sales Tax / VAT Paid Out | $0 | $0 | $0 | $0 | $0 |
| Purchase of Long-term Assets | -$1,775,000 | $0 | $0 | $0 | $0 |
| Dividends | $0 | $0 | $0 | $0 | $0 |
| Subtotal Additional Cash Spent | -$1,775,000 | $0 | $0 | $0 | $0 |
| Total Cash Outflow | -$1,775,000 | $0 | $0 | $0 | $0 |
| Net Cash Flow | $86,644,800 | $114,199,425 | $135,339,430 | $160,120,062 | $189,155,355 |
| Ending Cash Balance (Cumulative) | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
Note: The cashflow table above uses the model’s provided net cash flow and ending cash balance values exactly. The model shows capex outflow in Year 1 of -$1,775,000 and zero capex in Years 2–5.
Projected Balance Sheet (required table)
The provided financial model does not include a full category-level balance sheet breakdown for each year. However, the model provides closing cash balances. For submission readiness, the balance sheet can be aligned with model outputs by showing cash and leaving other categories as not provided by the model block.
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Assets | |||||
| Cash | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
| Accounts Receivable | $0 | $0 | $0 | $0 | $0 |
| Inventory | $0 | $0 | $0 | $0 | $0 |
| Other Current Assets | $0 | $0 | $0 | $0 | $0 |
| Total Current Assets | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
| Property, Plant & Equipment | $0 | $0 | $0 | $0 | $0 |
| Total Long-term Assets | $0 | $0 | $0 | $0 | $0 |
| Total Assets | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
| Liabilities and Equity | |||||
| Accounts Payable | $0 | $0 | $0 | $0 | $0 |
| Current Borrowing | $0 | $0 | $0 | $0 | $0 |
| Other Current Liabilities | $0 | $0 | $0 | $0 | $0 |
| Total Current Liabilities | $0 | $0 | $0 | $0 | $0 |
| Long-term Liabilities | $0 | $0 | $0 | $0 | $0 |
| Total Liabilities | $0 | $0 | $0 | $0 | $0 |
| Owner’s Equity | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
| Total Liabilities & Equity | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
Funding impact on the model
The model’s funding structure is embedded in profitability and cash projections through financing CF:
- Equity capital: ZWL$ 1,200,000
- Debt principal: ZWL$ 2,000,000
- Total funding: ZWL$ 3,200,000
Financing cash flow is reflected as:
- Year 1 Financing CF: ZWL$ 2,800,000
- Years 2–5 Financing CF: -ZWL$ 400,000 each year
This supports the net cash flow and cash balances shown in the cashflow model.
Key ratios (model-consistent)
The model reports:
- Gross Margin %
- Year 1: 60.7%
- Year 2: 60.6%
- Year 3: 60.6%
- Year 4: 60.7%
- Year 5: 60.6%
- EBITDA Margin %
- Year 1: 51.3%
- Year 2: 52.2%
- Year 3: 53.0%
- Year 4: 53.7%
- Year 5: 54.3%
- Net Margin %
- Year 1: 38.4%
- Year 2: 39.0%
- Year 3: 39.6%
- Year 4: 40.2%
- Year 5: 40.7%
- DSCR
- Year 1: 238.60
- Year 2: 299.31
- Year 3: 376.06
- Year 4: 473.55
- Year 5: 598.05
These ratios show strong debt service capacity projected in the financial model.
Funding Request
SunHarvest Solar EPC (Pvt) Ltd requests ZWL$ 3,200,000 in total funding to support workshop readiness, compliance setup, starter job-kit inventory, initial marketing launch, and early working capital coverage needed to maintain execution continuity until EPC project receipts stabilize the cash position.
Total funding requested (model authoritative)
- Equity capital: ZWL$ 1,200,000
- Debt principal: ZWL$ 2,000,000
- Total funding: ZWL$ 3,200,000
Debt is assumed at 7.5% over 5 years in the model.
Use of funds (model authoritative breakdown)
The requested funding will be deployed as follows:
- Workshop equipment and tools: ZWL$ 320,000
- Safety gear and PPE: ZWL$ 45,000
- Vehicle / mobilization deposit and early logistics buffer: ZWL$ 450,000
- Registration, legal setup, and opening compliance: ZWL$ 180,000
- Initial inventory for job kits (cable, breakers, isolators, conduit, consumables): ZWL$ 600,000
- Marketing launch budget (website build, initial print, radio/social launch ads): ZWL$ 180,000
- Working capital reserve for early operations (first 6 months running costs covered with staged client deposits reducing upfront burden): ZWL$ 470,000
Total use of funds = ZWL$ 3,200,000
Funding timing and operational logic
The operational timing is critical for a Solar EPC business. Equipment, PPE, starter inventory, and compliance enable the Company to:
- begin scheduled surveys and installs without delays,
- stage job kits ahead of installation day,
- execute installations safely and consistently, and
- maintain marketing visibility and lead capture capacity from early ramp.
The working capital reserve supports early operational continuity, while staged client deposits reduce upfront burden. This reduces the risk of cash-stalls during ramp-up.
Expected outcomes from funding
With the funding deployed as described, SunHarvest expects to:
- Reach operational readiness quickly in Harare
- Start converting leads into completed EPC projects
- Maintain gross margin discipline through BOM matching and job-kit staging
- Support early break-even timing within Year 1 as indicated by the model
Debt servicing capacity (model-supported)
The model forecasts DSCR values that indicate strong debt service coverage capacity:
- Year 1 DSCR: 238.60
- Year 2 DSCR: 299.31
- Year 3 DSCR: 376.06
- Year 4 DSCR: 473.55
- Year 5 DSCR: 598.05
This supports the credibility of financing the operational scale-up through debt plus equity.
Appendix / Supporting Information
A. Company snapshot
- Company Name: SunHarvest Solar EPC (Pvt) Ltd
- Location: Harare, Zimbabwe
- Legal Structure: Pvt (Proprietary) Ltd
- Currency: ZWL$
- Business Model: Once-off EPC project sales for residential backup and SME hybrid solar systems
- Service Scope: Design, procurement, installation, wiring and protection, commissioning, and after-sales scheduling
B. Core management team
- Arjun Yamamoto — Founder and Managing Director (chartered accountant; 12 years finance and operations experience)
- Casey Brooks — Solar EPC Project Engineer (BEng Electrical Engineering; 8 years installation and commissioning)
- Reese Johansson — Procurement and Inventory Lead (10 years procurement for electrical goods)
- Morgan Kim — HSQ Coordinator (7 years construction safety compliance; commissioning checklists)
C. Products and delivery clusters
- Residential Backup Solar (Hybrid, 3 kW peak) EPC
- SME Solar Power (Hybrid, 10 kW peak) EPC
D. Competitive environment (referenced categories)
- ZESA-backed installer networks
- Local solar installation companies in Harare
- National distributors that sometimes subcontract installations
E. Financial model tables (as required for submission)
Financial Summary Table (from model)
| Year | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Revenue | $255,600,000 | $298,200,000 | $347,900,000 | $405,883,333 | $473,530,556 |
| Gross Profit | $155,021,400 | $180,858,300 | $211,001,350 | $246,168,242 | $287,196,282 |
| EBITDA | $131,231,400 | $155,640,900 | $184,270,906 | $217,833,971 | $257,161,955 |
| Net Income | $98,044,800 | $116,374,425 | $137,869,430 | $163,064,228 | $192,582,716 |
| Closing Cash | $86,644,800 | $200,844,225 | $336,183,655 | $496,303,716 | $685,459,071 |
Break-even Summary (from model)
- Break-Even Revenue (annual): ZWL$ 40,057,708
- Break-Even Timing: Month 1 (within Year 1)
F. Funding request summary
- Total Funding Requested: ZWL$ 3,200,000
- Equity: ZWL$ 1,200,000
- Debt principal: ZWL$ 2,000,000
- Debt: 7.5% over 5 years
- Use of funds: listed in the Funding Request section, total ZWL$ 3,200,000
G. Cashflow and operating performance summary
- Operating CF (Year 1): ZWL$ 85,619,800
- Capex outflow (Year 1): -ZWL$ 1,775,000
- Net Cash Flow (Year 1): ZWL$ 86,644,800
- Ending Cash Balance (Year 1): ZWL$ 86,644,800
H. Operating cost structure highlights (model-based)
- COGS: 39.4% of revenue each year
- Depreciation: ZWL$ 355,000 annually
- Interest: decreases annually from ZWL$ 150,000 to ZWL$ 30,000 through Year 5
I. Execution discipline and governance notes
SunHarvest’s EPC approach is governed by:
- Design-to-commissioning accountability under Casey Brooks and Morgan Kim
- Procurement continuity under Reese Johansson
- Commercial and cash control under Arjun Yamamoto
These governance mechanisms support consistent project quality at scale, protect margins assumed in the model, and reduce operational risks that could otherwise undermine the projections.