Consultancy

New Energy Investors and Innovators

As the energy market transitions from old to new energy we are seeing new entrants, innovators and disrupters entering the energy market.

Delta-EE can quickly upskill these organisations, provide deep insights and robust data quickly, and offer a reliable view of the direction of the market based on many years of research on this topic. This helps these organisations to build their market entry strategy and informs their planning & investment decision making.

We provide a variety of support to new entrants and innovators including helping them understand the nature of the opportunity today – in terms of product, propositions, markets and competition. We also help these companies understand the future pathway for a particular technology, business model or market and the factors that will influence this, aiding them in differentiating between products and technologies, understanding and developing their value proposition, and understanding risk factors and other metrics to support a market entry strategy.

Our work includes competitor analysis and partnership screening.

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We support investors in understanding the realistic outlook for technologies and markets – building on years of experience in this sector – to support their decision making on investments in the new energy space.

We provide a wealth of robust and up to date data and insights to support these decisions. Projects are commissioned on a bespoke basis and tailored to each individual client.

Typically, our projects include a mixture of customer & installer research, technology sales forecasting, market research, sizing the value of markets, policy and technology tracking, economic modelling and an understanding of commercial customer decision-making.

John Slowe, Director of Delta-EE
John Slowe, Director of Delta-EE

Disruption creates opportunities and there is no shortage of opportunities as the transition from old to new energy gathers pace. These opportunities are attracting a wide variety of companies – from large corporations from adjacent verticals to private equity players and start-ups backed by venture capital.

We can help investors and innovators understand where to invest, who to partner with, and how to maximise collaborations – as well as getting them up to speed quickly on a breadth of new energy topics.

CAse Studies

Examples of our insight and collaboration

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Due Diligence – EV Charging Platform Provider

The client, an investor, is considering investing in a leading EV Charging Platform provider in Europe. Delta-EE was commissioned to provide commercial due diligence support – including validation of the total addressable market growth potential, positioning of the target company against key competitor platform providers, reviewing the target company’s client portfolio and discussing the risks and opportunities associated with key business plan assumptions.

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Heat infrastructure acquisition target

The client wanted to understand the investment opportunity in Europe’s heat infrastructure, particularly in district heating and CHP (Combined Heat & Power) assets. Specifically, the client wished to have a framework for screening and prioritising viable investment opportunities from a universe of prospects; as well as Delta-EE’s recommendations on how to strategically approach these prioritised prospects.

We: Developed a comprehensive framework, built up from an extensive series of investment criteria, for screening and prioritising viable opportunities; Created a long list of potential district heating and large CHP investment opportunities (e.g. ~50) across Europe; Using the framework, prioritised 10 investment opportunities; Developed bespoke strategy on how to approach these investment opportunities; Introduced the client to the relevant people within said companies, as well as supported engagement with companies.

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Due Diligence support – Smart Grid Solutions Provider

Delta-EE, in partnership with Chiltern Power, provided due diligence on an innovative smart grid solution provider. This involved analysing the market opportunity in North America and Europe. Some key questions addressed included: The DD target’s IP and patents – are they differentiated from other commercial demand side management (DSM) players in the UK and Europe; How valuable is this differentiation; Is the DD target’s commercial DSM platform ‘ready to go’ – if not how much additional development work is required; What is the addressable customer set using DD target’s platform; Were DD target’s revenue and growth assumptions realistic given the challenges to grow a commercial DSM business; How competitive is the commercial DSM market today? How might this change in the future?