Secure the development mandate
Identify the project owner, legal authority, site or resource rights, intended outcomes and the scope of ANY STONE’s appointment.
We test the requirement, rights, technical route, economics and partner responsibilities before proposing a development mandate or project company.
Identify the project owner, legal authority, site or resource rights, intended outcomes and the scope of ANY STONE’s appointment.
Test demand, technical choices, capital and operating costs, revenue, public benefit, environmental requirements and risk allocation.
Agree which partners contribute land or rights, development work, technology, capital, construction and operations. A dedicated project company may hold contracts and assets.
Prepare the project for equity, debt or blended capital discussions. Investors and lenders make their own decisions and no financing is guaranteed.
Coordinate procurement, appointed designers and contractors, programme, logistics, commissioning and handover through documented controls.
Set an operator model, performance measures, maintenance requirements and a route for phased expansion. The appointed operator is responsible under its contract.
A project may use a development mandate, management agreement or joint venture. Before substantive work, the parties define contributions, development costs, information rights, exclusivity if any, decision rights and the conditions for an equity position.
The owner, local partner, developer, technology provider, contractor, investor and operator each need a defined role. The appropriate vehicle and contracts follow the project’s legal and procurement route.
Discuss a development mandatePrioritise genuine public or commercial demand, defensible project rights, credible economics and a clear path to decision.
Use staged expenditure and independent technical, legal and financial checks before committing significant capital.
Agree contributions, decision rights, incentives and exit arrangements within the joint venture before major delivery obligations begin.
Design for the needs of the public authority, utility, industrial tenant or private customer who will use or pay for the asset.
Build an initial project with measurable performance, then adapt the model for further sites and markets where the conditions support it.
Consider operating performance, maintenance, expansion and potential equity participation when structuring each enterprise.
The first discussion identifies the competent owner, the problem, available rights and information, the intended procurement path and the decision required. A concept advances only when these can be assessed with the relevant specialists.