Development Platform
Development is the bridge between potential and infrastructure.
A solar project is not a site with sunshine — it is a coordinated system of land, engineering, contracts, approvals, capital, and people. Our platform advances all of it, stage by stage, against explicit gates.
The Stage-Gated Method
Twelve development stages. Every gate earned with evidence.
Expand any stage to see its objective, the questions it must answer, what goes in, what comes out, the risks it manages, and the decision gate it must pass. We coordinate the required technical, legal, commercial, environmental, financial, and delivery expertise at every step.
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01 Opportunity Origination +
Objective: Identify project opportunities anchored in real electricity demand.
Major questions: Who needs this power? Why here? Why now? Who are the credible counterparties?
Required inputs: Market intelligence, demand signals, site leads, partner networks.
Typical outputs: Opportunity memo, preliminary concept, counterparty map.
Key risks: Chasing sites without demand; misreading procurement pathways.
Decision gate: Is there a plausible buyer, site, and route to market worth development spend?
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02 Market & Demand Assessment +
Objective: Confirm that the target market can procure, transmit, and pay for the energy.
Major questions: How does this market procure power? What is the utility’s position? What tariff is realistic?
Required inputs: Energy policy, procurement frameworks, utility financials, tariff data.
Typical outputs: Market assessment, procurement strategy, indicative tariff view.
Key risks: Regulatory shifts; overestimating offtaker credit strength.
Decision gate: Does a credible commercial route to revenue exist?
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03 Site & Resource Assessment +
Objective: Secure a developable site with a bankable solar resource.
Major questions: Is tenure clean? What does the resource data say? What constraints does the land carry?
Required inputs: Land records, satellite resource data, topography, hydrology, access studies.
Typical outputs: Site assessment, resource yield estimate, constraint map, land strategy.
Key risks: Disputed tenure; flood or geotechnical surprises; resource overestimation.
Decision gate: Can this site host the project physically, legally, and economically?
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04 Technical Feasibility +
Objective: Convert the concept into an engineering baseline that economics can be built on.
Major questions: What capacity, layout, and technology fit? What will it actually produce?
Required inputs: Resource data, site surveys, grid parameters, technology benchmarks.
Typical outputs: Feasibility study, concept design, energy yield model.
Key risks: Design assumptions that ignore grid or constructability limits.
Decision gate: Does a technically sound, economically plausible design exist?
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05 Grid & Interconnection +
Objective: Secure a defined, studied, deliverable path for the energy.
Major questions: Where does the power evacuate? What reinforcement is needed? Who pays for it?
Required inputs: Network data, utility engagement, grid impact studies.
Typical outputs: Interconnection application, grid studies, connection concept.
Key risks: Queue delays; weak network sections; shifting connection costs.
Decision gate: Is there a credible, costed connection pathway?
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06 Land & Permitting +
Objective: Assemble the full set of rights and approvals the project needs to exist.
Major questions: Which permits, in which order, from which authorities, on what timeline?
Required inputs: Legal review, local counsel, authority engagement.
Typical outputs: Permitting roadmap, applications, secured land instruments.
Key risks: Sequencing errors; expiring approvals; overlapping jurisdiction.
Decision gate: Are the critical-path approvals mapped and advancing?
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07 Environmental & Social Development +
Objective: Meet lender-grade E&S standards and build genuine local acceptance.
Major questions: What impacts arise? Who is affected? How are they avoided, mitigated, compensated?
Required inputs: ESIA studies, stakeholder engagement, IFC Performance Standards where applicable.
Typical outputs: ESIA, management plans, engagement records.
Key risks: Late-discovered impacts; consultation gaps that resurface at financing.
Decision gate: Would a DFI’s E&S team accept this file?
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08 PPA & Commercial Structure +
Objective: Structure the revenue contract the entire financing will rest on.
Major questions: Who buys, at what price, under what terms, with what security?
Required inputs: Offtaker engagement, tariff analysis, precedent structures.
Typical outputs: Term sheets, PPA drafts, security package concept.
Key risks: Unbankable terms; currency mismatch; weak termination provisions.
Decision gate: Is the offtake financeable as drafted?
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09 Financial Modeling & Structuring +
Objective: Build the model where every assumption must reconcile — and hold.
Major questions: Does the project clear its return thresholds under conservative cases?
Required inputs: All workstream outputs: yield, capex, opex, tariff, tax, financing terms.
Typical outputs: Project model, sensitivities, structuring options.
Key risks: Optimism bias; inconsistencies between model and contracts.
Decision gate: Does the project survive the downside cases?
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10 Development Capital & Project Finance +
Objective: Match the project with the right capital at the right stage.
Major questions: Who funds development risk? What debt/equity structure fits? Which guarantees apply?
Required inputs: Financing strategy, investor engagement, DFI programs, insurance products.
Typical outputs: Information memorandum, data room, financing mandate pathway.
Key risks: Capital misaligned with risk appetite; stalled diligence.
Decision gate: Is there a credible path to financial close?
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11 EPC & Procurement Strategy +
Objective: Design a delivery structure lenders can underwrite.
Major questions: Who builds it, under what contract form, with what guarantees and warranties?
Required inputs: EPC market engagement, technology evaluation, contract strategy.
Typical outputs: Procurement strategy, tender documents, EPC term sheets.
Key risks: Interface gaps; unbankable contract structures; equipment supply risk.
Decision gate: Is the delivery structure complete and financeable?
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12 Construction Readiness & Long-Term Planning +
Objective: Close conditions precedent and prepare for delivery and operations.
Major questions: What stands between signing and notice-to-proceed? Who operates the asset, and how?
Required inputs: CP checklist, mobilization planning, O&M strategy.
Typical outputs: CP closure plan, commissioning strategy, operations framework.
Key risks: Unclosed CPs; handover gaps between development and delivery teams.
Decision gate: Can construction start — and can the asset run for decades?
Have an opportunity somewhere on this path?
Wherever your project stands — from concept to financing preparation — we can assess where it is, what it is missing, and how to advance it.