Where this usually lands in our work: field service, quoting and CPQ and system integration.
Site control, title, wetlands, FAA, bedrock depth, the interconnection queue position, the offtake agreement, the module procurement date. A development project carries dozens of facts, any one of which can kill it, and almost all of them start life in a spreadsheet named after the site.
That works until it does not. One developer we work with was capped at twenty to thirty projects because each new one cost engineering-level administrative effort just to track. Modelling the project as a record with those facts as fields took them past three hundred active projects with the same team.
We build the project record around what actually gates an energy project: due-diligence screens that each carry a status and a notes field, constructability facts, interconnection position and cost split, offtake terms, and the equipment procurement dates that quietly set your schedule.
Milestone dates get stored twice, deliberately — what your own schedule says, and what the EPC contract commits you to. Slippage against a contractual date then shows on the record instead of surfacing from a PDF when it is already a problem.
Who we build for
Multi-year site development, subscriber acquisition and churn, and economics that turn on which incentive block you landed in.
Bid, build, commission. Margin lives in execution, change orders and whether procurement saw the pipeline early enough to order.
A shorter cycle sold on savings, where the tariff analysis and the financing option matter more than the hardware does.
Equipment sold once and serviced for fifteen years, where the recurring revenue is attached to a unit at a site rather than to an account.
Bid-build and service running side by side, labor-constrained, with data center and EV work changing the mix faster than the systems follow.
Audit, measure, verify. Savings you have to prove, against measures tracked one at a time, long after the install crew has gone.
Core acquisition, refurbishment and resale, where lead-time arbitrage is the business and inventory is tracked by serial number.
Master service agreements and task orders rather than discrete deals, with prequalification cycles tied to rate cases you do not control.
Beyond phase one
Your close date is set by a utility engineer, a permitting office and a transformer factory. Very little of it is set by your rep.
Model the external gates — interconnection milestone, permit, incentive reservation, equipment delivery — as dated records with owners rather than as notes. Then forecast off the binding gate. The output is a number leadership can act on: how much of the pipeline is waiting on a study, how much on a permit, how much is actually sales-gated.
Opportunity Amount is revenue, but procurement orders in units, finance models in capacity and interconnection thinks in substations. Carrying DC and AC capacity, site control type and expiry, queue position and target commercial operation date on the record is what stops development from maintaining a private spreadsheet.
Timestamped site photos, supplier contracts, delivery receipts and cost documentation tied to a project entity, held as a structured checklist rather than scattered across a shared drive, an inbox and the EPC’s system. Diligence cost is priced into what a credit buyer will pay.
Assets and service contracts against sites, with warranty expiry and renewal date tracked separately. Then the two reports nobody has: equipment out of contract, and contracts expiring next quarter with no renewal activity. For a service business this is usually the fastest payback on the list.
Blocks, price steps and reservation deadlines as actual records, with every opportunity linked to the program it relies on. When a block fills or a step declines, you re-price the affected deals in an afternoon instead of discovering it one quote at a time.
Every interconnection and permit application tracked with its authority, submission date and response. After a year you can price jurisdictional risk instead of arguing about it, and site selection becomes a calculation rather than a war story.
Design, finance and asset management each have their own tooling and should keep it. This is the work at each boundary.
Schedule, submittals and cost on capital projects, tied back to the customer or offtaker.
Procore Autodesk Construction Cloud Primavera P6 InEight
The layout and yield estimate the proposal and the price actually depend on.
Aurora Solar HelioScope PVsyst PVcase
Production and fault data from operating assets, which is what triggers warranty and O and M work.
Power Factors AlsoEnergy PowerTrack Ignition
The spatial network model work is executed against, and the location context service needs.
Esri ArcGIS Trimble Cityworks IBM Maximo
Crews, field labour and job completion, with site history attached to the account.
HCSS HeavyJob IFS Field Service Management B2W
Job costing, WIP and percentage-of-completion, from bid through to invoice.
Trimble Viewpoint Vista Foundation Software CMiC Acumatica
The gap between the slip and the discovery is the part worth fixing, and it is nearly always a date sitting somewhere nobody has reason to look.
