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Initial scoping calls are complimentary. Engagement starts with NDA. Conflict screen confirmed before any work begins, including which side of the consortium structure CPES is engaged on.
The largest mandates aren't won by single firms anymore. They're won by consortia that look like one organization to the buyer and one delivery vehicle to the lender. Most consortium failures are governance failures or commercial structuring failures that traced back to the formation period.
We do the work that prevents them. Partner identification, consortium agreement structuring, joint financial modeling, joint proposal development, and consortium governance from formation through close.
EPCs bidding alone wrap risk they shouldn't carry and discount margin they shouldn't lose. A structured consortium splits scope cleanly and lets each party own what it can underwrite.
Most consortia form on a phone call between two principals and break apart at the first commercial disagreement. We bring agreement structure, governance design, and the discipline that holds the consortium together through close.
The hardest single deliverable in any consortium bid is the unified financial model. We build it. The narrative is easier; the model is what holds the bid economics together.
A career operating-executive seat behind every engagement. The structuring decisions get made by someone who has lived inside the finance function of operating companies, not by a third-year associate.
Engagements typically run 12-24 weeks across multi-GW or multi-jurisdictional bids. The seven workstreams below are sequential in design but overlap heavily in execution — partner identification continues into agreement structuring, modeling continues into proposal development, governance continues all the way through close.
Consortium building cuts across multiple decision gates depending on the engagement type. The three gates below are the most common contexts, but the methodology applies equally to feasibility-stage greenfield consortia (DG1), construction-phase EPC consortia (DG4), and commissioning consortia (DG5) where the use case warrants.
Each engagement produces a defined artifact set that survives the bid and continues into delivery. The consortium agreement, the financial model, and the governance framework become operating documents for the consortium for as long as it exists.
Defined deliverable set through consortium agreement signature. Suitable for shorter bids (under 12 weeks) where the prime self-delivers post-formation.
Structuring fee tied to the size of the bid the consortium pursues. Common on programme-level engagements where the principal scales matter more than calendar time.
Monthly retainer through formation and bid phases, success fee on award. Suitable for engagements where governance through close is part of the scope.
Programme management on a 25-year O&M proposal for a multi-GW utility-scale solar portfolio across four sites. Consortium structure with labour and procurement partners. CPES served as the structuring spine: opportunity mapping, partner identification, consortium agreement structuring, unified financial model, joint proposal development across 40+ revisions, and BAFO strategy.
The engagement is the proof point for everything described on this page. Names, exact geographies, and identifying details are abstracted to honor confidentiality obligations. Additional detail available under NDA on a case-by-case basis, including engagement structure, timeline, and the specific consortium architecture used.
Initial scoping calls are complimentary. Engagement starts with NDA. Conflict screen confirmed before any work begins, including which side of the consortium structure CPES is engaged on.