Welcome to Miquel Yafari, new SVP of International Growth at Higeco More

Higeco More’s growth journey takes a fundamental strategic step. With a solid track record in advanced monitoring and control technologies for renewable energy systems, the company kicks off a new phase of global expansion by welcoming Miquel Yafari to the team as SVP of International Growth.

Backed by international experience gained leading commercial and revenue organizations across Europe, Latin America, and Africa in the fields of SCADA, asset management, and clean energy, Miquel joins Higeco More to structure a replicable, solid, and sustainable expansion model.

We interviewed him to get his initial impressions, explore his strategic vision for international markets, and discuss the core values shaping his approach to leadership and growth.

My journey has developed at the intersection of renewable energy, technology, and international growth. I have worked on SCADA, monitoring, and asset management; in recent years, I have led commercial and revenue organizations, developed markets across Europe, Latin America, and Africa, and worked with IPPs, EPCs, utilities, and technology partners. I have driven expansion and growth strategies across both the Americas and Europe.

Above all, I bring the ability to turn strategy into execution: choosing where to compete, building scalable teams and growth models, generating qualified pipeline, and aligning sales, marketing, pre-sales, product, and customer success. But I also arrive with a lot of curiosity and a genuine willingness to listen: before changing anything, you need to deeply understand what is already working and where we can take a qualitative leap forward.

I was convinced by the fact that Higeco More isn’t starting from scratch: it has very solid technical expertise, major clients who choose it, references outside Italy as well, and a deep understanding of renewable plant monitoring and control, right through to storage.

But the decisive factor is something else: this isn’t just about selling more abroad. The ambition is to transform an existing international presence into a structured, replicable, and sustainable growth model. And I found people who truly understand that internationalizing a company also means evolving the organization, the processes, and the way we work together.

My role will be to build, alongside the team, Higeco More’s international growth engine. It’s not about simply adding an export department, but about creating an effective, replicable model: geographical priorities, go-to-market strategy, commercial framework, and partner ecosystem; strategic accounts and a qualified pipeline; and governance that provides visibility, accountability, and predictability.

Over the coming months, there are four priorities: completing the international team (business development, account management, pre-sales); gathering data and building a shared, qualified pipeline in priority markets; defining a replicable approach to working and client management; and collaborating across departments to align sales, marketing, pre-sales, product, delivery, and customer success.

I don’t want to come in with a pre-written playbook: I want to build a model grounded in Higeco More’s real expertise that can be replicated market by market.

Where we want to be: a Higeco More where international business is not merely an extension of the Italian market, but a core component of the business, backed by local teams, processes, and partners operating seamlessly in every market, with a recognizable standard of service everywhere.

There are markets where Higeco More already has clients, relationships, and a proven track record: I am thinking, for example, of Romania, Greece, Bulgaria, and South Africa. Spain can also be a truly interesting opportunity, thanks to existing relationships and as a bridge to other markets, such as in Latin America.

However, I wouldn’t want to turn this initial assessment into a definitive ranking. Over the coming months, we will evaluate each market based on concrete criteria: pipeline size and quality, customer potential, competitive landscape, regulatory requirements, entry model (often through local partners), and our ability to guarantee service and support. The goal is not to be present everywhere, but to choose wisely where to focus our resources and build a credible, sustainable position.

The path is gradual: consolidate the markets where we are already present, validate new ones alongside local partners, and establish a direct presence only when the pipeline justifies it.

I would say the combination of technical expertise, flexibility, and customer closeness. Higeco More stems from plant control and deeply understands real-world operational challenges: we don’t just sell a product, we understand the plant, the context, and the client’s specific needs, and we successfully deliver the project.

Large competitors may have greater scale; we can compete on speed, adaptability, and relationship quality, while maintaining the technological rigor required to operate on complex and utility-scale plants.

International clients are looking less and less for isolated components and increasingly for partners capable of supporting them throughout the entire lifecycle of the plant. Higeco More can deliver an integrated offering that connects monitoring, control, data, cloud, and service.

1. Integration: a single point of contact for monitoring, control, and storage.
2. Modularity: it allows us to adapt to local grid codes, language, and the specific needs of each country while maintaining a coherent and scalable model.
3. Servizio: l’esperienza del cliente comincia dal primo contatto e continua dopo la consegna, con un deployment affidabile e un ecosistema di partner che ci permetta di crescere senza perdere qualità.

Accountability. A strategy is only as good as its execution: it has value only when backed by clear responsibilities, shared priorities, KPIs, metrics, and disciplined delivery—building systems rather than relying on heroics.

I have learned, both in business and across eight Ironman races, that resilience does not mean stubbornly sticking to the same plan. It means knowing how to pivot strategy when the context shifts, without ever losing sight of the goal. To me, leadership is about providing clarity, setting up the conditions for the team to thrive, and taking ownership of the outcome—always keeping the client front and center.

I arrive with great ambition, but also with immense respect for what Higeco More has already built. This will not be the project of a single person or a single department: going international means bringing together technical, commercial, and operational expertise and working as a unified team.

To my colleagues, I ask for open dialogue, collaboration, and a shared drive to build—and to tell me candidly what isn’t working. To our partners and clients, we aim to deliver proximity, reliability, and a long-term vision; we are the partner here to help them grow their business.

Miquel Yafari’s arrival marks a new milestone for Higeco More, focused on strengthening global collaborations and putting our hardware and software technologies at the service of the international energy transition.