“Yes, in principle the company grew too fast, in too many business areas,” chief executive Philip Comberg tells Recharge. “It was present in all markets in too little time.”
In 2007, Conergy had operations in 25 countries, and was producing wafers, cells, modules, inverters and mounting systems. Plus, it had ventured into other renewables businesses such as wind and biogas.
That year, Conergy’s financial troubles became apparent when it reported its first massive loss.
