Capabilities overview · for states, governors & economic-development offices

Rebuilding the American industrial base, state by state.

We bring the projects, the capital and the institutions an industry needs — and the jobs, local economic impact and tax revenue that follow.

Market context

2,600 GWGeneration & storage queued for interconnection — early 2026LBNL Queued Up 2025

≈1,250 GWOperating fleet, all sources — the queue is more than twice itLBNL, 2026

226 GWERCOT large-load requests — data centers are 73% of themERCOT, Apr 2026

4–7 yrsTo connect a large load in most marketsRMI; Ascend Analytics, 2026

Largest announced U.S. investors · $bn

Two trillion dollars is already committed

The competition for delivery capacity — power, sites, government responsiveness — is now the binding problem, not the capital.

Apple$600bn
TSMC$265bn
Micron$250bn
IBM$150bn
Texas Instruments$60bn

IndustrialSage U.S. Manufacturing Investment Tracker, Aug 2026.

Building industries, not announcing projects

Every service line is instrumental to three outcomes. If an engagement does not move one of them, it is not worth commissioning.

01Jobs that hold their wageProduction and trade employment measured against the regional wage, with a pathway into it for people already living in the county — not net in-migration counted as growth.

02Local economic impact that compoundsSupplier tiers, contractors and services located in state rather than imported for the build — the difference between a facility in a county and an industry in a region.

03Tax revenue that survives the abatementNet fiscal position across the full life of the agreement, including infrastructure and ratepayer cost — the number a successor administration will be asked about.

The gap in the advisory market

States are well served on analysis and on transactions. The gap sits between them, where the work is political as well as technical.

Strategy consultanciesRigorous market and cluster analysis, delivered as a plan. Rarely present when the plan meets a legislature, a utility commission, or a hostile county hearing.

Site-selection and tax firmsDeep transactional capability, but their client is usually the company. Their incentive is to maximize the award, not to defend it afterward.

Applied AmericaPrincipals who have run the agency and staffed the Governor. We assemble the project, take a partner’s position in it, and stay through the hearing, the vote and the ribbon.

We work the supply side — the state, the utility, the county — and we disclose every interest we hold before an introduction is made.

We take no part in negotiating the state’s incentive award, and we do not price the state’s side of the deal.

Six things we bring to the table

Advisory work is how we earn the right to be in the room. These six are what we are actually for.

01ProjectsNamed companies at a defined stage, in sectors where we hold a thesis, matched to states whose power, sites and labor actually fit the requirement.

02InvestmentEquity, debt and tax credit stacked into a structure that closes — industrial private equity, family offices, rural opportunity funds and federal credit.

03Financial institutionsCommercial and investment banks, institutional investors, insurers and bond counsel — the parties who price the project rather than admire it.

04Professional counterpartiesLegal and tax counsel, engineering and EPC firms, and industrial development companies who build and own the shell so the state does not have to.

05Research institutionsUniversity and national-laboratory partners for the process work, testbeds and technician curriculum that anchor an industry rather than a single plant.

06TeamsOperators, not analysts: plant start-up and commissioning leadership, training-program builders, and interim EDO leadership when a seat is open.

Deciding what to compete for, and proving you can deliver it

Three mandates that set the target, retire the delivery risk, and price the deal. Most states buy one or two; two further mandates — Fund and Close — carry the project through capital and financial close.

Industrial strategy · DecideWhat to compete for, and which nodes of the chain to hold: competitive position honestly stated, sector theses matched to real assets, supply-chain node targeting, and sequencing against your calendar.Twelve to sixteen weeks · publishable strategy, costed prerequisite list, two-year sequencing plan.
Deliverability · ProvePower and sites, answered in writing before marketing: a deliverable-capacity map by substation and date, a large-load tariff position, site portfolio triage, and readiness capital and diligence packages.Sixteen weeks · capacity map, tariff position paper, graded site inventory, diligence packages.
Terms · PriceIncentives and large-load conditions that survive scrutiny: statute and program review, award structure and clawbacks, standing large-load conditions, and a community-benefit formula.Eight to twelve weeks · program redesign memorandum, award template, conditions framework, net-benefit model.

The full capabilities overview

Capabilities overview · PDFApplied America — Capabilities OverviewThe market context, who we are, what we do and what we deliver — the sector theses, the five mandates and the value chain, with every figure sourced and dated.

Download the deck · PDF · 0.3 MB

An incentive that cannot survive an audit, a hearing, and a change of administration was never a win.

We test every recommendation against three questions: does it hold up in the fiscal note, does it hold up in front of a county commission, and does it hold up when someone else is Governor.

Request a briefing →Public-sector alignment →

Also for

Embassies & Governments →How a foreign ministry reaches the states — read it when your inbound interest arrives as a delegation rather than as a developer.Sponsors & Developers →The same deal from the other side of the table: what a $100M+ sponsor is actually asking your office to answer, and by when.