NEGOTIATION & TRANSACTION LEADERSHIP

Complex transactions.
Difficult negotiations.
Clear Outcomes.


Tom Teerlynck

I am brought in to lead critical negotiations and drive complex infrastructure transactions to close
– working directly with and inside the client’s management and team.

| US$50bn+ infrastructure transactions
| 30+ countries
| 25+ years of experience

Experience

| Senior leadership roles with ACWA Power, TAQA, ENGIE and DataVolt

| Development, investment, complex negotiations, government relations, dispute resolution

| PPPs & concessions and critical infrastructure investments

| Renewable & Conventional Power · Water · Energy · Transport · Digital Infrastructure

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

| Selected organisations:

When to bring me in


When a matter is exceptionally complex and becomes difficult to resolve through the ordinary project process alone.

| A critical negotiation needs senior leadership

The issues are multi-layered, positions are difficult to reconcile, and progress depends on aligning multiple stakeholders.

| A highly complex project needs executive transaction leadership

The complexity, stakeholder environment or execution challenges require senior executive-level leadership to take broader responsibility and steer the project through to close.

| A major dispute puts value at risk

Positions are entrenched, multiple interests are at stake, and resolution requires more than conventional claims management.

What I bring, how I work

| Executive judgment

25+ years developing, negotiating, structuring and closing major infrastructure transactions from inside leading international organizations — with a working understanding of what drives decisions across shareholders, boards, governments, lenders and contractors.

| Negotiation leadership

Leadership of critical negotiations, comfortable from ministerial, board and CEO through to commercial, financial, legal, technical and project teams.

| Cross-disciplinary understanding

The ability to connect and challenge the commercial, financial, technical, legal and strategic dimensions of a transaction, and translate them into a coherent negotiating strategy. I don't replace specialist expertise — I bring it together around the decisions that matter.

| Independent with internal ownership

Being external allows me to look at a situation without the organizational history or internal positioning that can constrain an existing team. Once engaged, I work as part of the client team — no consulting layer, no separate advisory team.

Mode 01 Lead negotiator

Leading critical negotiations and driving them through to agreement.


Mode 02 Executive transaction lead

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


Mode 03 Dispute resolution lead

Leading the commercial resolution of disputes and difficult contractual situations.

Selected mandates

| Central Asia – US$2.5bn international airport PPP

Negotiation of major international airport PPP agreements - concession, government support, consortium, EPC, O&M

| Central Asia – Major power sector dispute

Settlement of significant contractual and commercial claims between developer, government and contractor arising under a major power project.

| Uzbekistan – US$10bn+ power platform development

Development of a mega-scale greenfield conventional and renewable power generation platform, including negotiations of agreements with government, lenders, contractor, operator for first-of-their-kind projects.

| Türkiye – Strategic debt and equity restructuring

Debt and equity restructuring of a large 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 track record

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, hands-on involvement

I accept only a limited number of assignments, allowing for direct, hands-on involvement where my experience and judgment 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 critical transaction, a difficult negotiation or a complex situation
where additional executive leadership could change the outcome,
contact me directly.

email