Who We Help

Project revenue and recurring revenue pull the same system in two directions.

Energy and utilities run on very long sales cycles, buying committees that span technical and commercial roles, and revenue that arrives partly as projects and partly as ongoing service. Regulatory and grid connection timing sits on top of all of it, and the commercial system rarely gets designed for that shape on purpose. Renewables and climate tech ventures sit inside the same cycle, usually earlier-stage, and energy software vendors sell into the same buying committees from the outside.

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Typical surface

Where the dysfunction usually shows up first.

Long timelines and external dependencies make it easy to attribute every delay to something outside the commercial system. Three places worth looking closer.

Cycle length blamed entirely on regulation

Extended timelines get attributed to permitting, grid connection, and procurement by default. Some of that is real, and some is a proposal sitting unreviewed on an internal desk, but the two are rarely separated before the cost is counted.

Technical and commercial buyer pulling apart

The engineer who evaluates the specification and the person who signs the contract are often different people with different criteria. When nobody owns the handoff between them, deals stall in a gap that no single function is watching.

Project and recurring revenue managed as one

A one-off build and an ongoing operations contract behave nothing alike, yet they are frequently run through the same pipeline and the same forecast. The mix hides which part of the business is actually carrying the margin.

What it looks for here

Read project and recurring revenue as one operating system.

The dysfunction families do not change for energy, and the diagnostic does not assume whether regulation, coordination, or commercial design is carrying the loss. It separates what the regulatory and grid environment genuinely dictates from what has simply never been questioned, then reads project revenue and recurring revenue as connected motions with different operating demands.

Interviews typically include business development or sales engineering, project delivery, and whoever forecasts recurring service revenue separately from project revenue, since the two are the ones most often merged in reporting when they should not be. Permitting and procurement timelines are compared against internal review turnaround to see how much of the cycle is genuinely external.

The sector is the surface, the six dysfunction families are the constant underneath A neutral band at the top, labelled for this sector, represents the visible surface. An arrow points down to a highlighted band holding the six dysfunction families the method reads: working conditions, work organisation, communication, time management, integrated training, and strategy implementation. The surface changes from sector to sector, the six families underneath do not, and none is drawn larger or heavier than another. Energy & Climate Tech the visible surface the diagnostic reads past it the same six dysfunction families Working conditions Work organisation Communication Time management Integrated training Strategy implementation constant in every sector
The sector is the surface, the six dysfunction families are the constant underneath A neutral band at the top represents this sector's visible surface. An arrow points down to a highlighted band holding the six dysfunction families the method reads. The surface changes by sector, the six families underneath do not, and none is drawn larger than another. Energy & Climate Tech the visible surface the same six dysfunction families Working conditions Work organisation Communication Time management Integrated training Strategy implementation
FAQ

Before you assume the timeline is fixed.

Our cycles run for years, does a six to eight week diagnostic actually capture that?
The diagnostic reads the system that produces the cycle, not the full length of a single deal. Interviews and pipeline history reveal where the time genuinely goes long before any one project reaches close.
How do you handle the mix of project sales and recurring service revenue?
They are read as two different systems, because they behave differently and fail differently. Running them through one pipeline is often itself part of what the diagnostic surfaces.
Regulation and grid connection drive our timelines, what can a diagnostic change?
Not the regulation itself. What it can change is how much of the delay is external versus the commercial system waiting on its own handoffs, which is usually more than teams assume until it is measured.
Our asset owners and operators are spread across regions, does that affect the interviews?
It shapes who gets interviewed rather than whether the method applies. A geographically distributed commercial system is exactly the kind where coordination cost tends to hide, and the interview list is agreed with you upfront.
Where to go next

Three ways to keep going.

Compare every sector

The same method read against five different commercial surfaces, and why the sector changes the disguise, not the diagnosis.

Compare all industries →

See what gets measured

The six families, the signals that reveal them, and how each one turns into cost.

Explore the Diagnosis →

Find out where you sit

Ten questions, two minutes. A first read on which part of your system is carrying the most strain.

Take the Strain Check →

Get started

Project and recurring revenue pull two ways. A number shows where the pull costs most.

One call, 30 minutes. We will review what is working, what is stalling, and where the cost is actually sitting. You will leave with a concrete next step, whether that is Kihon Labs or not.

Book a diagnostic call