YellowWatt
What a good interim project manager produces in the first two weeks
An interim who spends a month getting up to speed has spent your money on their own learning curve. Here is the alternative.
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Insights
What we learn, written down
Notes on energy project development, technical due diligence, market policy and project delivery. Written by the people who do the work, not by a content team.
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Setting up a PMO in eight to twelve weeks, and handing it over
Governance, stage gates, a template set small enough to be used, and a trained owner. What fits in a quarter, and what does not.
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M&A integration: what the first hundred days should actually deliver
Integration plans fail on the same three things: undecided operating model, unowned workstreams, and a synergy number nobody can trace.
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Portfolio prioritisation: how to choose what not to do
Every organisation has more projects than capacity. The ones that deliver are the ones that admit it and choose.
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AI in project controls: what to automate, and what to leave alone
Reporting, document review and data cleanup are worth automating. Judgement, escalation and estimating are not.
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Market entry, run as a project rather than an adventure
Entity, banking, premises, first hires, compliance and the first delivery. Sequenced properly, the first year costs a fraction.
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Solar due diligence in Spain: the five things that decide the deal
Access rights, the connection permit, the land file, the production case and the O&M contract. What each one hides, in the Spanish market specifically.
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Owner’s engineering in Italy: what the role actually protects
Between the EPC contract and the plant you accept there are twelve months of decisions. What an owner’s engineer stops, and where the Italian market differs.
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Grid connection in Germany: reading the risk before you commit
A German connection commitment is a contract with obligations in both directions. What to verify, and what the reinforcement schedule really tells you.
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Battery storage due diligence: what changes when the asset is a BESS
Degradation, augmentation, warranty structure and revenue stacking. A battery is not a solar plant with different equipment.
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Repowering a wind farm: the technical questions behind the decision
Repower, extend or sell. The decision is usually made on price; the evidence that should drive it is technical.
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The technical advisor on a transaction timetable, not an engineering one
In a live deal the constraint is not analysis. It is the calendar. What a technical advisor delivers when the timetable is fixed.
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Grid connection queues, and how to read them before you buy a project
More than a thousand gigawatts sit in European connection queues. Queue position is now an asset in its own right, and one of the easiest to misread.
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Negative prices are not an anomaly. Your business case should say so.
Seven EU countries saw negative prices in five percent or more of all hours. What that does to a solar revenue model, and how storage changes the answer.
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PMO as a service: what you are actually buying, and when it works
Industry surveys put the share of organisations using external project resources near four in five. The label covers three very different purchases.
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Why projects fail the same three ways, whatever the industry
Different sectors, same autopsy. The three patterns behind most failed projects, and the early symptom of each one.
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The 7 stages of a renewable energy project, and where they go wrong
Feasibility, land, design, permitting, financing, construction, operation. What each stage decides, and the mistake that costs a year.
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Spain’s solar policy, read as an investment case
PNIEC 2023-2030, self-consumption incentives, storage and green hydrogen. What the policy actually commits to, and where the returns sit.
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Five trends shaping solar investment, and what each one changes
Market growth, cost decline, new financing models, incentives and emerging technology. Read for what they do to a business case.
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AI in project management: what actually works, and what is theatre
Status reporting, meeting capture, risk signals and document search are real. Estimation and autonomous decisions are not. Where to put it, and where not to.
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Too many projects: how a portfolio overloads, and how to see it
Almost every organisation runs more projects than its leadership can name. The inventory is uncomfortable, and it is where the answer starts.
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