We treat the process as the product. When a sponsor engages us, they're not buying access to a rolodex — they're buying a repeatable path from a signed contract to first drawdown, run the same way whether we've done it four times before in that country or forty.
The assessment separates fit with our capital mandate from preparation needs. Suitable projects that need more work can request an initial consultation about paid capital-readiness support.
Ticket size against the $100M floor. Sector against the mandate. Jurisdiction against our on-ground network. Sponsor experience and contribution are collected to help us shape the partnership, and every answer passes these two screening questions. Sponsor-owned project land can count toward contribution after ownership and valuation review; we can explore an experienced partner when the sponsor needs one. The government contract, and whether an in-country agent can obtain a certified, stamped copy. Offtake or other revenue arrangements, including who pays and what supports the payment obligation.
You receive an initial assessment with specific preparation priorities. Projects meeting the initial criteria can submit materials for capital review. Projects with preparation gaps can request a consultation about an advisory retainer, with scope, fees, and milestones agreed separately. Projects outside our mandate receive a clear explanation. Advisory fees do not guarantee financing.
Once we agree to work together, we spend the first weeks not selling the deal — but stress-testing it. We work with the sponsor and, where useful, their financial and legal advisors on the capital stack, the SPV design, the offtake or availability-payment structure, the ESG framing, sovereign guarantees, and the fee waterfall.
An investor-facing information memorandum, a base-case financial model, a legal-structure memo, and a risk register. If any of these can't be built cleanly, that's the signal to restructure the deal — not to pitch harder.
We represent two capital archetypes: North American pension capital, which prefers larger tickets and pure social infrastructure; and global private equity / family office capital, which will take mid-size tickets and has a broader appetite that includes factories, hospitality, and opportunistic growth.
Routing a deal to the wrong pool doesn't just waste your time — it burns the relationship with the pool that didn't fit. We route once, deliberately, and stand behind the decision.
The chosen capital partner opens their own diligence process in parallel with ours. This is where we earn our keep: coordinating between the sponsor's team, the capital partner's investment committee, external advisors, and the government counterparty — so nothing sits.
Capital doesn't move without a delivery bench. We maintain relationships with vetted multi-billion-dollar EPC contractors across power, transmission, mobility, water, and digital infrastructure — and introduce the ones with track record on similar assets in similar jurisdictions.
You don't run a bake-off between contractors you don't know. We shortlist, structure the introduction, and stay in the room through the term-sheet stage. Bankability, not brochures.
The final stretch is where most deals die. Diligence closes. Legal opinions come in. ESG sign-off arrives. The stamped government contract must be produced, verified, and filed. Conditions precedent are met one by one. First drawdown is scheduled.
For every deal, we dispatch an in-country agent to physically obtain a stamped, certified copy of the relevant government contract from the issuing ministry. This is not optional and not delegated to the sponsor. It's the single most-skipped step in African PPP, and the reason a specific class of deals never actually closes.
Signed subscription documents. Conditions precedent satisfied. First tranche wired. Only then do we mark the deal Closed-Won in the pipeline. Everything before that is still in flight.