Abstract: Avinash Saini, founder and CEO of Aldex Energy, a Gurugram-based solar energy solutions firm, is facing a significant challenge on May 10, 2025. Founded in 2022, the company has experienced very fast growth, achieving Rs. 11 Crore in revenue and expanding from a single person to over 50 employees in just three years. Aldex initially entered the market through subcontracting, building a reputation for providing quality solutions through precision procurement, installation of BIS-certified equipment, and high-quality after-installation support, choosing not to compete on price. The firm is ISO 9015 certified and complies strictly with BIS standards.

Despite its external success and focus on quality, the company's internal processes, particularly related to HR, Talent management, and organizational structure, have remained extremely informal. Avinash manages most decisions himself, there is no formal HR department or defined positions, hiring is by reference, and training and grievance procedures are absent along with this hiring staff on project basis for installation, specifically at remote locations is a bigger challenge. This informal approach, while fostering entrepreneurial agility initially, creates uncertainty in project management and poses a massive challenge to future growth. Avinash is overworked and the lack of a second line of management has led to ea ‘crisis of delegation’. He must decide whether to formalize systems and build leaders or risk burnout and chaos by maintaining this day-to-day hustle.

Learning objectives
1. Understand the problems of managing different types of employees in one company.
2. Explore how a small company can build strong teams and good workplace culture.
3. Suggest practical ways for the owner to manage people more effectively.