The Three-Year Energy Survival Window: Alles

Q: How has Alles Corporativo navigated the energy industry context over the past year, and what has been the biggest lesson from 2025?

A: The first important update is that we have rebranded as Alles Corporativo, reflecting our expansion beyond our original business lines. Over the past year, we have broadened our scope to address what we see as the most pressing challenges facing industrial energy users in Mexico.

Alles Corporativo has expanded into microgrids and battery storage, not only for peak shaving but also for energy backup, operational continuity, and resilience. We have also strengthened our capabilities in intelligent monitoring, which we refer to as Energy 4.0. Everything begins with accurate system monitoring; a correct diagnosis from the outset allows you to identify the root cause of a problem. Without that diagnosis, solutions become trial and error, often increasing costs and risks.

In parallel, we have reinforced our work in self-consumption models. Under both the previous and the current regulatory frameworks, we have already executed several projects, but we now see a clearer and more active emerging market. 

The increase in outages, failures, and power quality issues is not coincidental. In industrial zones, grid saturation is already above 99%. In 2024 alone, nearly 14,000 outages were recorded across the system, directly affecting daily operations in multiple regions, including the Yucatan Peninsula and the Bajio. When accelerated growth, rising demand from existing companies, and an aging grid with largely corrective rather than preventive maintenance converge, the result is a highly constrained system. The next three years will determine which companies remain competitive and which ones fall behind.

Q: You mentioned that the next three years will define which companies survive. Why are these three years so critical, and what trends will shape that outcome?

A: We are entering a decisive window. The first reason is that electricity demand is growing faster than infrastructure. The grid is saturated. Transmission and distribution capacity are as critical as power generation, and those systems take between three and six years to develop. This means that between now and 2027, there will be no significant jump in national electrical capacity, even if projects are announced or under construction. Companies will be competing for a limited grid with what is already available.

The second factor is nearshoring. The peak of new industrial arrivals is occurring precisely during this period, as previously announced investments materialize. This puts additional pressure on an already constrained system. We see a system operating in a constant state of stress, where controlled shutdowns are used to prevent larger failures, especially during periods of high temperatures or peak production. 

A third element is the aging generation infrastructure. Preventive maintenance levels remain low, below 20%, with most interventions being corrective. Available generation already exceeds 45,000GWh per year, but without sufficient maintenance, reliability continues to deteriorate. This is not a situation that will be resolved in the short term. As demand grows and new infrastructure is still under development, these constraints will persist.

Another critical aspect is regulation. After years of stagnation, changes have finally been introduced, and the focus has shifted to execution. Legacy self-supply schemes have been phased out, and new models such as self-consumption, shared schemes, and microgrids are now clearly defined. Companies must decide how to adapt. Those that act early will gain a significant advantage.

Technology plays a defining role. Battery storage and artificial intelligence (AI) have reached a point where costs are more accessible, while electricity prices continue to rise at annual rates above 8%. In 2024 alone, technology costs declined by roughly 20%. Intelligent controls, predictive maintenance, and AI-driven energy management are no longer experimental. 

Looking ahead, operational continuity will become a core competitive advantage. Companies will no longer compete only on price or quality, but on their ability to operate without interruptions.

Industrial parks will also play a key role. With more than 470 industrial parks already operating and more under development, those that offer stable and reliable shared electrical infrastructure will be best positioned to capture nearshoring demand.

Ultimately, the companies that will survive and grow are those that achieve a degree of energy independence, not necessarily total, but sufficient to reduce reliance on an increasingly constrained grid. Depending exclusively on the public grid is becoming a significant operational risk. In many regions, additional contracted demand is simply not available, or requires long waiting times and private investment in infrastructure.

Q: What can Alles Corporativo offer industrial players today, and how can companies strike the right balance between corrective and preventive approaches at this stage?

A: Corrective actions should be reserved strictly for failures that directly interrupt production, create electrical risks, or compromise safety and energy availability. This includes issues such as load fluctuations, demand spikes, or voltage levels operating outside acceptable ranges. Everything else should move toward a preventive model.

We advocate for a transition from traditional preventive maintenance to what we call intelligent preventive maintenance. Scheduled maintenance alone is no longer sufficient. Today, these activities must be driven by real operational data. That data comes from advanced measurement systems, with multiple monitoring points that capture load patterns, frequency behavior, voltage variations, and a wide range of other indicators.

This approach allows us to go beyond compliance with institutional requirements and focus on what each facility actually needs. Every diagnosis is unique. Even plants with identical equipment operate under different conditions because they are connected to different nodes, with distinct grid characteristics and operational profiles.

With real-time monitoring, we can prioritize preventive maintenance on the assets that have the greatest impact on peak demand and operational stability. From that diagnosis, we can then define tailored solutions for each issue and quantify their economic impact. What cannot be measured cannot be managed. This methodology reduces the risk of unplanned outages, avoids penalties related to demand and capacity, eliminates phantom consumption, and prevents production losses caused by unexpected shutdowns.

It also allows companies to electrify processes and plan growth without depending entirely on the grid. At this point in Mexico, the challenge is no longer energy availability alone. The real issue is energy availability combined with continuity and reliability. Our role is to help companies move from uncertainty to informed, data-driven planning.

An important aspect is the issue of security in the implementation of industrial projects, the companies decide to pay for a project that is profitable but at the same time that is safe and of good quality. To address this point and give more certainty to end users, we ask for the support of certified consultants and technology manufacturers, who accredit (validate) that the installation has been carried out in accordance with the proposed engineering and that it generates the performance with which the client signed and trusted us.

Q: From Alles Corporativo’s perspective, what are your plans and the projects that excite you most looking ahead to 2026?

A: What excites us most is helping our clients reach a comprehensive understanding of their energy systems. This begins with a full diagnostic that goes beyond cost savings. We want decision-makers to internalize the importance of continuity, reliability, carbon footprint reduction, and sustainability targets as part of a single strategy.

We are increasingly working on projects that integrate measurement, monitoring, sustainability metrics, and, where relevant, the accreditation of instruments such as I-RECs, as well as financing solutions. The clients that excite us most are those who are already aware of the urgency of these challenges.

Looking ahead, we expect strong growth in self-consumption, isolated self-consumption, microgrids, and energy continuity solutions over the next three years. These projects are no longer based on a single technology. They involve the integration of multiple solutions, including generation, storage, monitoring, automation, and intelligent control systems.

What is particularly motivating is seeing how these integrated systems transform energy from a perceived cost into a strategic asset that supports growth, resilience, and sustainability. The ability to monitor performance in real time and demonstrate tangible operational and financial benefits is what makes these projects especially compelling for us and for our clients.

Taking into account global risks, it is important for a manager today to take into account: 

1. Technology Stack Audit: Assess reliance on Chinese vs. U.S. components to avoid obsolescence due to sanctions or export controls.

2. Just-in-Case Transition: Increase safety inventories of critical minerals and semiconductors in the face of supply weaponization.

3. Implementation of Post-Quantum Cryptography (PQC): Shield intellectual property against future decryption attacks.

4. IT-OT optimization through Digital Twins: Virtualize processes to mitigate electrical infrastructure risks, this means developing the best renewable energy strategy, optimized and integrated with an advanced microgrid.

Alles Corporativo specializes in energy-saving projects, including the installation of solar panels, batteries, and cogeneration solutions. AllesSolar also implements microgrids that combine clean energy generation and storage systems.