Course 01 of 20 · Battery and Flexibility Desk Academy

Battery & Flexibility Business

Stage A, Asset and constraint foundations. Level 1 of 10.

The commercial map of a storage and flexibility business: what it sells, to whom, and how desk, asset and optimiser roles divide the work.

111 chapters · 11 modules · every chapter one 8 to 10 minute explainer · builds on: nothing: this is the entry point

Enrol or enquire See the 111 chapters
How a chapter is delivered

One chapter is one idea taken to the point of use

Each chapter covers one idea to the point where you can use it, and comes two ways: a narrated explainer, and a deep dive audio discussion of around thirty minutes that works the same material at depth.

Self-paced throughout, and the same chapters can be taught as a cohort. Chapters run in order: each one assumes only what the chapters before it taught, and capability belonging to a later course is named and deferred rather than half-covered.

Curriculum

11 modules · 111 chapters

Open any module for its full chapter list, in teaching order.

M0 What a Flexibility Business Sells Ch 1-10
  1. A Store Sells Timing, Not Energy
  2. The Promise to Be Ready and Why It Competes With Itself
  3. One Capability Sold Under Many Names
  4. A Battery Is a Buyer of Electricity Before It Is a Seller
  5. Why the Warehouse Intuition Misleads You Here
  6. The Words a Flexibility Team Uses Hourly
  7. What This Business Is Actually Judged On
  8. Why the Same Machine Earns Differently in Two Markets
  9. Four Questions That Qualify Any Flexibility Opportunity
  10. A Week Inside a Flexibility Commercial Team
M1 The Shapes This Business Takes Ch 11-20
  1. Grid-Scale Storage as a Standalone Business
  2. Storage Placed Beside a Generator
  3. Storage Behind a Customer's Meter
  4. Pumped Storage as the Incumbent in This Business
  5. Thermal, Mechanical and Chemical Stores as Businesses
  6. Flexible Load as Flexibility Without a Store
  7. Standby Generation Sold as Flexibility
  8. Vehicle Fleets and Chargers as a Flexibility Source
  9. The Fleet as the Real Commercial Unit
  10. Duration as the Line Between Two Different Businesses
M2 Who Buys Flexibility Ch 21-30
  1. What the System Operator Wants From a Store
  2. The Supplier Protecting a Retail Book
  3. The Generator Buying Firmness It Cannot Produce
  4. The Industrial Site Buying Its Own Resilience
  5. The Network Owner Deferring Reinforcement
  6. The Trading House Buying Optionality
  7. The Buyer Wanting Supply Around the Clock
  8. The Aggregator as an Intermediate Customer
  9. Who Is Ultimately Paying for Flexibility
  10. The Customer Who Is Also Your Competitor
M3 Who Owns and Who Operates Ch 31-40
  1. The Independent Developer Building to Sell
  2. The Infrastructure Fund as an Owner
  3. The Utility Running a Storage Portfolio
  4. The Energy Major Entering Flexibility
  5. The Trading House That Owns Batteries
  6. The Equipment Supplier as Part Owner
  7. The Industrial Host Owning Its Own Store
  8. Local Authority and Community Ownership
  9. Three Names Attached to One Machine
  10. Inferring an Owner's Constraints Before You Negotiate
M4 The Division of Labour Over One Machine Ch 41-51
  1. Three Roles, One Asset, Three Sets of Interests
  2. What an Owner Keeps and Cannot Hand Over
  3. The Optimiser's Mandate in Outline
  4. The Operator and the Control Room
  5. The Commercial Desk Inside an Asset Owner
  6. Who Presses the Button and Who Carries the Loss
  7. The Maintenance Provider and the Service Agreement
  8. Metering, Data and the Parties Who Supply Them
  9. The Three Places These Roles Reliably Disagree
  10. Doing It Yourself Against Buying the Route
  11. A Decision Rights Register for One Asset
M5 Where the Money Comes From and Where It Goes Ch 52-61
  1. Two Directions of Cash in One Business
  2. Charging Cost as the Largest Variable Input
  3. The Charges That Attach to Taking Energy In
  4. The Fixed Costs That Run Whether It Cycles or Not
  5. Wear as a Cost With No Invoice
  6. How an Optimiser's Fee Reshapes Both Parties' Wishes
  7. Several Payers, Several Calendars
  8. The Lender Who Never Visits the Site
  9. Who Actually Absorbs a Weak Month
  10. Why Two Identical Assets Report Different Earnings
M6 The Promises Already Made Over the Asset Ch 62-71
  1. One Machine, Several Promises
  2. The Commitment Register as the Desk's Core Document
  3. Promises on Capacity and Promises on Energy
  4. Exclusivity: The Promise That Forbids Another
  5. Who Inside the Business May Make a Promise
  6. The Promise Made Before the Asset Existed
  7. Finding Out What Was Sold Before You Arrived
  8. Two Promises Landing in the Same Hour
  9. The Promise Nobody Wrote Down
  10. Reading a Commitment Register for Direction
M7 The Life of a Flexibility Business Ch 72-81
  1. From Site Option to Operating Asset
  2. The Decisions Taken Before Anyone Can Earn
  3. Commissioning and the First Revenue Month
  4. The Handover From Project Team to Commercial Team
  5. Changing Who Routes the Asset to Market
  6. Augmentation and Refit as Commercial Decisions
  7. Selling an Operating Storage Asset
  8. Life Extension at the End of the Guarantees
  9. Decommissioning and the Residual Value Argument
  10. Where a Flexibility Business Actually Fails
M8 Why Anyone Pays for Flexibility Ch 82-91
  1. The Problem Flexibility Is Sold Into
  2. Surplus at Midday, Scarcity After Dark
  3. Shifting Hours Against Shifting Seasons
  4. The Network Deferral Argument and Its Assumptions
  5. The Saturation Argument and Its Assumptions
  6. Policy Support and the Customer List It Creates
  7. The Falling Cost Argument and Its Assumptions
  8. Why the Same Asset Is Worth Different Amounts to Two Bidders
  9. Reading a Storage Revenue Headline Honestly
  10. What This Business Can Honestly Promise an Investor
M9 Governance, Risk and the Seats That Say No Ch 92-101
  1. The Approval Route a Commitment Must Survive
  2. How a Risk Committee Sees a Store
  3. Who a Flexibility Business Is Exposed To
  4. The Registrations the Business Must Hold
  5. Safety, Fire and the Commercial Consequence
  6. Insurance and the Gaps It Leaves
  7. What a Flexibility Business Reports Outward
  8. Conflicts When Your Optimiser Trades Its Own Book
  9. Market Conduct Expectations on a Store
  10. Building a Flexibility Capability From Nothing
M10 The Map, Worked Ch 102-111
  1. The Whole Flexibility Business in One Picture
  2. One Asset Mapped, Part One: Owner, Operator and Optimiser
  3. One Asset Mapped, Part Two: Customers, Promises and Cash
  4. A Behind-the-Meter Asset at a Factory, Mapped
  5. The Same Megawatt Under Three Business Models
  6. A Business That Earned Well and Still Lost Money
  7. A Commitment the Business Should Have Declined
  8. Where This Map Is Deliberately Simplified
  9. What Knowing the Business Cannot Let You Do
  10. Which Course Resolves Which Deferred Thread

The brochure gives each of these 111 chapters a paragraph on what it covers and what you can do once you have worked through it.

This is course 1 of twenty

It stands alone, and it is also the entry point to the Battery and Flexibility Desk Academy pathway.

Enrol or enquire See the whole pathway