Course 12 of 20 · Battery and Flexibility Desk Academy

Optimiser & Route-to-Market Agreements

Stage C, Revenue realisation and commercial agreements. Level 6 of 10.

Negotiating and governing an optimiser mandate: fee and share structures, dispatch discretion, reporting rights and performance measurement.

121 chapters · 11 modules · every chapter one 8 to 10 minute explainer · builds on: Course 09, Course 10, Course 11

Enrol or enquire See the 121 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 · 121 chapters

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

M0 What an Optimiser Mandate Transfers Ch 1-10
  1. The Decision the Mandate Actually Moves
  2. The Four Chairs Every Clause Is Read From
  3. The Two Ways Every Right Is Written Down
  4. Why an Asset Owner Appoints an Optimiser
  5. Why an Optimiser Wants the Mandate
  6. Agent, Service Provider or Trading Counterparty
  7. What the Mandate Inherits and Does Not Reopen
  8. The Five Questions Any Mandate Has to Answer
  9. One Asset, One Optimiser, One Term
  10. What the Mandate Leaves to Other Courses
M1 The Shape of the Arrangement Ch 11-20
  1. Full Optimisation Against Route to Market Only
  2. The Registered Participant and the Asset Behind It
  3. Imbalance Responsibility and Who Carries It
  4. Whose Book the Market Trade Sits In
  5. Title to the Charging Energy
  6. A Mandate Fitted Under an Existing Supply Arrangement
  7. Exclusivity and the Single Point of Instruction
  8. Term Length as a Priced Concession
  9. The Onboarding Period Nobody Prices
  10. The Documents a Mandate Actually Consists Of
M2 Dispatch Discretion and Its Envelope Ch 21-32
  1. Discretion Is Bounded or It Is Not Discretion
  2. The Dimensions an Envelope Is Written In
  3. Who Writes the Envelope and Who Lives Inside It
  4. A State-of-Charge Floor Reserved for the Owner
  5. The Cycle Budget Handed to the Optimiser
  6. A Decision That Spends Warranty Allowance
  7. Committing the Asset to a Service That Binds Later Periods
  8. Which Markets the Optimiser May Enter
  9. The Owner's Override and What It Costs
  10. Standing Instructions and No-Trade Windows
  11. When the Optimiser May Decline an Owner Instruction
  12. Whether the Stacking Conflict Is the Optimiser's to Resolve
M3 Fee Architecture Ch 33-44
  1. The Fee Is Calculated on a Number Both Parties Must Define
  2. A Fixed Fee Per Megawatt of Capacity
  3. A Share of What the Asset Earned
  4. Gross Receipts or Net Margin as the Fee Base
  5. The Cost Line Above the Fee and the Cost Line Below It
  6. Network and Policy Charges in the Fee Base
  7. Imbalance Cost Inside or Outside the Share
  8. A Hurdle the Optimiser Must Clear First
  9. Tiered Shares and the Incentive Each Tier Creates
  10. Caps, Collars and the Fee That Stops Growing
  11. Fees on Revenue the Owner's Own Trade Produced
  12. Who Invoices Whom, and When
M4 What a Fee Structure Rewards Ch 45-54
  1. Every Fee Structure Buys a Behaviour
  2. What a Capacity Fee Makes the Provider Indifferent To
  3. What a Gross-Revenue Share Rewards
  4. What a Net-Margin Share Rewards
  5. The Wear the Fee Does Not Pay For
  6. A Fee Structure Chosen for the Owner's Risk Appetite
  7. The Provider Who Is Also a Market Counterparty
  8. Transfer Prices Inside the Provider's Own Book
  9. The Provider's Other Clients and the Same Hour
  10. Reading a Fee Clause for What It Will Cause
M5 Benchmarks and Performance Measurement Ch 55-67
  1. Performance Cannot Be Measured Without a Counterfactual
  2. Choosing the Benchmark Decides the Answer
  3. The Perfect-Foresight Benchmark and Its Guaranteed Verdict
  4. The Naive Benchmark the Provider Always Beats
  5. Spread Capture as a Measure
  6. A Peer Index of Comparable Assets
  7. Normalising a Benchmark for Duration and Rating
  8. Normalising for Location and Market Access
  9. Taking Outage Hours Out of the Score
  10. Crediting Back the Owner's Own Constraints
  11. The Argument Over Fair Benchmarks and Its Assumptions
  12. The Measurement Window and What It Hides
  13. Who Computes the Score and Who May Challenge It
M6 Reporting, Data and Audit Rights Ch 68-79
  1. Reporting Rights Are Often Worth More Than Approval Rights
  2. The Monthly Pack an Owner Should Receive
  3. Trade-Level Detail Against Aggregated Totals
  4. Who Owns the Dispatch Data
  5. Live Visibility Against Monthly Reporting
  6. Access to the Provider's Systems and Records
  7. Reconciling the Provider's Report to the Settlement Record
  8. The Audit Right and Who May Audit Whom
  9. Confidentiality Against the Provider's Other Mandates
  10. What a Provider Will Not Disclose and Why
  11. Reporting Obligations Running the Other Way
  12. An Illustrative Reporting Schedule Drafted Out
M7 Liability, Credit and Security Between the Parties Ch 80-90
  1. The Standard of Care a Provider Actually Accepts
  2. No Provider Guarantees an Outcome
  3. The Liability Cap Measured Against the Fee
  4. The Mis-Bid and Who Pays For It
  5. A Gate Closure Missed
  6. Dispatch Outside the Envelope
  7. Carve-Outs That Survive the Cap
  8. Revenue Sitting in the Provider's Hands
  9. Security the Owner Can Actually Obtain
  10. Insolvency of the Provider and Where the Money Is
  11. Insurance, Indemnities and the Residual Risk
M8 Governing the Mandate in Life Ch 91-101
  1. The Governance Calendar
  2. Varying the Envelope Mid-Term
  3. Adding a Revenue Stream the Mandate Did Not Name
  4. Removing a Market From the Mandate
  5. The Instruction Register Both Parties Keep
  6. Escalation Before Dispute
  7. Termination for Persistent Underperformance
  8. Termination for Convenience and What It Costs
  9. The Handover Obligations That Make Replacement Possible
  10. Novation When the Asset Is Sold
  11. The Lender's Direct Agreement Over the Mandate
M9 The Inversion Audit and the Hard Cases Ch 102-111
  1. The Inversion Audit, and Why Mandates Invite It
  2. A Fee Clause Audited for Direction
  3. A Discretion Clause Audited for Direction
  4. An Audit Right That Runs the Wrong Way
  5. The Provider That Is Also the Offtaker
  6. The Owner That Overrides and Then Complains
  7. A Commitment Sold Without the Owner Knowing
  8. Two Mandates Over One Battery
  9. Clauses That Read Backwards in Real Mandates
  10. A One-Page Test for Any Mandate Draft
M10 A Worked Mandate and the Limits Ch 112-121
  1. The Case: One Battery and an Owner With No Desk
  2. The Case, Part Two: Choosing the Structure
  3. The Case, Part Three: The Envelope as Agreed
  4. The Case, Part Four: The Fee as Agreed
  5. The Case, Part Five: Benchmark and Reporting
  6. The Negotiation as It Ran, and the Concession Log
  7. The First Year as It Actually Ran
  8. The Underperformance Conversation
  9. What a Mandate Cannot Do
  10. Where the Mandate Is Used After This

The brochure gives each of these 121 chapters a paragraph on what it covers and what you can do once you have worked through it.

This is course 12 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