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.