This month is all about contrast. On one side, I hit 46.7 billion ISK in sales, which is a record for this operation. On the other, net worth only increased by 4.5 billion ISK (+4.64%), High sales, low growth… not something you expect at first glance.
The explanation is quite simple. A big portion of the sales came from combat capital ships sold through contracts, and these were already profitable last month when they were built. April was more about converting those assets into ISK than generating value. In total, I sold 7 combat capital ships, 1 freighter, and 2,979 T2 modules, which is another record on the T2 side.
Capitals sales were very strong at the beginning of the month, but that momentum didn’t last. The slowdown is now clearly visible, and I’m currently sitting on 10 capital ships in stock out of the 21 manufactured last month. This confirms what I was starting to feel: capital ships are slow movers, and the market cannot absorb volume consistently. It’s a business that requires patience and ISK buffer.
Because of that, April turned into a full T2 manufacturing month. No capitals were built, and all the effort went into modules. This is where the real growth came from. T2 sales were not only strong in volume, but they were also the main contributor to net worth increase this month.
I also experimented with regional trading during April, and that attempt failed quite badly. It quickly became inefficient and unprofitable. I’ll go into more detail in a separate post.
On the operational side, I decided to move my T2 base of operations again near Amarr to reduce manufacturing and logistics costs. The good thing here is that I’m struggling to feed the markets with T2 modules even with continuous production, I barely keep Amarr stocked, with a rare presence in Jita and total absence in Dodixie, It really highlights how large the T2 market is if approached correctly, and there is clearly room for expansion.
That being said, my T2 operation is still far from efficient. The biggest issue remains the supply chain management. Restocking is slow and inconsistent, and I often find myself missing one or two key components, leaving industry slots idle. I need a proper system to track materials and anticipate restocking in a more structured way.
Another limitation is time and account capacity. Running everything on a single account, with roughly one hour of playtime per day, puts a hard cap on output. With my current setup and blueprint runs, I can produce around 7,500 medium T2 modules per month (30 slots x 10 runs per BPC x 25 days of production), which translates to roughly 7 to 12 billion ISK in profit. Going beyond that will almost certainly require a second account.
Reactions are also not aligned with what I’m currently doing. I have a large stock of composite reactions that are mainly useful for capital production. While this gives me a comfortable buffer for future capital build, it doesn’t help the current T2 pipeline. Adding reaction jobs to the T2 pipeline will significantly increase the profit. A restructuring of the reactions chain is needed if I want to support module production properly.
On the invention side, activity was quite strong. I now have hundreds of T2 BPCs ready for production, but the distribution is not ideal. Some items are overstocked while others are lacking. This is something that needs attention going forward to keep production smooth.
Looking ahead, I’m not abandoning capitals, but I will approach them more cautiously. I’m considering going back to freighter manufacturing, but the market needs to be reassessed first. Prices are currently low, margins still exist, but they are tighter, and I want to make sure the opportunity is worth the investment before committing again.
Overall, April was not really a growth month, but more of a transition month. Record sales, record T2 volume, but also clear signs of structural limits and inefficiencies. The operation is reaching a point where better systems, and possibly additional accounts are needed to keep scaling.
Moving stuff around is one of the most important yet time-consuming activities in EVE Online. I believe the success of any industrial operation relies on the efficiency of how logistics are organized.
I think a logistics system should react quickly to any requirement or change in the field, while simultaneously dealing with all factors surrounding its mission. These factors include cargo size, cargo value, trip length, and ganking risks; everything should be planned ahead of undocking the hauler.
Here I am sharing my logistics model and how I manage hauling between different locations. Don’t be fooled by the dots moving in one direction (thanks to Claude AI for letting me down during the creation of the infographic); all the connections between stations are actually bidirectional.
The first factor I prioritize is flexibility. Each production station (Capitals and T2) has its own runner, DST (Deep Space Transport), and freighter. This allows me to use the adequate ship for each run depending on the size and importance of the cargo.
The low-sec Sotiyo is served by a hauling service due to the high risk. When launching a capital manufacturing campaign, I import raw materials from Jita or Amarr using this service, which delivers them to the Sotiyo. I then use my own freighter to transport compressed ores and moon materials to the Tatara. After refining, I use the freighter again to move the minerals back to the Sotiyo for manufacturing. It is a big investment for a ship that is only used twice a month, but the gain in efficiency is astronomical. After all, I might use this freighter to manufacture its relevant Jump Freighter.
For the high-sec T2 manufacturing operation, it is quite straightforward. Usually, a DST is enough to feed the station with raw materials for T2 modules runs, but when manufacturing Capitals in high-sec, a freighter becomes a must-have. The runner is used for last minute shopping and for moving final products to Amarr or Jita through the mighty Ahbazon system.
I believe my model is not flawless. It has worked until now, but I need to keep an eye on efficiency, especially if I want to scale my production.
Every time you open a forum thread or hop into an industry Discord, you'll hear the same advice delivered with full confidence: diversify your production portfolio. It sounds reasonable, but it wasn't the case for me.
The argument for diversification sounds rational on paper: if one market segment tanks, your other lines carry you. The problem is that EVE's industrial game is not a passive index fund. It's an active, information-dense environment where knowing your market matters more than covering every market.
When you spread across many items, you dilute something precious that doesn't scale the way capital does: your attention…
Managing multiple productions across unfamiliar markets means constant micro-decisions on what's moving, what isn't, whether that margin shift is a trend or just noise. That cognitive load accumulates. EVE industry is already a game of spreadsheets and logistics chains, and when you're operating in markets you don't fully understand, every decision carries more uncertainty and more second-guessing. That's a direct path to decision fatigue, and decision fatigue in a market game lead to a creeping feeling that the whole operation isn't worth the effort. Staying in markets you know doesn't just protect your wallet, it protects your motivation to log in tomorrow.
There's a principle that quietly validates this entire argument: the Pareto Law, the 80/20 rule. In most markets, 80% of your profits will come from roughly 20% of what you produce. The instinct to diversify pushes you in the opposite direction, which is precisely how you dilute the 20% that was already working for you. When I look back at my production history, the pattern is obvious: a handful of modules and ships I knew well were responsible for the bulk of my ISK. The diversification experiment didn't add new entries to that golden list, it just added noise and regret.
If you remember my previous post "Heavy Industry Saves the Day," I mentioned that returning to what I know best “freighter manufacturing” shifted the entire month's results back into positive territory. Around the same time, I began my T2 mass production venture, and today I run a focused golden list of just six or seven items that I mass produce. I'm now capturing 10% of the market share of one of those T2 modules in Amarr.
Adding a new segment to your business should never come at the expense of established ones. When it comes to expanding, I recommend evaluating new modules against three simple metrics: unit size, unit profit, and daily volume. Healthy values across all three can help you uncover the right items to introduce into your operation without compromising what's already working.
Lately I’ve been spending more time building tools and workflows outside the game, but everything is still directly tied to improving in-game decisions.
I started by creating a spreadsheet powered by Power Query that pulls raw material prices and automatically applies refining calculations. The goal is simple: quickly identify when buying raw materials and selling refined minerals becomes profitable, as this has been one of my main ISK streams. This already paid off — I found a solid opportunity, bought more than 30,000 ice blocks away from Jita, refined them, and captured the margin.
Next, I built a full Tech II manufacturing dataset. Using ravworks.com as the base (currently the most accurate source I’ve found), I edited the site’s JSON file and injected 270 T2 module IDs. This allowed me to generate a list of T2 modules with calculated manufacturing costs and profits. The output is a copyable table that can be pasted directly into Excel, where I add a column for Jita total profits of each item by multiplying item profit by daily volume. This highlights the best-performing items immediately and avoid being fooled by the item profit only. Having everything in one place makes it much easier to scan for production opportunities instead of checking items manually.
I also started experimenting with regional trading. For now, I’m using eve-trading.net to identify spreads, but instead of following the typical approach of selling to buy orders, I’m selling directly to sell orders when the spread makes sense. I’m focusing on raw material trading and avoiding heavy competition with established traders. It’s a quick way to test opportunities and understand the flow between regions. Still early, but it’s helping me understand what regional trading looks like in practice rather than theory.
Overall, this phase is less about flying ships and more about building infrastructure: data pipelines, pricing models, and decision tools. The idea is to reduce guesswork and move toward repeatable, data-driven profits.