Every energy project starts as an idea: a resource that might be developed, an asset that might be acquired, or infrastructure that might be built. Only a small number of those ideas become projects that reach execution. The difference is rarely luck. It is usually the discipline of the process that sits between the first conversation and the first construction contract.
At Orbis Energy, that process follows six stages. Each has a clear purpose, and an opportunity moves forward only when the work at its current stage supports it.
1. Origination
Origination is the search for opportunities worth pursuing. They come from resource owners, operators, developers, advisers and existing partners. At this stage the questions are strategic: does the opportunity fit the sectors we understand, is its scale appropriate, and is there a credible route to development?
Good origination is as much about saying no as saying yes. A focused pipeline makes every later stage more effective.
2. Technical evaluation
Once an opportunity passes initial screening, the technical work begins. Depending on the sector, that means reviewing geology and resource data, engineering concepts, production potential, existing infrastructure and the regulatory environment.
The aim is not to answer every question, but to understand whether the project is technically sound and what it would take to deliver it.
3. Commercial analysis
Technical viability does not guarantee a viable project. Commercial analysis tests the economics: capital expenditure, operating costs, revenue assumptions, offtake arrangements and financing requirements. This is where sensitivities are explored and where many projects are reshaped, resized or set aside.
4. Investment structuring
With a clear view of the technical and commercial picture, the project can be structured. Options include equity, debt, strategic partners, joint ventures and project finance. The right structure depends on the project’s stage, risk profile, cash flow characteristics and the partners involved.
Structuring the capital around the project, rather than forcing a project into a fixed structure, is one of the most important decisions in development.
5. Execution
Execution turns plans into assets. It depends on engaging qualified operators, EPC contractors, drilling companies and technical specialists under clear scopes, schedules and controls. The quality of the earlier stages shows here: well-evaluated, well-structured projects give execution teams a stronger foundation.
6. Operations and growth
Development does not end when a project starts operating. Supporting production, optimising performance, pursuing expansion and considering potential future monetization are all part of creating long-term value.
Why the sequence matters
Skipping a stage rarely saves time. It usually moves the cost of an unanswered question to a later, more expensive point in the project. A consistent sequence also gives owners, partners and capital providers a shared language: everyone knows where a project stands and what must happen next.
That is the principle behind the Orbis development model: discipline first, development second. If you have an opportunity that may fit, you can submit it for review.
