Enquirer Consulting Group

Reachable Buyer Map

Prepared for Paolo Vozzella · Solarig · August 2026
Solarig covers the whole life of an asset: develop it, build it, then run it and manage it for whoever owns it. Those are not one market. This map is the demand side of the operate and own half, across the countries you already work in: the segments, who signs inside each, and roughly how many companies sit there. It describes the market, not your business.
Asset owners and independent producers, Iberia and Italy
Your home market and the one where an operating contract is a multi-year annuity rather than a project. The count below is the number of companies, not the number of plants, and the gap between those two figures is the whole difficulty of reaching this segment.
Who signs: asset management director, head of operations and maintenance, country manager, and the CFO on anything running beyond three years.
1,200 to 1,800
companies holding operating utility-scale solar or wind capacity in Spain and Italy
Infrastructure funds and institutional owners
Small by count and disproportionate by capacity, because one relationship reaches a portfolio rather than a plant. They buy operating assets from the people who built them, which means they inherit a contract they did not choose and review it early.
Who signs: investment director, head of asset management, portfolio manager, and the technical adviser the fund retains.
Roughly 250 to 350
fund managers and institutional investors with an active European renewables mandate; plant-level ownership sits inside project vehicles and is not published as such
Utilities and licensed energy retailers
The slowest segment to open and the hardest to leave once opened. Most of the licensed population is small and buys nothing at this scale, so the work is separating the few dozen that own generation from the several hundred that only sell it.
Who signs: head of generation, energy management lead, technical operations director, procurement category owner.
900 to 1,300
licensed electricity retailers and generators across Spain, Italy and the UK; only a small minority own capacity at scale
Industrial and commercial energy users
The largest count on this page and the least worked. These companies are not in the energy business, so nobody in them is waiting for a call about it, and the person who owns the electricity bill is rarely the person a sales team asks for. Long, unglamorous, and wide open.
Who signs: energy manager, plant or operations director, head of sustainability, and the managing director at owner-run groups.
9,000 to 12,000
manufacturing companies in Spain and Italy with 100 or more people on the payroll
Green gas and agri-industrial operators
A conversion market rather than a greenfield one. The realistic pool is the existing biogas estate, because those sites already hold the feedstock, the permits and the grid connection, and the decision to upgrade is made by an owner who is an agri-industrial operator first and an energy producer second.
Who signs: owner or managing director of the agricultural group, plant manager, energy or project development lead.
1,700 to 2,000
operating biogas plants in Italy, the practical conversion pool; the Spanish pipeline is smaller and mostly at permit stage
Developers and construction contractors
Not a customer segment so much as a route. They decide the electrical and service scope while the plant is still on paper, years before anyone owns it. Worth stating the limit plainly: this group is the hardest to count because each project is registered as its own company.
Who signs: project director, head of construction, engineering manager, and the sponsor behind the vehicle.
No usable register
developers file one entity per project, so the registered count runs far ahead of the real number of firms; identified by name rather than by list

Where the openings are

1
The company that builds a plant is usually not the company that owns it at year three. Development and construction sell to a sponsor. Operations and asset management sell to whoever holds the asset after it changes hands, and in this market it changes hands early. Those are two different names, two different moments and two different conversations, and one channel almost never covers both.
2
Ownership hides behind project vehicles. Public registers list an entity per plant, so any list bought off the shelf reaches a shell with no staff and misses the group standing behind it. Resolving the vehicle to the real owner is manual identification work. That difficulty is precisely why the segment stays open to whoever does it.
3
The industrial segment is the biggest number here and nobody is systematically calling it. Nine thousand or more manufacturers in two countries, each with somebody who owns the electricity bill and a board asking about emissions. The role exists, it is nameable, and it does not appear on any renewable energy list because these companies are classified as what they make.
4
Operating contracts end on a known date. Terms, renewals and repowering windows are the moments this market actually buys, and they are visible from outside to anyone watching the whole estate rather than waiting for an inbound question. Watching several thousand assets for a date is mechanical work. It is also the work a relationship-led channel cannot do.
Built from public market data covering registered operators, licensed entities and published project records across the markets named. Counts are banded deliberately. Registers count legal entities rather than operating companies, so project vehicles inflate a raw count, and several of the segments here have no single register at all.
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