Facilitation
We pose questions, challenge and invite comment. We do not offer a perspective of our own or introduce national and international experience. The discussion stays the board's.
Service
Strategy and risk workshops run directly with the board — designed, facilitated and written up by the two people who will be in the room.
Boards in the energy sector are being asked to commit capital against a market that is changing faster than the planning cycle. Directors need a shared view of what is happening, where the risk sits, and which decisions can wait.
We facilitate that conversation. Our role is to pose the questions, challenge the assumptions and keep the discussion moving — not to arrive with a predetermined answer.
Two ways to engage
The distinction matters. A board doing a blank-page exercise often wants the discussion held open; another wants the facilitator to bring evidence to the table. We quote both separately so the choice is explicit.
We pose questions, challenge and invite comment. We do not offer a perspective of our own or introduce national and international experience. The discussion stays the board's.
Alongside facilitation we brief the board on state, national and international developments where they bear on the topic — short, evidence-based input placed ahead of each discussion rather than a presentation.
Themes
Recent and current workshop themes for generation, retail and network businesses.
What the business is for, and what its owners and customers should expect it to do.
Exposure created by large renewable procurement programmes and the contracts underneath them.
How earnings are made as energy shifts from a volume business to a capacity and firming business.
Managing generation, contracts and customer load as one portfolio rather than separate books.
Sequencing thermal retirement, life extension, and the firming that has to be in place first.
Where energy storage sits in the fleet, and what owning it rather than contracting it changes.
Whether the balance sheet supports the investment programme the strategy implies.
The skills the transition requires and the lead time to build or buy them.
Setting appetite statements the board can apply to a specific decision, not just endorse.
How it runs
We agree the themes with the chair and management, and design an agenda that fits the time available.
Where useful, a short briefing pack so directors arrive with the same base of facts.
Facilitated by both of us, with the session recorded where the board wants a record.
The strategy drafted as the board discussed it, for the board to edit and issue as its own.
Tell us the dates and the themes and we will come back with a scope and a fee.