CREATED M&A DILIGENCE AND DEVELOPMENT PROCEDURES FOR A GROWING IPP PROGRAM

Sector: Program-level (multiple ISOs)
ISO: Multiple
Scale: Firm-wide diligence and development program
Schedule: 2026
Client: A privately held independent power producer
Service Lines: Program Management, M&A Diligence 

The Challenge: The client's development model relies on both internal and external development resources to execute project development across its portfolio, which meant outcomes and efficiency varied from project to project. As acquisition and development volume increased, nine workstreams — legal, technical, commercial, financial, tax, environmental, procurement, execution, and real estate — operated without shared procedures. No common data room structure, RFI process, or template deliverables existed across deals, so go/no-go and close/no-close decisions weren't consistently supportable deal to deal. 

CGP's Role 

• M&A diligence program — Created diligence procedures, workflows, and template deliverables designed to align priorities and eliminate cross-workstream gaps across all nine workstreams — legal, technical, commercial, financial, tax, environmental, procurement, execution, and real estate — in service of five specific decisions: whether a target project is suitable for acquisition; identification of material risk across each workstream; whether the purchase price remains justified given actual project maturity and risk; the conditions precedent, purchase agreement protections, and post-close action items required; and a clear, supportable go/no-go and close/no-close recommendation. 

• Post-close basis — Structured the diligence output to directly establish the initial risk register, action log, and execution basis for any project once acquired — so the diligence work is reused, not repeated, once a deal closes. 

• Development management program — Extended the same discipline to project development, building procedures, workflows, and template deliverables designed to hold consistent regardless of which outside consultant executes a given project. 

Outcome: The program gives the client a single, repeatable diligence and development framework that holds consistent across its portfolio of outside-consultant-executed projects — reducing the variability in outcomes and efficiency from project to project and ensuring each one starts from the same risk, action, and schedule basis.