Today more than ever, enterprises are looking to create resiliency with a more diversified supply chain and minimize volatility impacts around global trade and economies. This may mean developing new production infrastructure, expanding existing facilities, or simply moving suppliers closer to base operations and end customers with reshoring or near-shoring strategy implementation. Our team of specialists have a data driven, structured approach to helping you achieve higher returns on your capital development initiatives, while minimizing exposure to risk.
Development projects of any size can be complicated. Successful projects rely on a strong business case developed in the conceptual phase of the development life cycle. Many project owners lack the resources to properly plan and execute these projects. This often results in disillusioned stakeholder and executive teams who are not satisfied with the pace and level of due diligence to meet project objectives around timeline and decision processes.
The Project Development Office at Baker Tilly works closely with owners to ensure the long-term success of capital investment projects by working through each phase of the development process. We help owners define a strong business case, determine feasible options relating to the owner’s goals, manage contractor negotiations, structure funding, and manage the overall execution of the project to ensure effective decision making throughout each phase. Our desire is to help clients maximize their capital expenditures as they reach their growth goals. These are sequential yet iterative steps that our team can effectively insert our expertise at any point in the process to act as an extension of your project team.
Determining why you should invest, divest, or consolidate, or move operations is a key understanding that can influence the direction of the project. We guide owners in reviewing their goals, performance expectations, and asset utilization strategy.
Why should we consider transformation and to what extent should we transform?
Determining how the transformations should occur and where assets and infrastructure should be are critical factors in the project’s success. Through drafting a feasibility study, creating sound financial models, and determining site selection requirements, a project can be better positioned for financial success.
How should the transformation occur? Where should we build, expand, consolidate or divest?
During this phase, the operations and supply chain models, resource requirements, location requirements, and market variables are reviewed to ensure the project meets the needs set in the business plan.
How will the transformation happen and who will support and assist in the process?
This phase identifies tax credits, incentives, grants, and debt options that complete the capital stack as required to meet project financial return thresholds. Contractor terms and agreements are finalized prior to project launch.
How will we finance the transformation and supporting infrastructure?
Through effectively managing staffing, operations analytics, project accounting, and contractor relations, the project will be set up to move into construction and operations with an eye on long term success for all vested parties.
How will we control and implement the project?