In this exclusive CanadianSME Small Business Magazine interview, Nishaant Sangaavi, Vice President of Strategic Sales and Partnerships at Brillion and co‑founder and former CEO of MIT‑award‑winning startup EnergyX Solutions, reflects on the journey from disruptive energy-tech founder to post‑acquisition executive leader. Drawing on an exit process that saw EnergyX acquired by Apogee Interactive (now part of Brillion) and deployed with utilities across Canada, the U.S., and Europe, he shares what it really took to close the deal, protect his team, and transition into a larger organization—along with the personal practices, mindset shifts, and sense of “optionality” that now shape how he approaches risk, impact, and the next generation of clean‑energy entrepreneurship.
EnergyX was known as an innovative start-up; a true disruptor in its space. What was the story behind it and how was the acquisition process?
We started EnergyX in 2016 when there was a huge focus on energy efficiency across North America. We had a market that was ripe for disruption – traditional utilities that were regulated and mandated to accelerate energy transition and did not have the technology in place to do so, at scale and cost effectively.
Over the years, we won 2 MIT awards for our technology, raised millions of dollars in dilutive and non-dilutive funding, licensed our platform to utilities across Canada, US and Europe and helped millions of homeowners lower their energy usage.
The acquisition process was one of the most intensive deals I have led and successfully closed, and the process consumed me 24/7.
I was focused on the following:
Full transparency across the EnergyX leadership team to meet all deliverables. Deals get lost because of lack of momentum and we were committed to accelerate the timelines.
Hitting our year end targets and assuring our utility partners on how the acquisition would benefit them was key for us to achieve our valuation and maximize liquidity.
Negotiating on behalf of the EnergyX co-workers for them to grow in their respective roles. I am extremely proud that 2+ years post-acquisition, the EnergyX team is still very much intact and thriving.
The transition from a founder/CEO to a corporate executive can be difficult for many. You seem to have lived it. What are the strategies that you have implemented in your personal life to help you harness the sense of tenacity and keep you grounded?
This is indeed a story of reinvention. I went from being the captain of my own ship to joining a large fleet. From having one team with a sole mission and purpose to dealing with multiple teams with multiple product lines and a diverse customer base. From setting the company culture to being in a role where culture is already set and engrained.
And the skill sets that I had honed during running my start-up – the focus on always selling, thriving for product market fit, building relationships with key clients and managing my investors and shareholders – have all helped me in the corporate world.
The 3 strategies that I swear by and have helped me succeed are:
Daily Exercise — One of my greatest investments has been my full designer home gym, infrared sauna, cold water plunge pod and red-light panels. This is what keeps me balanced, focused and energized.
Meditation — I meditate for 30 mins daily and this provides me with an abundance of focus and clarity.
Taking risks — There is a Helen Keller quote that comes to mind ‘Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Life is either a daring adventure, or nothing.” Running a start-up and navigating through a corporate career is all about taking calculated risks because we are constantly innovating.
What is the biggest opportunity the acquisition of EnergyX has provided you with? What would you like our readers who are thinking of exiting to know?
To be very candid, here are the stats: 90% of most start-ups do not have a successful exit.
And so being able to get the deal closed and getting liquidity is a wonderful achievement and can be life changing. It was for me.
The guiding principle when going through an acquisition is to ensure that you are getting acquired by the right partner. A partner that can work closely with the founders, co-workers and existing clients. A partner that can further your mission and accelerate your company. I firmly believed in that and being fully transparent in every interaction with our acquirers helped us build and solidify trust. It was the trust that helped get the deal across the finish line.
What the acquisition has provided me with personally is Optionality. And that is very powerful. Having optionality is what allows my family to live where we want with the terms that suit us the best. It is what allows us to focus on what’s important for us. It is what allows us to justify where we choose to spend our time and the type of work we want to do. And what we are willing to accept. And most importantly, what we will not accept.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? And what are you the proudest of?
I am in awe of a movement that my wife has started with her own company, Cooks Who Feed, and I support it wholeheartedly. She runs a social ‘for profit’ enterprise that is tackling food insecurity and at the same time, empowering marginalized women. Her food startup is trying to rethink the tools we use in the kitchen while building a more sustainable world. She employs marginalized women to produce handcrafted designer aprons, that are designed by celebrity chefs around the world, and for every apron sold by Cooks who Feed, 100 meals are given to those in need. She has provided more than 2 million meals to date.
And I remain proud of the fact that our three children have two entrepreneurial parents that have created real impact. As you can imagine, they have big shoes to fill.
Disclaimer: The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.
