The meeting rooms at our office in downtown Rio de Janeiro hosted a peculiar event last Thursday (May 14). Wärtsilä, a global reference in technologies and solutions for the marine and energy sectors, arrived with an international delegation and held a high-level technical workshop with the full support of WSB Advisors team.
The event brought together around 30 executives, engineers, and specialists from the shipbuilding and offshore industries for an afternoon of technical exchange, networking, and discussions on trends shaping the future of navigation and the energy transition in the maritime sector.
Source: WSB Advisors team
The workshop welcomed representatives from companies and institutions such as Petrobras, Transpetro,Ecovix, Ghenova, and Bureau Veritas, creating a highly technical environment focused on sharing international experience and operational best practices, especially within the LPG vessel segment.
The opening remarks were delivered byRaphael Montes, Managing Director at WSB, who highlighted the importance of bringing together companies, specialists, and decision-makers for strategic discussions aimed at advancing the Brazilian maritime industry. The closing remarks were delivered byPaulo Rolim, Advisory Services Lead at WSB.
Among Wärtsilä’s international speakers were Johnny Kackur, Head of Coastal Merchant, from Finland and Frank Harteveld, Fuel Gas Supply System – Ethanol/Methanol, from the Netherlands. Carlos Mikus, Wärtsilä Gas Solutions – Cargo Handling Systems, also participated in the event. The workshop was coordinated and organized by Robert Klein, Newbuildings Sales Manager, with the participation of Mario Barbosa, General Manager Brazil, and Genil Mazza, Sales Manager Marine, Newbuilding LatAm.
During the presentations, technical topics included Wärtsilä W32, W31, and W20 engines, marine propulsion systems, Energy Saving Devices (ESDs), shaft generators, and operational best practices for merchant vessels.
The workshop also featured in-depth discussions on the challenges and opportunities involving alternative fuels such as ethanol, methanol, and biodiesel, as well as cargo handling and gas management solutions (Gas Solutions) — topics that are becoming increasingly relevant in the global maritime industry’s decarbonization agenda.
Beyond the technical exchange, the meeting provided a strategic environment for interaction among executives, operators, shipyards, classification societies, and suppliers from the offshore and maritime sectors.
At the end of the presentations, participants gathered for a networking cocktail reception at WSB’s rooftop, closing the event in an atmosphere of integration and professional exchange.
We would like to thank Wärtsilä for trusting our facilities and extend a special greeting to Johnny Kackur, Frank Harteveld, Carlos Mikus, Genil Mazza, Robert Klein, and Mário Barbosa for their contributions to the success of the event.
Wilson Sons held this Wednesday (May 13) the launch ceremony for the WS Capella tugboat at the company’s shipyard in Guarujá, São Paulo. The vessel is the second unit in a new series of three high-powered tugboats being built for operations in Brazil.
Built at Wilson Sons’ own shipyard, the ASD 2312-class tug features 70 tonnes of bollard pull, azimuth propulsion, and the capability to support large vessels during berthing and unberthing operations at the Port of Santos, Latin America’s largest port complex. The project also incorporates modern design solutions aimed at improving fuel efficiency and reducing emissions.
According to the company, the new series is part of its fleet renewal and expansion strategy. Wilson Sons now operates a fleet of 83 tugboats along the Brazilian coast. A third ASD 2312-class vessel is currently under construction, with delivery scheduled for the third quarter of this year.
Shell has selected U.S.-based New Wave Offshore Energy to provide Marine Warranty Survey (MWS) services for the Orca project, a major deepwater development located in Brazil’s prolific Santos Basin pre-salt province. The contract reinforces continued offshore activity in the region as operators advance large-scale subsea and floating production projects aimed at expanding long-term output from Brazil’s ultra-deepwater reserves.
Under the agreement, New Wave Offshore Energy will oversee independent marine assurance activities covering transportation and installation operations, vessel suitability reviews, engineering assessments, and offshore operational risk management throughout the project’s execution phase. The company will also support compliance verification and marine safety procedures associated with complex offshore installation campaigns.
Formerly known as Gato do Mato, the Orca development is estimated to contain approximately 370 million barrels of recoverable resources and represents another strategic investment by Shell in the Brazilian offshore market. The project is expected to play a relevant role in the company’s long-term deepwater production portfolio.
According to New Wave Offshore Energy CEO Kyle Eddings, the award reflects the industry’s confidence in the company’s technical expertise and track record supporting high-value offshore developments. The contract further expands New Wave’s presence in the global marine assurance and offshore energy services market.
Stay connected with WSB Advisors for the latest developments shaping the global marine and offshore energy industries.
WSB Advisors proudly presents this week a new updated version of WSB.One.
More than just a database, WSB.One is the operational overview of the offshore sector. Developed by our software team, the immersive platform connects heavy engineering, operations, contracts, fleets, and market movements into a single experience.
This new version arrives even more robust, expanding its vessel information coverage — now monitoring and delivering daily intelligence on more than 600 vessels, providing even greater depth, context, and intelligence for those making decisions every day.
After all, our motto is: WSB — We Support Your Business.
WSB.One now also offers different access experiences:
* B2B, focused on companies and operations; * B2C, designed for students, executives, professionals, and offshore market enthusiasts.
Among the latest advances, the platform now provides detailed information on wells and basins, including interactive asset maps and production history, expanding the sector’s real-time analysis and monitoring capabilities.
With intelligence curated from operational reality, the platform combines technical credibility, precision, and speed for a market where timing makes all the difference.
And this is not even half of what WSB.One delivers.
Keep following our social media channels throughout this and the coming weeks to discover new features, tools, and platform differentiators.
MacGregor, a global reference in the manufacturing of marine cranes and offshore equipment, has announced the successful validation of its advanced floating-to-floating motion compensation technology for the Horizon V4 offshore gangway system.
The solution enables safe personnel transfer between two independently moving offshore units — such as a Commissioning Service Operation Vessel (CSOV) and an FPSO — enhancing safety and operational efficiency in complex maritime environments. The technology was certified by DNV following successful sea acceptance tests.
According to the company, the system uses high-precision LiDAR-based relative motion tracking, reducing dependence on weather windows while increasing operational uptime. The validation also opens new opportunities for applications in the offshore oil, gas, and floating wind sectors.
Throughout this week, we at WSB Advisors had the opportunity to get to know MacGregor more closely, as well as learn more about its activities in the market. During the “exchange” held at our headquarters, we also presented our own assets and capabilities. And, of course, we had many valuable conversations about the market.
In the early hours of February 28, the United States and Israel launched a military offensive against Iranian targets, including key leadership figures, prompting an immediate response from Iran.
Since the Islamic Revolution (1979), there has been intense rivalry between Israel and Iran; however, an open war such as the one currently unfolding is unprecedented and may, as the conflict develops, lead to the involvement of other countries, potentially escalating into a global-scale war.
Every war brings significant and long-lasting impacts, regardless of its scale or underlying motives. Armed conflicts result in: (i) loss of life (both military personnel and civilians), long-term psychological trauma, mass displacement, and refugee crises; (ii) destruction of urban infrastructure, including housing, schools, hospitals, industrial facilities, transportation networks, and other essential structures; and (iii) social and economic crises, leading to increased inflation, poverty, social instability, and widespread human rights violations.
Even in times of war, however, certain rules must be observed. These rules are collectively referred to as the Law of War (International Humanitarian Law), which comprises international norms primarily based on the Geneva Conventions of August 12, 1949. It’s purpose is to prohibit certain acts and methods of warfare, limit hostilities, and ensure the protection of civilians, the wounded, and prisoners of war. These rules also prohibit attacks against, destruction of, or damage to infrastructure indispensable to the survival of the civilian population, including drinking water facilities and irrigation systems.
Article 54(2) of Additional Protocol I to the Geneva Conventions states:
“It is prohibited to attack, destroy, remove or render useless objects indispensable to the survival of the civilian population, such as foodstuffs, agricultural areas for the production of foodstuffs, crops, livestock, drinking water installations and supplies and irrigation works, for the specific purpose of denying them for their sustenance value to the civilian population or to the adverse Party, whatever the motive, whether in order to starve out civilians, to cause them to move away, or for any other motive.”
Nevertheless, last week Iran and Bahrain reported attacks on desalination infrastructure — facilities essential for water supply — creating a serious risk to regional water security and raising concerns about the use of water as a “weapon of war.”
The desalination plant on Qeshm Island in Iran, which supplies several Iranian villages, as well as another desalination facility in Bahrain, were reportedly damaged. These installations are crucial for water provision, representing a serious escalation with potential risks to civilian survival.
Such attacks inevitably place this resource at the center of governmental concern, as the United Nations (UN) considers water a strategic natural resource, essential for life, economic stability, and global security—not merely a commercial commodity.
Recently, the UN warned that the world has entered an era of “global water bankruptcy,” caused by human activities that have altered the water cycle and compromised the reliability of water availability. Currently, around 4 billion people experience severe water scarcity for at least one month each year. The Food and Agriculture Organization (FAO) estimates that this scarcity could affect up to two-thirds of the world’s population by 2050.
In response, the UN General Assembly declared in 2010 that clean and safe drinking water and sanitation are essential human rights, emphasizing that water is a common good rather than a commodity, and warning against its financialization or treatment as a mere market product. Nevertheless, due to increasing scarcity, water is also treated as a commodity and traded in financial markets, generating debates about equitable access.
In Brazil, Law No. 9,433/1997 defines water as a public resource with economic value, but establishes that its priority use is human consumption, in line with the UN’s understanding that water should not be managed solely through a market-oriented approach, but rather prioritized as a resource essential to life.
Despite this framework, water has been priced in financial markets, with water futures contracts traded on the New York Stock Exchange since 2020, allowing financial speculation regarding its future value. This reflects the fact that water is fundamentally a limited natural resource whose price is influenced by climate variability, demand, and energy production.
Water is therefore treated as a commodity in financial markets, particularly due to its scarcity—only about 1% of the planet’s water is potable—which increases its economic value and attracts financial investment. However, there remains significant tension between the perspective of water as a human right (implying universal access) and its comodityfication, which may hinder access for vulnerable populations. While international institutions emphasize water as a common good and a heritage of humanity, financial markets tend to treat it as a scarce economic asset.
Whether in Brazil or globally, it is essential that public policies governing water management and use be effective, coordinated, and sustainable. Water scarcity is not merely a natural phenomenon but also a consequence of mismanagement, river pollution, and deforestation.
Addressing these challenges is crucial to achieving United Nations Sustainable Development Goal (SDG) 6, which aims to ensure access to safe water and sanitation for all by 2030. This requires coordinated public policies among different levels of government—federal, state, and municipal—to avoid overlapping or ineffective actions, adopting the river basin as the primary planning unit and protecting forests and water resources in order to mitigate droughts and floods.
Last Thursday, May 7, WSB Advisors was aboard the PSVs Starnav Libra and Starnav Regulus, from Starnav, for a courtesy visit with clients in Guanabara Bay.
Representing WSB: Raphael Montes, Managing Director; Pedro Pellegrini, Shipbroker/Naval Engineer; and Maria Eduarda Camba, Shipbroker Intern.
“It was my first visit to a PSV. What caught my attention was the sheer size of the vessel and how clean and organized all the spaces were, including the engine room,” comments Maria Eduarda.
The vessels will support a pipeline installation campaign soon.
The agenda included representatives from the clients and the Starnav team, including Marco Antonio Cozzolino and Vinicius Balbinott Silva. We continue aligning technical and operational details to ensure safety and efficiency in the offshore execution.
We thank Starnav for the warm reception and for the partnership that strengthens the naval sector.
A rebrand alone means very little in offshore shipping. What matters is whether a new identity reflects a real operating proposition. In the case of NAVVIK, the market is not looking for a logo exercise. It is looking for delivery, continuity and proof that a platform built in practice — day after day — can remain commercially sharp while evolving with greater focus, direction and growth ambition.
More than a new name, NAVVIK represents the natural evolution of an operation already established in the market. One defined by consistency of delivery, even in complex scenarios, high safety standards, operational discipline and, above all, the quality and experience of its crews. Together, these elements support something rare in offshore: predictability and reliability.
There are moments in offshore shipping when the market notices a new name — and moments when it notices a new intention.
The emergence of NAVVIK as the new identity of the former Maersk Supply Service Brazil belongs to the latter.
On the surface, the change is visible: a new name on the hull, a new visual language, a new corporate expression. But in this case, the name itself carries a deliberate attempt to translate positioning.
Source: NAVVIK
NAV points directly to the universe of navigation — vessel, guidance, direction and route. It reflects purposeful movement, the ability to find the right path in uncertain environments.
VIK, inspired by Nordic and maritime heritage, refers to bay, harbor and shelter — a place of safe arrival, but also departure.
This construction connects to deeper roots: navis and navigare, associated with navigation and guidance, and vík, from Old Norse, present in many northern European ports and at the origin of the word “viking.” The company’s proposed definition captures this idea: “the navigator that guides to the safe harbor,” reflected in the tagline “Guided by the Sea.”
But in Brazil, names alone do not take offshore companies very far.
This market has seen too many restructurings, too many cycles of enthusiasm and contraction, too many changes of control presented as strategic reinvention. Which is why the real question is not what NAVVIK is called. The real question is what NAVVIK is being built to become.
And that question matters because this is not just another transition.
When DOF completed the acquisition of Maersk Supply Service in November 2024, the Brazilian operation was deliberately left outside the transaction. Later, in early 2026, a consortium led by ASM Texas Corp. and FV Star One Limited signed the agreement to acquire the Brazilian business and its local offshore support fleet.
That sequence matters. Brazil was not absorbed into a generic global integration logic. It was carved out because it required its own ownership structure, its own operating thesis and, ultimately, its own proof of value.
From WSB’s perspective, that is precisely why NAVVIK deserves attention
Not because the market should confuse transition with achievement. Quite the opposite. The market will, rightly, wait to see what NAVVIK delivers.
And here lies a key point: NAVVIK is not starting from zero. It starts with history.
The central message behind the new brand is clear: continuity with evolution.
Maersk Supply Service brought the operation to this point with a solid foundation — technical, operational and cultural. NAVVIK is being built to take that story further — without rupture, but with greater focus and clearer strategic direction, with Brazil as a relevant base for growth.
Skepticism and confidence are not opposites. Sometimes, the most grounded confidence comes from a sober reading of the platform. And in this case, there are reasons to believe that NAVVIK starts from a firmer base than a simple rebrand would suggest.
Source: NAVVIK
People, identity and credibility
In offshore support, people are often reduced to a secondary paragraph in stories dominated by steel, day rates and tender volumes. That is a mistake.
The hardest asset to build in Brazil is not necessarily the fleet. It is the operational environment around it — and, above all, the people who sustain it on a daily basis.
This is where NAVVIK reinforces one of its clearest pillars: people as the company’s primary asset.
The operational excellence the company carries is not theoretical. It has been built in practice, over time, by teams with deep knowledge of the Brazilian offshore environment — its complexity, its demands and its less predictable variables.
Consistency of delivery, even in complex scenarios. High safety standards. Operational discipline. Crew quality and experience.
These are not abstract attributes. They are what enable predictability and reliability in practice.
The maritime background of the new shareholders reinforces this logic, but does not create it from scratch. The differentiator lies in continuity — a working operational culture now supported by greater focus and alignment.
This is not sentimental. It is commercial.
The offshore companies that perform best over time are those that translate operational quality into predictability. And in this sector, predictability is a first-order competitive asset.
In that sense, NAVVIK’s story is also one of well-managed transition: change of name, adjustments in structure and repositioning — without loss of operational consistency.
Why the people story matters:
Operational excellence built in practice
Deep knowledge of the Brazilian offshore environment
Consistency under complex conditions
Safety and discipline as operational foundations
People as a strategic asset
NAVVIK is not starting from zero. It starts with operations, culture and people already proven at sea.
Market positioning: Brazilian, technical and commercially aware
Source: NAVVIK
The second question the market will ask NAVVIK is whether it can position itself intelligently for Brazil’s next cycle.
Here again, the combination of continuity and evolution becomes central.
The company starts from a solid operational base, with a track record of delivery and relevance to demanding clients. At the same time, it seeks to strengthen its positioning through greater proximity to the Brazilian market, without losing technical rigor.
That combination — local yet disciplined — is difficult to execute. But when done well, it becomes a real competitive advantage.
To operate in Brazil, an offshore company needs more than fleet capacity. It needs fluency.
Fluency in local dynamics. Fluency in institutional relationships. Fluency in how crews operate and how clients make decisions.
NAVVIK has the opportunity to translate that fluency into strategic positioning — not as narrative, but as operational reality.
Still, the market will watch.
It will watch whether NAVVIK maintains its delivery standards. Whether it preserves client trust. Whether it converts operational strength into disciplined growth.
That caution is justified. But it is also fair to say that few transitions begin with this level of operational continuity.
Three strategic pillars:
Operational continuity with strategic evolution
Brazil as a relevant growth base
Disciplined and focused expansion
In offshore, change only matters when it preserves what already works.
Industrial ambition and the road ahead
The final test is the one that separates a renamed company from a real platform: industrial ambition.
NAVVIK signals that it does not intend to simply manage a legacy. The intention is to build a new phase — anchored in a base that has already proven its consistency.
This ambition does not need to appear in immediate announcements. It shows in positioning — more focus, clearer strategy and stronger alignment between operations and growth.
The Brazilian offshore market is moving toward a new cycle. In that context, companies that combine a solid operational track record with forward-looking vision will have an advantage.
The market’s current sentiment is clear: “let’s see what NAVVIK delivers.” That is natural — and healthy.
But discretion should not be mistaken for fragility.
NAVVIK does not need to be romanticized. It does not need to be overpromoted. And it certainly does not need the market to suspend its judgment.
What it needs is to do what serious offshore companies do: deliver.
That is harder than repainting a hull. But it is also what truly matters.
For now, the most balanced reading is this: NAVVIK is not relevant simply because it replaces a name. It is relevant because it represents continuity — with evolution — of an operation that already works, now with greater focus, direction and growth ambition.
And in this market, that is not branding.
That is strategy.
“Maersk Supply Service brought us this far. Now, together, we go further with NAVVIK.
A new name. The same direction.
The evolution of our brand is part of a necessary process of transition and independence. NAVVIK preserves the symbolic territory we had already built for the new brand: A deep connection to the sea A sense of safe direction A spirit of navigation The idea of shelter, route and continuity A global, strong and maritime sound
NAVVIK is a name that sounds like a shipping company. It has presence. It has strength. It has horizon.”, says Tarik Darian, NAVVIK’s CEO.
Detroit Brasil shipyard, located in Itajaí (Santa Catarina), launched the vessel Starnav Elektra at the end of March, a new asset for Starnav. Currently in the final commissioning phase, including lighting, finishing, and system testing, the vessel is scheduled for delivery in July 2026. More than expanding the fleet, the project represents a strategic and technological step forward for the company.
Classified as a PSV, Starnav Elektra stands out for its larger dimensions compared to the company’s other PSVs. It features 5,500 tons of deadweight and approximately 1,000 m² of free deck area, distributed across 92.1 meters in length and 20 meters in beam—an increase of 2.1 meters and 1 meter, respectively, over other units. The vessel can accommodate up to 42 people and is equipped with a DP2 dynamic positioning system, essential for safe offshore operations.
The main propulsion system consists of two Schottel azimuth thrusters, each rated at 2,500 kW, a configuration already well established within the fleet. The key differentiator, however, lies in the incorporation of more advanced technologies.
The project includes a hybrid propulsion system, featuring a battery bank supplied by WEG with a capacity of 1,320 kW. The engines comply with IMO Tier III standards and operate with an SCR (Selective Catalytic Reduction) system aimed at reducing and monitoring NOx emissions. The vessel is also equipped with advanced systems for controlling and monitoring fuel consumption, aligned with increasing demands for energy efficiency.
Another highlight is its enhanced maneuverability, with three 1,200 kW bow thrusters, improving performance in complex operations. Starnav Elektra will be the first hybrid vessel built in Brazil and the first to operate with the Hybrid notation from the American Bureau of Shipping (ABS).
BNDES financing and long-term charter
In December 2024, Starnav signed a contract to supply six PSVs to Petrobras, with Starnav Elektra leading the package. The charter will last 12 years, with operations of the first vessel expected to begin this year. The construction of the remaining units will follow a serial production model, with each project starting upon delivery of the previous one and requiring 40% local content at least.
At the same time, the partnership between Starnav and Detroit secured a contract for the construction of four OSRVs, the first of this type in the company’s fleet, all based on the same hull design developed by Detroit.
As a result, the fleet is expected to grow from 18 to 28 vessels in the short term, including 24 PSVs and 4 OSRVs. As with Starnav Elektra, these projects benefit from significant financing from a important financial agent, the BNDES/FMM, reflecting market confidence in the company’s execution capability.
“These new units incorporate cutting-edge technologies and reinforce our commitment to sustainable and innovative practices. They meet the highest ESG standards and are expected to generate around 11,000 direct and indirect jobs,” said Magda Chambriard, president of Petrobras at the time.
Source: Petrobras
Currently, Starnav operates 18 PSV 4,500 vessels in its fleet, all DP2, with 17 built in Brazil at its own shipyard. The exception is Starnav Aquarius. The fleet is expected to reach 28 vessels in the near future
WSB is pleased to provide an update on the current long-term tenders that are open to offer.
New deadlines and opportunities were released across ongoing Petrobras tenders. Below are the latest changes monitored by WSB Advisors.
What has changed?
* Petrobras — FPSO for Albacora Revitalization: Opportunity 7004415516, new deadline July 27th, 2026 * Petrobras — At least 1x PLSV: Opportunity 7004549819, new deadline June 6th, 2026 * Petrobras — At least 1x OSRV 105: Opportunity 7004497861, released May 7th, 2026 * Petrobras — At least 1x FSC: Opportunity 7004587546, released May 7th, 2026
In this edition of Energy Talks, we had the pleasure of speaking with Amanda Durante. At just 28 years old, she proudly says she turned not being hired at Itaú Unibanco into the driving force to not only change industries, but also to become an entrepreneur and inspire other women.
With support from her brother and husband, she founded iGreen Energy. Established in 2021 and headquartered in Uberlândia, the company was created with the mission of democratizing access to clean and renewable energy. It connects members to solar plants without the need for installation or upfront investment, generating immediate savings on electricity bills. With more than 500,000 members across over 20 states, the company offers significant compensation to its network of licensed partners and contributes to reducing CO₂ emissions and building a more sustainable future.
Under her leadership, iGreen has grown with thousands of salespeople and hundreds of thousands of sustainable energy subscribers. The company’s name came from the idea of connecting energy producers and consumers, much like delivery platforms connect restaurants and customers. Her work was recognized when she was named to the prestigious Forbes Under 30 list in the “Business & Industry” category in 2025.
Tell us a bit about your personal and professional journey and how it influenced not only the creation of iGreen, but also the professional you are today
I grew up in an entrepreneurial household. No one had a traditional corporate job, and I was never pressured to go to college or follow a specific path. I was always encouraged to be creative and take care of my own responsibilities. One situation that really marked me was that my mother NEVER did a school assignment for me, not even with me. She would always say, “You are the student, so you have to do it!” My projects were always the ugliest in the class, but she would look at them and say, “It’s the most beautiful one, because you made it!” And that’s how I grew up.
I studied Business Administration and entered the job market as an intern at Itaú, but I wasn’t hired because, according to them, I wasn’t creative. That’s when I started looking for new opportunities and discovered the solar energy sector. I began as a salesperson, earning only commissions. I grew within the company, took on multiple roles, and eventually had the idea to invite my brother to help with sales. We talked and decided to create a business model. The owner of the company I worked for didn’t like the idea. So my brother Thiago and I left and founded iGreen.
Amanda Durante (Source: Private Collection)
2) Your entry into the job market had a turning point after your experience at Itaú Unibanco. How did that episode shape your entrepreneurial vision?
I learned a lot there. I learned how to sell and how to chase targets. But I also realized that it wasn’t what I wanted for my life—it lacked purpose. Even so, because of the money, I tried to get hired. And that’s when they told me I wasn’t creative. That hurt a lot. And it was exactly that moment that made me realize I needed to work with purpose. I found that purpose in renewable energy.
3) It’s impossible to talk about you without mentioning your presence on the Forbes Under 30 list in 2025. What does that recognition represent in your journey?
To me, it’s a seal that we’re on the right path! Being on Forbes had always been a dream, and when I applied, I thought, “Well, I still have three years to try again,” because I never imagined I would be selected on the first attempt. It was surprising and very rewarding, because it confirms what we already knew: we are building something great.
4) You lead a company in a sector historically dominated by large players and often by men. What was it like to build authority and space in this environment?
In almost every meeting, I’m the only woman and the youngest person, but I’ve never cared about that. I’ve never felt inferior because of it. I believe authority is built through results. So I deliver results. It doesn’t matter whether I’m a woman or a man—what matters is whether I’m generating results.
Throughout your journey as a founder, what were the most decisive challenges in scaling the business? Who supported you? And what did you learn from them?
There have been and still are many daily challenges, but I believe the first “no’s” I received were the hardest. Even so, we never stopped because of them. My husband, Calebe, has always supported me a lot. My brother and business partner always reminded me: “Amanda, we are a company of faith. So let’s believe until the end.” Believing that everything works for our good allows us to work with peace, knowing that God takes care of everything for us.
iGreen was created with the goal of democratizing access to clean energy. What is still missing for this to happen on a large scale in Brazil?
We’ve already achieved major progress. Looking back, when I started working in energy, Brazil’s electricity matrix had only 1.2% solar. iGreen was founded in 2021, and now, in 2026, solar has already surpassed 22%. That’s huge.
For large-scale democratization, I believe we still need two key developments: building plants in regions that still lack access, and opening up the free energy market, where everyone will be able to choose their energy provider.
iGreen Energy (Source: Courtesy)
The shared generation model has grown rapidly. What are the main regulatory and market barriers to its expansion today?
What slows things down the most today is uncertainty in the sector. Things change constantly, new signals emerge, and nothing is decided clearly. But the security we have lies in Law 14,300, and we will continue to grow while waiting for the opening of the free market.
How do you see the impact of recent regulatory changes in Brazil’s solar energy sector?
I believe there is currently no negative impact—quite the opposite. We continue to grow while others wait for concrete answers. We are convinced that the electricity sector will only evolve, following the example of countries that have already advanced toward opening the free market. So I see no negative impact, only positive ones, accelerating this transition—and we will be ready for it.
Do Brazilian consumers already understand the value of solar energy, or are we still in a phase of awareness and education?
Unfortunately, we are still in the awareness phase. Brazilian consumers are still very tied to traditional utilities, regardless of their shortcomings. There is still a lot of fear about trusting a new solution. But we remain committed to this mission: through our licensed partners, we educate consumers one by one, door to door, with personalized service, bringing satisfaction and efficiency to the end user—our members.
Looking at the next five years, what is your vision for the future of solar energy and distributed generation in the country?
We are on a very strong growth curve. Every month, 90,000 new members start receiving clean, renewable energy through iGreen, which is equivalent to more than 22 million kWh. If since 2019 we have gone from 1.2% to 22% solar share in the energy matrix, I believe that in five years we can double that percentage and make solar the main energy source in Brazil.
The energy transition is a global topic. Where is Brazil well positioned, and where does it still need to evolve?
Brazil is very well positioned. With 22% of the matrix being solar and more than 50% made up of renewables overall, we are already a renewable-majority country, which is a major step in the energy transition. However, what needs to change is the mindset that solar is only for the wealthy. This holds back growth, because 80% of our members are individuals who consume up to 300 kWh—people who see solar as a real opportunity to save money. Until the right people understand this, we will continue to lose time.
In an international scenario marked by conflicts involving oil, do you believe this tends to accelerate the search for renewable sources, especially solar?
Absolutely. We are already seeing this in practice: panel prices have dropped, and the sector has been growing rapidly because of it.
Sustainability also involves social impact. How do you see the role of renewable energy in inclusion and economic development?
iGreen has already generated more than 25 million reais in savings for our members—money that goes back into Brazilians’ pockets—while providing clean energy. We have also avoided more than 20,000 tons of CO₂ emissions. I’m sure sustainability has greatly contributed to inclusion and economic development.
If you could implement one structural change in Brazil’s electricity sector today, what would it be and why?
I would invest in modernizing the energy transmission infrastructure. One of the biggest complaints today is that the grid cannot handle the volume of energy being injected. Instead of slowing down solar energy expansion, what needs to happen is a structural reform in transmission. We cannot limit generation because infrastructure hasn’t kept up.
Artemis II (Source: NASA)
Missions like Artemis II have reignited global interest in innovation. Do you believe initiatives like this can also inspire advances in new energy sources?
Absolutely. Elon Musk, for example, is an investor in renewable energy, and missions like this highlight the importance of global change. I believe they encourage innovation and progress. When the world decides to move in a certain direction, the effects are felt across all sectors, including energy.
The 18th edition of One Energy Magazine brings different perspectives on energy, offshore and global markets, including an interview with Amanda Durante, CEO of iGreen Energy Oficial, one of Brazil’s leading solar energy companies, as well as Luis Fernando Priolli’s reflections on water and ongoing tensions in the Middle East.
• Starnav Elektra in detail • WSB Advisors Feelings • Industry news • Alvaro Antunes: the strategist transforming innovation into global impact • Por Onde Anda? — Comandante Airton • Columns
