This page is for professionals who occasionally encounter an energy problem that should not be theirs to solve.
It exists to remove responsibility — not to create opportunity.
Why introducers involve us
Introducers do not come to us to optimise energy costs.
They come to us when:
- Something is wrong
- It is politically awkward
- It carries financial or disclosure risk
- And it should not sit with them
Typical introducers include:
- Accountants and CFO advisors
- Corporate finance and M&A professionals
- Commercial lawyers
- Lenders and credit committees
- Energy brokers
- Property and facilities advisors
- Board-level NEDs
The problem introducers face
Energy problems are rarely clean.
They:
- Sit between finance, operations, and suppliers
- Involve historic decisions no one wants to reopen
- Create exposure if mishandled
- Become reputational if questioned
Most advisors do not want to:
- Diagnose the issue
- Challenge suppliers
- Own the correction
- Or explain the outcome
That is precisely where we operate.
What we provide to introducers
We act as a contained intervention.
We:
- Take responsibility for correction
- Operate under explicit authority
- Work directly with suppliers
- Produce evidence, not opinion
- Close the issue cleanly
Once the defined problem is resolved, we step away.
There is no ongoing dependency.
How introducer liability stays clean
Introducers are not asked to:
- Give advice on energy
- Endorse savings claims
- Validate technical detail
- Remain involved beyond introduction
Our mandate:
- Defines authority clearly
- Assigns responsibility explicitly
- Limits data use to evidence and audit
- Operates under English law
This keeps liability contained and roles unambiguous.
What this is not
For clarity, this is not:
- A referral programme
- A volume play
- A sales channel
- A brokerage arrangement
Introductions are made because a problem needs removing — not because a service needs selling.
When introductions work best
Introductions work best when:
- The issue is real
- The decision owner is engaged
- There is time pressure
- The introducer does not want the problem to linger
They do not work where:
- The situation is exploratory
- The client wants benchmarking
- No one owns the decision
- Responsibility is being avoided
The only question that matters
Before introducing us, ask one question:
“What situation would I not introduce them into?”
If you can answer that clearly, the introduction is appropriate.
If not, it isn’t.
What happens after an introduction
We:
- Speak directly with the decision owner
- Confirm whether conditions exist
- Decline engagement if they do not
- Proceed only under formal mandate
Introducers are kept informed, but not involved in delivery.
Next step
If you believe a situation warrants removal rather than management:
Request an Introducer Discussion
This is a private conversation to determine whether engagement is appropriate.