Independent advisory
Energy efficiency, independent power projects, health-system strategy and public procurement — one discipline runs through all of it: we prove what we claim against evidence a lender, a board or a regulator can check, not an estimate from a datasheet.
Measuring, modelling and proving the difference — across energy, power, health and procurement.
Staying on the project until the number in the report is the number on the meter.
Designing so the plant still runs, and still pays for itself, in year ten.
Consulting
The technical core of the practice, now spanning eight distinct services under a single discipline: establish what a facility actually consumes, model what it could consume, and prove the difference against a baseline both sides have agreed in writing before any work begins. The same evidence-first method runs from investment-grade audits and measurement and verification through to the development of independent power projects, health-system strategy and the public-procurement work that surrounds large infrastructure. Nothing here is sold on a datasheet estimate or a headline payback figure; every recommendation is costed, ranked and tied to a number your lender, your board or your regulator can check for themselves. Where a saving cannot be measured we do not claim it — and where a service sits outside energy, it is held to exactly the same standard of proof, so the breadth of the offer never dilutes the rigour behind it.
We consult across eight disciplines: energy efficiency — audits, measurement & verification and management systems; solar PV and storage; power quality and carbon accounting; the development of independent power projects; health-system strategy and connected health; AI energy analytics and cybernetics; financing and bankability; and public procurement and contracts. Whatever the discipline, the engagement is the same: establish the facts, model the options, and prove the result against evidence the client, a board or a regulator can check.
AI applied where it earns its keep in energy: load forecasting, anomaly detection across metering streams, and measurement & verification that updates itself. Led by a partner who completed MIT's Artificial Intelligence: Implications for Business Strategy programme — so the modelling answers a board-level decision rather than arriving as a black box.
Investment-grade energy audits built on logged measurement, then an agreed baseline tracked month after month — adjusted for production and weather — so the saving you claim is the saving your lender or board can see.
Energy performance indicators your team can actually maintain, plus the documentation and internal audit trail certification requires.
Yield modelling against your real load profile, tender documents, bid evaluation, and performance testing at handover.
Reactive power correction, harmonic surveys, peak-demand management and a tariff review that often pays for the study in a quarter.
Emissions inventories built from metered energy data, so your reduction claims and your utility bills tell the same story. Assembled to feed group reporting under the ISSB standards or the CSRD where either applies to you.
Health-sector strategy for institutions and its advocacy with public authorities — service offer aligned to changing needs, quality of care and the design of public health policy. Led by a partner holding Sciences Po's Executive Master in Health Management & Policy, who ran a national humanitarian organisation's health division.
Digital and connected-care advisory — telemedicine, connected medical devices and health-data pathways — carrying the same measure-before-you-spend discipline into health-technology projects. Backed by a university diploma in the multidisciplinary practice of connected health.
Standards we work to. ISO 50001 for management systems, ISO 50002 for audits, ISO 50015 and the IPMVP for measurement and verification, the GHG Protocol and ISO 14064 for emissions. Where an audit is a legal obligation rather than a choice, we file to the cycle that governs you — the EPRA Energy Management Regulations in Kenya, Law 47-09 in Morocco, the Energy Efficiency Directive across the European Union, ESOS in the United Kingdom, the PAT scheme in India — and to IFC Performance Standards or the Equator Principles where the project is bank-financed.
Expertise
Six disciplines we keep in-house rather than subcontract, because each one decides whether a project is real — and whether it holds once the consultant has left. Artificial intelligence and cybernetics keep the technical modelling honest and the control loops tuned to the optimum the model promised. Financing and bankability turn an engineering case into one a lender's adviser will actually clear, structured to the IFC Performance Standards and the Equator Principles. Regulatory compliance files every statutory audit to the cycle that governs the client, in whichever market they operate. Health systems and public procurement bring the governance, funding and contracting expertise that large infrastructure lives or dies by. We hold these capabilities under one roof precisely because handing any of them to a subcontractor is where accountability, and usually the result, quietly leaks away.
Led by a partner who completed MIT's Artificial Intelligence: Implications for Business Strategy programme. AI put to work on load forecasting, anomaly detection across metering streams and self-updating measurement & verification — framed as a board decision, not sold as a black box.
An in-house cyberneticist in systems theory and feedback control. We tune the regulation loops of SCADA and building-management systems so a plant actually holds its modelled optimum under real load — closing the gap where paper savings quietly leak away.
Energy performance contracts with guaranteed savings, and the technical due diligence a lender's adviser expects — structured to the IFC Performance Standards and the Equator Principles, so a project clears credit as readily as it clears engineering.
Statutory energy audits filed to the cycle that governs you — EPRA in Kenya, Law 47-09 in Morocco, the Energy Efficiency Directive across the EU, ESOS in the UK, the PAT scheme in India — held to one standard of evidence in every market you run.
In-house expertise in how a health system is governed, funded and regulated: health-sector strategy, public-health policy, hospital public procurement and medical law. From a partner who led a national organisation's health division, advised public hospitals and taught medical law — so a health-infrastructure project is read against the system that actually pays for and regulates it.
Command of public procurement and complex contracting: tender strategy, drafting and evaluation of EPC and concession agreements, and defence of the client's interests through award and execution. From a partner who advised public buyers on the command publique and holds a post-graduate degree in public finance — so a bid clears the procurement rules as cleanly as it clears the engineering.
Method
Anyone can produce a payback table. Far fewer come back a year later with metered evidence that the payback happened.
Loggers on the main incomer and the large drivers for a full production cycle. We establish the baseline from data, agree it with you in writing, and fix the adjustment variables before any work starts.
Each measure is costed and ranked by marginal cost of energy saved, not by headline payback. You approve a scope; we write the tender documents and evaluate the bids on your side of the table.
Monthly reporting against the adjusted baseline for at least twelve months after commissioning. Where performance drifts, we say so and find out why — that report is in your portal either way.
Where we work
Sectors we know well enough to challenge a production manager's numbers rather than accept them at face value. These are the facilities where energy sits among the top three operating costs, so a percentage point recovered on the meter reads straight through to the margin: food and agri-processing, cold chain and refrigerated logistics, textiles and manufacturing, hospitals and large public buildings, and the independent power projects that supply them. Africa is our first market and the one that shaped the method — a context where reliability, tariff structure and the availability of spare parts matter as much as the engineering itself. We take exactly the same scope of work internationally, for clients who want that standard of proof wherever they operate. In each sector the questions differ, but the discipline does not: measure first, model honestly, and verify what was promised.
Performance
Performance is our word for everything that happens after the recommendation is signed. A study left in a drawer saves nothing; equipment installed but never properly commissioned delivers a fraction of what it was specified to deliver, and a number that looked convincing in a feasibility report means little until it survives a full year of real operation. Where a client asks us to see a project through, we take responsibility for the outcome rather than the deliverable — and that means holding the technical result, the budget and the programme at the same time, and saying so plainly the moment any of the three starts to drift rather than at year end when it is too late to act. It is deliberately the harder promise to make, which is exactly why our fee is structured so that part of it is earned only once the savings actually appear on the meter.
We draft the technical and acceptance clauses while the contract is still being written: the output guaranteed, the test that proves it, and what happens to retention if the test fails. A supplier who knows in advance how they will be measured builds differently.
Functional testing on site, at load, against design intent. We witness it, log it and issue the results. We do not sign a certificate for a test we did not watch, which occasionally makes us unpopular on handover day.
Setpoints, control sequences and operating procedures written for the people on shift, with training on the actual equipment. Most performance loss is not equipment failure. It is a setting somebody changed for a sound reason and nobody changed back.
Monthly review of energy performance indicators against the adjusted baseline. When a plant slips we investigate the cause and put it in the report — including the months when the cause turns out to be something we specified.
On performance mandates, roughly a third of our fee depends on the verified result.
The fixed part is invoiced against milestones and pays for the work. The remainder is released over the first twelve months of operation, in proportion to savings verified against the baseline agreed before anything was installed — nothing below eighty per cent of target, a capped share of the upside above it. If the savings do not appear on the meter, we do not invoice for them. It is the structure that puts us on the same side of the table as the client, and it disciplines what we are prepared to promise at the study stage.Sustainability
The test of a project in Africa is not its first year. It is whether the skills, the spare parts, the financing and the local consent are all still in place in year ten, long after the launch photographs have been filed. Sustainability on this continent is therefore an engineering and governance question before it is an environmental one: a plant that cannot be maintained locally, or that depends on a subsidy or a single expatriate specialist, is not sustainable however clean it looks on paper. We design against that from the outset, writing skills transfer, local sourcing and a realistic maintenance economy into the scope rather than offering them as goodwill afterwards. It rests on three things we build in deliberately — and hold ourselves to across the whole life of the project, not merely at handover.
A project should reduce dependence rather than create it. We write skills transfer into the scope instead of offering it as goodwill, specify equipment that can be serviced and sourced on the continent, and favour designs that add value where the raw material is — rather than exporting it and importing the finished product. Energy sovereignty and food sovereignty are the same argument applied to different inputs: keep the transformation, and the margin, close to the source.
Africa has produced a small share of historical emissions and carries a large share of the exposure. That asymmetry shapes the engineering: infrastructure sized for drought and flood rather than for a stable past, water accounted for as rigorously as electricity, and renewable supply — solar, hydro, geothermal — matched to whether a site sits on a firm grid, at the weak end of one, or nowhere near one. Adaptation is not a separate workstream here. It is the specification.
The continent's population is young and growing quickly, which makes decent work the central sustainability question rather than a social annex to it. We count jobs created and skills certified as project outputs, treat vocational training as a deliverable with a date against it, and design payment and reporting around the tools people already hold — a phone and mobile money — so that informal operators sit inside the system rather than beside it.
| Sector | What a sustainable approach looks like in practice |
|---|---|
| Energy and infrastructure | Decentralised solar mini-grids rather than waiting for a transmission line. Clean-energy access designed for communities the grid will not reach this decade. Buildings specified for the local climate — orientation, mass, shading, ventilation — instead of an imported template with more cooling bolted on to compensate. |
| Agriculture and agribusiness | Agroecological practice, irrigation optimised against actual soil and crop data, and land tenure secured before capital is committed. Above all, processing structured close to the farm: post-harvest loss falls, and the value added stays on the continent instead of leaving as raw tonnage. |
| Technology and digital | Software with a low energy footprint, built to work on intermittent low-bandwidth connections and on hardware that is repaired and refurbished rather than replaced on a three-year cycle. Fintech, agritech and edtech answering a local requirement, not a use case transplanted from another market. |
Communities, customary authorities and the people who will operate the plant are in the room at design stage, not shown the result at commissioning. Co-design is slower to start and considerably faster to finish.
A model that needs international grant funding indefinitely is not a model. We structure blended finance where it opens the door, then work towards revenue and local capital carrying the asset on their own.
Financial return reported alongside jobs created, tCO₂e avoided, water saved and health outcomes where they can honestly be attributed. On this continent the externalities are the point, not a closing paragraph.
We built this practice for conditions where the grid is unreliable, the spare part is three weeks away, capital is expensive and community consent is not a formality. A design that survives those constraints is usually over-specified for an industrial estate in Europe or the Gulf, which is the argument for taking it there unchanged rather than diluting it. The continent is our first market because it is the hardest one, not because the method is limited to it.
Request an audit
Send us the essentials and we will come back to you. A copy of your request is emailed to you for your records.
Client portal
One account per organisation, one register per site. Reports carry a reference and a revision, metering exports come as raw CSV, and nothing is deleted when the engagement closes.