Approach
We carry a programme from the agreement to the handover.
Most groups sell advice and leave before delivery. We structure the deal, raise the capital, build the system, run it, and transfer it in working order. Staying through operations is what keeps the structuring honest.
The five stages
- 01
Structure
The agreement decides everything that follows.
Concession term, risk allocation, payment mechanism, performance regime and transfer conditions. A programme that allocates risk to the party least able to carry it will fail whatever is built on top of it, so this is where we spend the most time and the least money.
- 02
Finance
Capital matched to the stage it has to serve.
Seed and angel capital, grant programmes, development finance, commercial debt and institutional equity each answer a different question. We work out which applies, prepare what that source will ask for, and make the introduction.
- 03
Build
Engineering and technology partners held to the programme.
We bring the manufacturing, engineering and software partners a programme needs, and hold them to the outcome rather than to a scope of work. Where a capability is missing in-market, we bridge it from another.
- 04
Operate
The part most groups leave to someone else.
Daily operations, maintenance regimes, data and reporting, and the workforce training that decides whether a system still works in year three. Operating the asset is also what keeps our incentives aligned with the authority's.
- 05
Transfer
Handover in working order, on the terms agreed at the start.
Asset condition, spare parts, trained staff, documentation and the systems that keep running after we leave. Build-Operate-Transfer means the authority ends up owning something that works, not something that needs replacing.
How we work
We take positions, not retainers
Our interest is in the programme reaching operations. That shapes the advice we give at the structuring stage, because we are still there when the consequences arrive.
We work at the level where decisions are taken
Sovereign programmes stall in the gap between a ministry's intent and a procurement process. Access matters, and so does knowing which obstacle is real.
We bridge markets rather than represent one
Government relationships in Africa and the Gulf, technology and capital across Europe, North America and Asia. The value is in connecting them, so we stay useful to both sides.
We say what we cannot do
A capability we do not have is a risk to a client who assumed we did. Where a programme needs something outside our range, we say so and bring in the party who has it.
Discretion
We do not publish our counterparties.
Sovereign work depends on discretion. Governments, ministries and institutional partners engage on the understanding that the engagement is theirs to disclose, not ours. We hold to that whether or not a programme has completed.
If you are assessing us, ask directly. In a private conversation, under the appropriate terms, we will tell you what we have done and put you in touch with people who can confirm it.
Tell us what you are trying to deliver.
Send us the programme, the market and the obstacle. We will tell you plainly whether we can help and how we would structure it.