Services

Practice areas

Eight practice areas in the order a capital project meets them, from the investment decision to the obligations that outlive construction. Each is engaged on its own or combined into one project office that reports to the sponsor and, where the financing requires it, to the lenders.

  1. 01

    Investment Decision & Due Diligence

    Independent verification of a project before capital is committed: site, permits, contract and counterparty, read together.

    1 programme

    Before a commitment is signed we reconcile the project on paper with the project on the ground: site control and interconnection, permits and their calendar, the EPC and offtake terms, and the counterparties behind them.

    • Technical & commercial feasibility
    • Independent technical due diligence
    • EPC contract review & red-flag matrix
    • Go/no-go decision support & permitting roadmap
  2. 02

    Project Finance & Capital

    From feasibility to financial close: the model the lenders will rebuild, the structure they will price, and the process run to a date.

    2 programmes

    We take a project from feasibility to financial close: the financial model in the form the lenders will rebuild it, bankability and lenders' engineering, debt and equity structuring, the IFI or commercial bank application, and a lender and investor process run to a closing date rather than around one.

    • Financial model & debt sizing
    • Bankability & lenders' engineering
    • IFI and bank application files
    • Term sheet negotiation & financial close
  3. 03

    Delivery: EPC & Commissioning

    The owner's side of construction: one programme from design review to the performance test the lenders accept.

    2 programmes

    We run the owner's side of construction as one programme: FEED and design review, long-lead equipment ordered against the financing calendar, the EPC interface with change control and claims, site QA/QC and HSE, and a commissioning sequence that ends in the performance test the lenders accept.

    • EPC project management & owner's engineer
    • Procurement & long-lead equipment against the financing calendar
    • Site QA/QC & HSE governance
    • Commissioning, acceptance & claims control
  4. 04

    Operations & Asset Management

    After handover, the owner's side of the operating years: performance against the model, the O&M contract enforced, the lenders' covenants reported on time.

    After handover we run the owner's side of operations: production, performance ratio and availability against the financial model, the O&M contract and its guarantees enforced, maintenance and spares disciplined, the portfolio consolidated and the lenders' covenants reported on the dates the loan agreement sets.

    • Performance monitoring against the model
    • O&M contract enforcement & independent audit
    • Maintenance & spares discipline
    • Portfolio reporting & covenant tracking
  5. 05

    Transactions & Growth

    Buying, selling, partnering and scaling: the process run for the owner, the technical and commercial reality verified independently.

    4 programmes

    We run transactions and growth moves on the owner's side: technical due diligence for a purchase or a sale, the data room and process calendar, valuation and business plan validation, buy-and-build and market entry, and joint ventures with their shareholder agreements, reserved matters and deadlock provisions.

    • Transaction technical due diligence
    • Data room & process management
    • Valuation & business plan validation
    • Market entry, joint ventures & buy-and-build
  6. 06

    Governance & CEO Office

    The company made governable: decision rights, operating rhythm, the numbers the board sees, and the risks named before they arrive.

    3 programmes

    We build the machinery through which a company is actually governed: the CEO office and its operating rhythm, the authority matrix and approval thresholds, the OKR and KPI architecture, the board pack, enterprise risk management and, for family groups, the constitution and succession that keep the company governable across a generation.

    • CEO office & operating rhythm
    • Authority matrix & approval thresholds
    • OKR/KPI architecture & board pack
    • ERM, succession & business continuity
  7. 07

    Investor Relations & Stakeholder Communications

    The company's verified reality, told in the investor's decision language, with every claim traceable to its source.

    1 programme

    We turn a company's verified strategy, model and risks into an investor narrative that can be examined: the equity story and message architecture, the teaser, one-pager, deck and Q&A set, the periodic investor update and, where a transaction or a crisis requires it, communications run with specialist counsel.

    • Investor readiness & gap analysis
    • Equity story & message architecture
    • Investor documentation set
    • Investor updates & transaction communications
  8. 08

    Compliance & Regulatory Programmes

    Obligations with fixed dates and independent verifiers, run as programmes: IFI and DFI covenants, environmental and social action plans, CBAM.

    We run lender-imposed and regulator-imposed obligations as programmes with a fixed calendar: the IFI and DFI requirements library that maps every covenant and ESAP item to an owner, a date and an evidence file; lender reporting produced from it; and the Carbon Border Adjustment Mechanism, from CN-code scope to verified declaration.

    • IFI/DFI requirements library & covenant monitoring
    • Environmental & social action plan delivery
    • Lender reporting on a fixed calendar
    • CBAM programme: scope, monitoring plan, verification
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