NEGOTIATION & TRANSACTION LEADERSHIP

Hands-on executive leadership
for high-complexity infrastructure transactions


Tom Teerlynck

Driving highly complex transactions and negotiations where standard project management is not sufficient.
– I do not advise from the sidelines. I step directly into the frontline to lead your execution team to deliver.


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

Executive profile

| Execution leadership

  • Senior executive roles at industry leaders ENGIE, TAQA, and Acwa Power.

  • 25+ years leading international mega-infrastructure transactions.

  • Aggregate transaction value exceeding US$50 billion across 30+ countries.

| Cross-infrastructure expertise

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

| All-round fluency

Commercial, financial, legal, technical, and strategic fluency, backed by continuous high-level training:

  • Harvard Law School's Program on Negotiation

  • IMI-qualified and IMC-certified mediator

  • CEDEP / INSEAD General Management Programme

  • KU Leuven Master of Laws

| Selected organizations:

When to deploy me

When an infrastructure project is highly complex or politically sensitive and requires a temporary C-suite caliber professional to drive delivery.

| The transaction is structurally overwhelming

The scale, multi-layered stakeholder matrix, or sovereign environment demands someone who can operate at government and board level while also working directly with the financial, technical, and legal execution teams.

| The negotiation is exceptionally complex

Progress depends on aligning deeply conflicted interests and requires an embedded lead negotiator who can bridge the gap and drive the parties toward resolution.

| Value is at material risk

A major dispute, gridlocked deal, or sudden macroeconomic or geopolitical shift threatens to derail the asset, requiring immediate and structured executive intervention.

How I operate

| Bridging the boardroom and the trenches

Once engaged, I operate as an integrated extension of both your leadership and execution teams. I translate board objectives into concrete frontline action and ensure they are carried through by the working teams.

| Cross-functional team integration

I connect, coordinate, and challenge your internal and external specialist teams. I am equally comfortable negotiating agreements with Ministers as I am working through granular issues with technical, financial, and legal experts.

| Boutique focus

I accept only a limited number of critical transaction mandates. This ensures that your project receives my direct and sustained attention.

Mode 01 Embedded transaction director

Taking frontline responsibility for leading the working team and steering high-complexity transactions through to close.


Mode 02 Strategic lead negotiator

Steering sensitive, high-friction negotiations and driving them through to final agreement.


Mode 03 Project dispute lead

Leading the commercial resolution of high-value disputes within the project ecosystem, settling claims and restoring project momentum without ending up in court.

Complex asset delivery: selected track record

| Central Asia – US$2.5bn international airport PPP

Negotiation of a major international airport PPP in a complex multi-stakeholder environment - concession, government support, consortium, EPC, O&M.

| Uzbekistan – US$10bn+ power platform development

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

| Central Asia – Major power sector dispute

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

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

Portfolio footprint

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.

Confidential briefing


If your project has reached a level of complexity or volatility that demands an experienced, cross-disciplinary transaction leader in the room,
reach out directly.

All briefings are handled with absolute confidentiality.

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