CASE STUDY (TABO ENERGY): PR for a startup in the renewable energy sector

THE CLIENT.

TABO is an Italian scale-up founded in 2022 by Nima Oulomi - class of 1998 - based in Silea, in the province of Treviso. The company operates in the photovoltaic installation business through an all-digital model: from design to activation, every stage of the process is managed remotely, with an average commissioning time of 15 days versus the 60-day average in the traditional market.

TABO's positioning is based on three distinctive features compared to competitors: digital innovation, through an online configurator that simplifies access to photovoltaics for families and businesses; speed, with a process that reduces bureaucracy and activation time; and transparency, with clear contracts and prices without hidden items. At the time of the collaboration with Disclosers, TABO has more than 300 PV systems installed in Veneto and Friuli-Venezia Giulia and a team of 30 people, mostly under 30.

The company targets two distinct markets: the residential B2C segment, with households and individuals interested in the energy transition, and the B2B segment, with businesses and energy professionals looking for scalable and digitally manageable PV solutions. This dual vocation guided the structure of the communication strategy, requiring differentiated content and headlines for each audience.

THE OBJECTIVES OF THE COLLABORATION

The collaboration with Disclosers began in May 2025, at a stage when TABO still had little presence in the media landscape: at the time of the initial analysis there were only two published articles (Forbes and Rinnovabili.it), both of which were mainly descriptive in nature. The goal is to build a structured editorial presence from scratch, in a sector - renewable energy - characterized by high media attention but also by strong competition from international players with established communication resources.

The objectives of the collaboration are on two levels:

• Increasing brand awareness of TABO: establish the startup as a reference in the digital photovoltaic industry, highlighting its innovative model and concrete advantages over traditional players. The focus is on the narrative angle of digitization applied to energy, which is the clearest and most interesting differential for newsrooms.
• Position CEO Nima Oulomi as the voice of the industry: Oulomi's young age, technological approach and entrepreneurial courage make him an attractive profile for newsrooms on topics ranging from energy transition to digital innovation, from business culture to the youth labor market. The goal is to turn him into a recognizable and sought-after interlocutor in the press, able to speak about PV with an authority that goes beyond a simple corporate statement.

THE PR & MEDIA RELATIONS STRATEGY

The main challenge of the TABO strategy is the typical one of a startup that decides to grow in bootstrapping that has to compete for visibility with structured international players - Otovo, Soly, Enpal - that have dedicated press offices and larger communication budgets. The answer cannot be volume: it has to be the quality of the storytelling angle and the ability to occupy spaces that the big players do not preside over.

The initial analysis identified three types of content and three distinct media targets, each with its own editorial logic:

Corporate content: the presentation of the company and growth

The presentation release-with economic data, results, and growth forecasts-was the starting point of the collaboration and the content with the highest output quality. The reasoning behind it is simple: a young company growing, with concrete numbers and an innovative business model, is news in itself. Building the release around the economic data allowed us to intercept newspapers such as QN Economy, Italia Oggi, Avvenire, StartupItalia And, for the sector part, Energy Enterprises. The release generated 15 releases, 7 of which were Tier 1, with 4 printed-a significant achievement for a startup in its first year of PR activity-and continued to produce releases months after the initial release, confirming the robustness of the chosen narrative angle.

Scenario content and opinion: the CEO as the voice of the industry

The second direction involved building Nima Oulomi's authority as a commentator on the energy sector. The opinion statement--built around an analysis of the state of the art of PV in Italy, with market data and strategic vision--generated 10 releases, 5 of which were Tier 1. The signature article on the TABO model published in Energy Enterprises has been one of the most significant achievements: a stand-alone editorial content, in a leading B2B energy industry publication, which does not talk about TABO as a product but as a business model to be analyzed. The presence on Republic: Green&Blue with the CEO interview opened access to a mass consumer audience normally distant from the technical language of PV.

Presidium of industry titles: building vertical authority

The third guideline involved the ongoing presidium of vertical energy sector publications-Rinnovabili.it, GreenPlanner, Energia & Mercato, EnergMagazine-through technical releases, scenario analysis, and updates on the expansion of the B2B model. This work has built a stable positioning in specialized editorial offices, with a measurable effect on organic search: typing the keywords “photovoltaic” and “digital” in the News section of Google, numerous articles published in TABO come to the fore, a concrete sign of reputation consolidation among the trade press.

Newsjacking and calendar PR: engaging with current events

These recurrences offer generalist and consumer titles an opportunity to address renewable energy from a topical angle, making TABO a natural interlocutor for commentary and analysis. Newsjacking on hot topics-such as the debate over tax incentives and bureaucratic delays in the energy transition-has allowed Oulomi's voice to be included in the public debate on topics already on the media agenda, without having to build the news from scratch.

RESULTS.

In the period May 2025-April 2026, the first year of collaboration, PR activities for TABO generated 56 total outputs, with the 35% on Tier 1 headers - amounting to about 20 first-tier publications-and distribution in national, industry and local media.

The overall numbers of the activity photograph the impact of the coverage: more than 510,000 print copies circulated, about 1 million estimated online views, more than 400 social shares, and a potential reach of more than 56 million unique monthly users. For a startup in its first year of structured communication, these figures testify to an effectively built positioning in a competitive industry.

Communication regarding the company, its numbers, and its goals proved to be the best performing content in terms of quality: 15 total releases, 7 Tier 1, 4 paper and 7 interviews. The economic data-growth, revenue, expansion plan-worked as a pull for business and financial publications that otherwise would not have devoted space to a PV startup.

The opinion release on the energy transition produced 10 releases, including 5 Tier 1 releases, confirming that a scenario narrative angle is more effective than a product release for generalist and B2B newspapers.

A relevant qualitative indicator is the persistence of coverage over time: some releases occurred months after the release was issued, a sign that the material produced has maintained editorial relevance and that the relationships built with journalists continue to generate spontaneous interest in TABO.

VISIBILITY ON TIER 1 WARHEADS AND QUALITATIVE VALUE OF COVERAGE

With the 35% of releases in Tier 1 newspapers in the first year of collaboration, TABO has achieved a higher qualitative positioning than competitors such as Enpal, which in Italy has a media presence concentrated on local newspapers, approaching the distribution of Otovo and Soly - more mature players with structured communication resources. The result can be traced back to a precise choice: to focus on a few releases with strong narrative angles rather than on massive distribution.

The most significant qualitative releases were the interview with Nima Oulomi on Republic: Green&Blue - sustainability and innovation section of Italy's most widely read newspaper - and a mention in the format Today #GameChangers, which chronicles Italian entrepreneurs capable of innovating in traditional industries. Both releases reached nationwide consumer audiences, positioning TABO in a narrative of entrepreneurial innovation beyond the PV perimeter.

On the economic and financial front, outlays on QN Economy, Italia Oggi and Avvenire have built institutional credibility, reaching readers with a profile close to B2B market decision makers. On the other hand, the presence in Energia Imprese with the signature article-four papers in a single release-has consolidated TABO's positioning in the industry's specialized newsrooms, where competition for visibility is higher but the target audience is more qualified.

CONCLUDING REMARKS

The TABO case shows that a startup in its first year of structured communication can reach out to top-tier newspapers and build credible positioning, provided it chooses its narrative angles precisely and focuses resources on content with the most newsworthiness.

The two most effective releases - the corporate presentation release and the opinion release on the energy transition - share one characteristic: they do not sell TABO as a product, but position it as a relevant player in a broader debate. The growth release intercepts the interest of business and financial media for data; the opinion release intercepts the interest of generalist newsrooms for knowledgeable voices on a topical issue. This dual logic has enabled a small entity to reach titles normally accessible only to larger players.

The work on the CEO as a spokesperson has produced concrete results: in one year, Nima Oulomi has become a recognizable interlocutor for energy newsrooms and generalist newsrooms interested in stories of youth entrepreneurship and innovation. This transition-from a young, still little-known founder to the voice of the industry-is the most enduring result of the first year of collaboration, because it builds a narrative resource that continues to generate publishing opportunities regardless of individual releases.

Priorities for the next phase-proprietary survey, B2B market development, further investment rounds as editorial opportunities-graft onto a foundation already built: relationships with relevant newsrooms, a recognizable CEO, and clear narrative positioning. The amplification phase can