Complex transactions
Difficult negotiations
Clear outcomes

Tom Teerlynck

Negotiation & transaction leadership
Infrastructure · 25+ years · US$50bn+ transactions · 30+ countries

I am brought in when an infrastructure transaction is exceptionally complex, high-stakes or difficult to close – to lead critical negotiations and drive the process to closing.

Experience

25+ years of international experience across US$50bn+ of infrastructure transactions in 30+ countries.

Senior leadership roles with ACWA Power, TAQA, ENGIE and DataVolt, spanning development, investment, complex negotiations, government relations and strategy.

Execution experience in PPPs & concessions and critical infrastructure investments across multiple sectors: Renewable & Conventional Power · Water · Transport · Digital Infrastructure.

Worked with governments, investors, boards, lenders, contractors, operators and joint-venture partners.

Trained at Harvard Law School's Program on Negotiation and IMI-qualified and IMC-certified mediator.

Selected organisations I have worked with:

When to bring me in

When a matter is complex, high-stakes and difficult to resolve through the ordinary project process alone:

A difficult transaction needs senior negotiation leadership

The substance is complex, positions are difficult to reconcile, and progress requires aligning multiple stakeholders.

A dispute puts value at risk

The priority is to regain control of the situation, reshape the negotiation and drive toward a commercially sustainable resolution.

A complex project needs executive leadership

In selected situations, I take broader project lead responsibility where a transaction has become exceptionally complex to steer to closing through the ordinary development process.

What I bring

Executive judgment

More than 25 years spent developing, structuring, negotiating and closing major infrastructure transactions.

Negotiation leadership

Leadership of critical negotiations, engaging effectively at ministerial, board and CEO level as well as with commercial, financial, legal, technical and project teams.

Cross-disciplinary understanding

The ability to understand, connect and challenge the commercial, financial, technical, legal and strategic dimensions of a transaction.

Independence with internal ownership

An external perspective while working as part of the client team, directly with management and existing advisers, without adding another consulting layer.

How I work

Depending on the situation, I act as:

Lead negotiator

Leading critical negotiations and driving them through to agreement.

Executive transaction or project lead

Taking broader responsibility for bringing a complex transaction or project through to close.

Dispute resolution lead

Leading the commercial resolution of disputes and difficult contractual situations.

Selected mandates

Central Asia | Major US$2.5bn international airport PPP

Negotiation and commercial close of a major international airport PPP, across government, consortium, EPC, operator and lender interfaces, covering critical contractual, commercial and strategic issues through execution of the principal project agreements.

Central Asia | Major power sector dispute

Negotiation and settlement of significant contractual and commercial claims arising under a major power project, including senior government and counterparty engagement and the development of a commercially robust resolution.

Uzbekistan | US$10bn+ power platform development

Development of a major conventional and renewable power generation platform, including senior government negotiations, first-of-their-kind projects, investment frameworks and long-term government arrangements.

Türkiye | Strategic restructuring

Restructuring of a major power investment under a highly compressed timetable, involving lender and shareholder negotiations to stabilize the financial position and enable the shareholder’s wider strategic objectives.

Morocco | Private wind project

Development and commercial and financing negotiations for a pioneering privately owned wind project involving multiple industrial offtakers and non-recourse financing.

Broader transaction track record

My wider experience spans major transactions and projects across more than 30 countries.

  • Egypt

    • 1 GW wind and solar energy portfolio — negotiation support.

    • LNG infrastructure joint venture — formation of a strategic partnership around large-scale liquefaction infrastructure.

    • Digital infrastructure — due diligence and partnership negotiations involving data centers and ICT infrastructure.

    Morocco

    • US$170m industrial wind portfolio — development of Morocco's first privately owned, industrial PPA-backed wind project.

    • Noor solar complex — stakeholder management and strategic alignment between public and private-sector interests.

    Tunisia

    • Market entry strategy for a major international energy investor.

    • 300 MW wind programme — development and prequalification for a national wind initiative.

  • Botswana

    • 1,200 MW Pithead Coal-to-Power – structuring and multi-party negotiations.

    Ethiopia

    • Market entry and government relationship development.

    • 300 MW wind power – PPA structuring and negotiation.

    • 2×125 MWp Scaling Solar PV – bidding and negotiation.

    Mauritania

    • Renewable energy market-entry strategy, government relationship and pipeline.

    Mozambique

    • 1,000 MW gas-to-power bids under a corporate PPA structure.

    Namibia

    • Utility-scale wind competitive bid.

    South Africa

    • Renewable power market entry – securing the first renewable energy projects in South Africa for a Middle Eastern sponsor.

    • Solar & storage (BESS) – structuring and negotiations for a 120 MWp solar project and a 150 MW solar + Battery Energy Storage System (BESS).

    • Peaking Power Assets – over 1,000 MW of peaking power plants negotiations.

    West Africa

    • Multi-country infrastructure market-entry strategy.

  • Azerbaijan

    • Market entry and development of the country's first utility-scale wind project.

    • 240 MW wind power project – development and government negotiations through commercial close.

    Kazakhstan

    • Strategic market entry

    • Sensitive divestment – complex negotiations for the divestment of power and heat generation and gas transportation assets to a state-owned entity.

    Uzbekistan

    • $2.5bn New Tashkent Airport - negotiation of concession and government support agreements in a complex stakeholder environment.

    • AI-ready sustainable data center – development and stakeholder negotiations.

    • $10bn+ conventional and renewable power portfolio – market entry, government relationship, development and key contract negotiations with government and lenders for new conventional and renewable power assets, supported by a consortium of international lenders, now totaling more than $10B in asset value, including a.o. a 1,500 MW CCGT and a 2,500 MW wind power portfolio.

  • India

    • Strategic JVs for greenfield power development.

    Laos

    • 130 MW Hydropower – strategic support to operations.

    South Korea

    • Gas distribution divestment – negotiations for the sale of a major Korean gas distribution business.

    Thailand

    • Initial Public Offering (IPO) of a 2,000 MW power portfolio.

    • Operational power business – strategic and contractual support.

    • Regional joint venture with a major Thai conglomerate.

    • Market entry, government relationship development and growth strategies for several international energy investors.

    • Inter-governmental (G2G) power deal – negotiations of G2G investment agreement and development, structuring and negotiations with the government for the acquisition of a 1,400 MW power asset and a development pipeline of an additional 7,000 MW, for a total value of up to $10bn.

    • 780 MW gas-fired power plant – development and negotiations with government, international development finance institutions, and contractors.

    • Debt and equity restructuring for a 930 MW power plant.

  • Bahrain

    • 1,000 MW Greenfield IPP – development.

    Oman

    • The Middle East’s first IPP – strategic operational support and shareholder relations for a 264 MW gas fired power plant.

    • Combined Cycle & Desalination Complex – bid and negotiations for a 585 MW greenfield CCGT plant and associated seawater desalination facility.

    Saudi Arabia

    • Data centers – stakeholder development and market-entry for AI-ready, sustainable data centers.

    • Consortium building for a large-scale desalination and power bid.

    United Arab Emirates

    • 1,430 MW power & 385,000 m³/day desalination project – bid and negotiations.

    • Expansion negotations for major operating power and desalination asset.

  • Bulgaria

    • 2,000 MW nuclear power mandate and government negotiations.

    Germany

    • 1,200 MW coal-to-power – development and negotiations of key contracts.

    • Municipal utility acquisition bids.

    Greece

    • Negotiations for acquisition of a renewable power portfolio involving 700 MW operational assets and a development pipeline exceeding 2,000 MW.

    • Thermal asset acquisition – a controlling stake in a 150 MW operational asset and a 450 MW combined-cycle development project.

    Hungary

    • Sovereign arbitration concerning a major power investment.

    • Strategic legal and operational support to an operating power business.

    The Netherlands

    • 900 MW gas fired power plant – turnkey EPC negotiation.

    • 1,200 MW greenfield coal fired power development – contract negotiations.

    • Cross-Border Wind M&A – due diligence.

    Poland

    • Wind project development.

    Romania

    • Nuclear power – structuring and government negotiations.

    • Strategic support to an operating power businesss.

Direct involvement

I accept only a limited number of assignments, allowing for direct, hands-on involvement where my experience and judgement can have the greatest impact.

I work closely with the client’s management, team and advisers, focused on the decisions, negotiations and outcomes that matter most.

Contact

If you are facing a major transaction, a difficult negotiation or a complex situation where additional executive leadership could change the outcome, contact me directly.

Contact