Supporting your Asset Development

The CM Energy Insight Development Pathway - 40 years of experience.

 

• Concept scoping, regulatory alignment and market positioning — establishing the commercial and political rationale, technology selection criteria, site and grid strategy, and the realistic development timeline before development capital is budgeted.

• Grid connection strategy and Gate 2 positioning — analysing transmission line location and queue position, connection offer risk, and the strategic options available to a project under the reformed NESO connection framework.

• Permitting and planning strategy — development consent sequencing for Nationally Significant Infrastructure Projects (NSIPs) and locally determined consents, including environmental impact assessment management and stakeholder engagement.

• Procurement and EPC strategy — competitive procurement design, contractor risk allocation, insurance design, and contract terms for a market in which equipment supply chains are stretched and cost certainty is harder to achieve than at any point in the last decade.

• Commodity agreements and offtake structuring — PPA term sheets, route-to-market strategy, capacity market positioning, and flexibility market access — all calibrated to the current state of the market, not a model built three years ago.

• The FID-ready investment case — a fully integrated project brief, financial model, credible independent market analysis, shareholder agreements, lender facility agreements, risk register, insurance design, that a serious investor, lender, or project finance bank can read without supplementary explanation.

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Why Boutique Development Advisory Delivers More

Large advisory firms build detailed models. CM Energy Insight builds investment cases. The difference is not a matter of scale — it is a matter of accountability. When a senior practitioner leads the engagement from concept to close, the development case is internally consistent, the assumptions are defensible, and the commercial judgements are made by someone with direct and credible market experience — not delegated to an analyst in a workstream.

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In a market where the cost of a development error — a missed gate 2 offer, a mis-specified PPA, a planning condition that triggers a delay — can destroy project economics, the quality of the development team is not a secondary consideration. It is the primary risk.

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