MICHAEL BIFARELLA By Shirley Coyle, LC
L M & M / / M AY 2 0 2 6 / / U P C LO S E
When you ask Michael Bifarella how he ended up in the lighting industry, his story describes a journey that starts in the warehouse of his father’s lightingfocused business, breaks away to work outside the family business, features some time studying law, and ultimately leads to founding his own company in a rapidly changing and often unforgiving market. “I’ve been through it from the grassroots,” he explains, “warehouse, field, service, project management, and then ownership. I’ve seen all sides of the business.” Michael’s career in lighting began right out of high school, working for his father’s Rochester, NY-area electrical company. After learning how things worked, he ended up in the field installing: “it was 2011 and we were primarily doing T12 to T8 conversions. My father was a huge subcontractor for Sylvania, and it was the heyday of retrofitting with kits of T8s and electronic ballasts. It was definitely getting thrown into the fire,” he recalls. “Lighting is fast; you have to anticipate rapid growth and changes. And at that point, everyone in the industry was still learning what was coming.” Seeking personal and professional growth, Michael took a leap and joined A&K Energy Conservation, where he worked under owner Pattie Cagle who became and continues to be an important mentor. For several years, Michael worked as a service tech for A&K, learning another side of the business and seeing the rollout of early generations of LED products. A return to school was next for Michael with ideas of being either a chef or an attorney: “’I’d still like to study law to an extent, and I’m a darn good cook.” But after graduation, his father’s passing pulled him back in to help manage the family business. Michael notes: “you need to learn when to take a step back and re-evaluate, and when to leap into the unknown. In 2022 Michael took a leap into the unknown, and started
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his own company, Optimal Energy Solutions, LLC. When New York’s Small Business Direct Install (SBDI) lighting incentives were cut in 2025, Michael’s firm lost a long‑standing revenue stream and had to pivot quickly—from largely labor-only projects under ESCOs to more turnkey solutions, as well as expanding into school contracts and heat pump work tied to emerging utility incentives. At the same time, he has navigated intense price pressure from low‑cost offshore products, while consistently advocating for proven brands with real data and reliable support. “That’s a huge challenge in the lighting industry,” Michael explains. “We want to pitch products we know and trust, with proven data, from manufacturers that stand behind their warranty claims. But you’re up against hundreds of cheaper options that look good on paper and on price.” Michael emphasizes transparency with clients, honoring warranties, labor, and promises, and being realistic about what his company can and cannot do. One of the most important lessons he’s learned is the power of saying no: “sometimes saying no is a good thing,” he notes. In a relationship-driven world of ESCOs and repeat clients, he’d rather protect longterm trust than chase every short-term opportunity. A strong believer in continuous learning, Michael credits NALMCO and mentors like Pattie Cagle and Joan Blacker, with helping his company grow and gain confidence. NALMCO, he says, feels like a “second family,” a place where collaboration, not competition, drives everyone forward. Attending both the Spring Seminar and the Annual Convention in the fall, Michael adds: “the relationships we made with labor partners, with suppliers…it’s just a great place to network, to vent, to discuss what’s next in the future…everyone pushes each other to be better.”
That’s where Michael’s communication skills and industry knowledge come in. While he does have a sales liaison, he is often the person who steps in for the complex conversations, walking customers through the why, not just the what. “You have to educate them,” he emphasizes. “And they have to be willing to listen. The right person, with the right approach, can make the difference between suspicion and understanding.” For those looking to follow a similar path, Michael’s advice is pragmatic: *find your niche and master it first. Once operations in that area run smoothly— “on autopilot,” as he puts it—that’s when you invest time in learning the next capability, whether it’s controls, new technologies, or additional services. He also stresses the importance of using the “good days”—when the pipeline is full and operations are humming—to research, train, and plan. Waiting until work slows down to think about diversification is often too late. Outside of work, Michael’s life is full. He and his wife are raising four children, all eight and under, and he jokes that they are “very busy.” He’s also an avid cook, especially of authentic Roman Italian food. Michael’s other deep passion is his love of aviation. He describes himself as a “crazy, huge plane enthusiast,” especially when it comes to commercial aviation. In his basement, he has a “flight wall”—an LED reader board that displays flights within a 20-mile radius, showing carriers, routes, aircraft types, and altitudes. One day, when business and family life allow it, Michael has a clear goal: earn his pilot’s license. In many ways, Michael’s story mirrors the industry he’s devoted his life to: dynamic, evolving, occasionally turbulent—but always moving forward, guided by a steady hand and a clear view of what’s possible. ■
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