Why the technical input that reaches legal, procurement and finance modelers is often the wrong input, and what it costs when operational reality doesn’t feed back into how contracts are written.
- OEM sales teams are technically fluent in a way buyer-side legal teams aren’t, where does that asymmetry show up in the final contract, and how do you close the gap?
- Finance modelers rely on technical assumptions around degradation curves, round-trip efficiency, and augmentation costs, who is validating those assumptions, and what happens when nobody is?
- The engineers who specified the system at procurement are rarely the ones running it a decade later, how do you write contracts that account for operational realities that haven’t happened yet?
- At what point in a deal process does technical input get overruled because it’s slowing things down, and what has that cost the industry?
