Develop · Step 05
Turning a feasible project into a deliverable one.
A project that can be built still needs a structure to be built through — who is responsible for what, how decisions are made, how risk is allocated, and how milestones are met. Structuring turns feasibility into a deliverable plan.
Why structure
What structure gives a project.
Financiers and partners read the structure as closely as the substance. This is what they are reading for.
- 01
Responsibilities assigned
Every role is accountable and clear.
- 02
Decisions governed
Made deliberately and recorded.
- 03
Risk allocated
Placed with whoever can best manage it.
- 04
A fundable project
A promising idea becomes financeable.
What structuring defines
The architecture of delivery.
Scope & responsibilities
Exactly what will be delivered, and who is accountable for each part.
Governance
How decisions are made, escalated, and recorded across the partners.
Risk allocation
Which party bears which risk — placed where it can best be managed.
Milestones
The sequence of gates a project must clear, each with a defined standard.
Delivery pathway
The route to procurement, construction, and operation the structure supports.
Stage 3 of 5 · Develop
What must be true to leave Develop.
- Identify
- Structure
- Develop
- Prepare
- Deliver
We test feasibility through market, technical, economic, and site analysis, give the project its delivery architecture of scope, governance, risk allocation, and milestones, and assemble the public, private, financial, and technical participants it needs to advance.
- Step 04Feasibility & Readiness
- Step 05Delivery ArchitectureThis page
- Step 06Partnership Development
Gate 3 · feasible & structured
Feasibility tested by market, technical, economic, and site analysis; scope, governance, risk allocation, and milestones set; and the participants named, not hoped for.
No project moves to the next stage until this is true. The standard is the same for every sector and every sponsor.
Next stage · PrepareFunding ReadinessCommon questions
Lenders and investors read the structure first.
Because lenders and investors judge a project by where each risk sits and who carries it: construction with a contractor under a fixed-price, date-certain contract; revenue with a committed buyer, or a demonstrated market, for the life of the debt; operations with an operator under a performance contract; permits in hand before financial close; and what remains with a sponsor whose equity goes in first.
Feasibility asks whether a project can be built and sustained; structuring builds the architecture it will be delivered through. One establishes that the project is viable, the other makes it deliverable.
Deciding which party bears which risk, and placing each risk where it can best be managed. A structure that leaves a risk with the party least able to carry it is a structure that fails under pressure.
It is developed with the sponsor and partners, sized to the project. The aim is decision-making that is clear, accountable, and durable through delivery.
It can be refined as circumstances change, but it is built to hold through delivery. A structure renegotiated at every obstacle is not performing the job it exists to do.
Have a feasible project to structure?
We will define the scope, governance, risk allocation, and delivery pathway that make it deliverable.