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.
Introducer terms
Introducer arrangements are agreed directly, case by case, once a genuine situation exists.
There is no standing referral scheme, no volume commitment, and no obligation created by an introduction. Terms are discussed on the introducer call — not before.
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, and 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, or responsibility is being avoided.
The same three conditions apply here as everywhere else: discomfort, authority, urgency. See When We Engage for the full detail.
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.
For examples of what correction under these conditions has recovered, see our track record.
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.