We assemble the programme, then place the manufacturers inside it.
Equipment, capital, and the site or the offtaker. We bring all three to the table, and we put them together into a programme that did not exist before.
We are not a broker and we do not introduce and step back. We build the programme, we write the manufacturers who can supply it into the scope, and we stay on it through delivery. You contract directly with the buyer and keep the margin.
Transformers from 5 to 1,200 MVA and up to 765 kV, switchgear, protection and generation, across a bench of manufacturers in the US, Europe and internationally. Held as capability and lead time against a date, not as a catalogue.
Debt and equity relationships brought to the table rather than assumed to exist. A programme that is technically sound and unfunded is not a programme, and this is the side most assemblies are missing when they reach us.
Powered land and capacity across the US, Europe and APAC, and the industrial and data-centre load to take it. Sites are described by profile; location, ownership and interconnection status follow under mutual NDA and non-circumvention.
We are in the programme while the scope is still being written.
You are named in the specification before a competitive bid exists.
Capacity and lead time against the date. Necessary — and the link everyone else is also selling.
Quality systems, project controls and commissioning, so the award survives execution.
Everyone else sells link three. Having the equipment has never been the hard part.
Who we build with.
An assembled programme has four counterparties, and we sit in the middle of all four. Each one wants a different thing from us, and only one of them is the client.
We place you into programmes we have assembled — specified into the scope before a competitive bid exists, and qualified to clear the gate the buyer sets. You are the client, and the only counterparty here who pays us.
Tell us the item, the rating and the date it has to be on site. We come back with who can supply it and whether that holds your programme. No fee, in either direction — you contract directly with the manufacturer.
Debt, equity and infrastructure funds see programmes that are already assembled — equipment identified, site and offtake in place, delivery resourced. A technically sound project that is unfunded is not a programme, and that is usually the gap.
Equipment and commissioning supplied against your approved vendor list, to your standard. On the other side, where you need load rather than kit, we hold the industrial and data-centre demand to match against generation looking for an offtaker.
Find yourself here.
We work with manufacturers who make a real physical product the buildout needs, hold real capacity, and are shut out of the funded work by a gate rather than by capability.
Hyperscaler and colocation programmes qualify a vendor long before the package is issued.
Prime approval and programme past performance. Capable shops are disqualified on paper every day.
The hardest gate in industry, and the one that locks the most capable suppliers out.
Utility capex is placed through standing vendor lists you are either on or not on.
We also hold reciprocal arrangements with systems integrators and specifiers, and we introduce capital and acquirers. Neither is a fee relationship, and neither is what this firm is for — the manufacturer is the client.
The two gates that keep capable firms out.
Two questions decide whether capability ever gets to compete. A manufacturer can fail either, they are different problems with different fixes, and most advisers address the first and assume the second. We supply both, in every market we work.
- ISO 9001 · AS9100 · NQA-1
- Approved-vendor lists and prime approval
- Governance, traceability, corrective action
- Production audit readiness
- QA / QC, commissioning, verification
A certification is not overhead. On a funded programme it is the line between being allowed to bid and never seeing the scope.
- Scope, schedule and procurement control
- Subcontract and interface management
- Cost control and earned value
- Change and risk management
- Reporting an owner will accept
Plenty of firms pass a quality audit and still have no capability to run a seven-figure programme. This is the gap almost nobody else closes, and the one we close on the back of $2B+ of delivered capital work.
What closing gate one is worth.
The clearest case we can show. A fabricator held a $7M federal programme it could not have held on its own capability — not would have found harder, could not.
A federal programme the fabrication alone could not carry
Kontek Industries builds security fabrication, and its capability was never the question. In a DOE / Los Alamos environment acceptance does not rest on the product alone — it rests on the basis for acceptance being explicit: what the customer required, how the work was verified, and what evidence stands behind what was delivered.
Without a quality programme governing the work, that contract could not have been held. Fabrication capability alone is not enough, and no amount of it substitutes.
We supplied what sat behind the gate: an operational nuclear-grade quality programme applied to live fabrication, the governance, traceability and corrective action beneath it, and the QA, commissioning and verification the customer accepted — delivered through an active NQA-1 DOE prime capability held inside our own team. We built the company-level quality system alongside it. They brought the fabrication. We supplied what made it acceptable.
The manufacturer contracted directly and kept the programme, the margin and the relationship.
This is the shape of every engagement we run. Qualification is not a service wrapped around an introduction — it is scope inside the programme, delivered by our own people, and on this case it was worth more than double what an origination fee would have been. It is also why we price against the contract an engagement opens rather than against our hours.
How we engage.
The process is the same in every market we work — data centre, defence, nuclear or grid. What changes is the standard you are being held to, not how we go about it. Which engagement applies is a finding from the first assessment, not a menu choice.
What you receive.
The qualified demand record
Not a lead, not a list, and not an introduction to someone who might be interested. Every record we deliver carries the same seven fields, agreed in writing before the engagement starts.
You approve or reject each one against those rules — and the rules do not change afterwards because a record is inconvenient.
We own finding and qualifying the requirement. You own the pricing, the proposal and the close, because the relationship and the margin are yours.
The operators.
Senior people who have built, qualified, run and sold the businesses and programmes our clients are trying to reach. The relationships are theirs, and they are not for sale.
Built the machine the firm runs on. The origination platform that surfaces funded programmes before they are public, the operator bench assembled around it, and the commercial model that prices an engagement against the contract it opens rather than against hours. Sets the standard every engagement is measured to, and owns the commercial relationship with every client.
Over $2B in capital project delivery, including the $4.5B CANDU restart and the Fort Calhoun decommissioning. An active NQA-1 DOE prime, with relationships across utilities, EPC primes, nuclear operators and DOE/DOD. Runs qualification and delivery.
Former Chief Executive of Stellant Systems, a $380M RF and electronic-warfare division carved out of L3Harris. Took it from a $80M annual loss to profit, grew revenue from $229M to $343M, led the carve-out, and sold it to Arlington Capital and again to TransDigm. Twenty years of programme-level relationships across the defence primes.
Formerly of Stellant Systems, where he turned around the SIGINT business and grew orders from $240M to over $300M. Deep relationships across AFSOC and AFRL.
Programmes and businesses our team has delivered on, carved out or exited, utilities we supply equipment and commissioning to, and the primes and agencies where they hold direct relationships at programme-manager and senior-leadership level — not a list of Evimero clients. Current work includes a Tier-1 hyperscaler OFCI programme, named on execution of NDA. Client engagements are confidential and named only on execution of a mutual non-disclosure agreement.
Start an inquiry.
We build qualification and market-access programmes for manufacturers across these markets. Whether there is a programme worth building around your capability is the question the first conversation answers.
Thirty minutes with a principal. We will want to understand what you make, the capacity you are carrying, and the standard you are being measured against — and if we are not the right firm for it, we will say so on the call rather than after it.
alex@evimeropartners.comSourcing power or equipment rather than making it? That is the other side of this firm. Send us the requirement and we come back with availability and real dates. Send a requirement.