Most IPPs say they’re “vertically integrated.”

But development and operations still act like separate companies.

I worked with a clean energy team recently where:

Development was advancing projects based on modeled assumptions

Operations was dealing with real curtailment, dispatch constraints, and performance gaps

They weren’t wrong.

They just weren’t aligned.

The result:

Projects that looked strong on paper…

but underperformed in reality.

This is becoming Increasingly common.

Operational optimization now matters just as much as origination.

The fix wasn’t adding more analysis.

It was installing a cross-functional operating rhythm:

Stage reviews tied to real operating data

Development gates informed by curtailment and dispatch history

Weekly alignment across origination and asset management

Same team.

Same assets.

Better decisions.

Because the best developers right now aren’t just building projects.

They’re building projects that can actually perform.

If you’re operating and developing and still making decisions in silos, that’s where execution risk is hiding.

Happy to map what this looks like in practice if it’s helpful. Book a free call.