Vacant Positions at PowerGen Renewable Energy

Purpose

• PowerGen is expanding into large-scale generation and grid projects for mining, industrial and utility-scale offtakers in Sub-Saharan Africa, alongside its distributed energy business. The Senior Technical Manager owns, end to end, all technical aspects of PowerGen's projects, from early-stage screening through to handover to the construction manager. The role combines strong engineering experience with a solid understanding of project development, procurement, project execution and commercial expertise . The role holder must be able to run autonomously with a business line or a major client account, taking full technical accountability for it.

The role has three mandates:

• Engineer / Deliver: own the technical solution for every project, from preliminary design and pricing at proposal stage, through the technical workstreams of development, to detailed design and a complete technical handover to construction.
• Procure / Contract: lead the selection and contracting of EPC contractors, OEMs and key suppliers, so that projects are built with the right partners, at the right cost and with bankable risk allocation.
• Build / Lead: establish and lead mature Engineering and Strategic Procurement functions (team, standards, processes and tools) so that PowerGen can engineer and procure projects repeatedly and at scale.

Key Responsibilities

Own all technical aspects of projects end to end (screening to handover to construction)

• Technical ownership: own and be accountable for the technical solution of each PowerGen project, from early-stage screening through to handover to the construction manager.
• Early-stage screening: assess new opportunities for technical feasibility, covering resource, site, grid, technology options and fatal flaws, and advise BD on whether to pursue them.
• Proposal stage: lead preliminary design, system sizing, energy yield estimates and capex / opex pricing to support BD proposals, bids and tariff setting. Ensure technical solutions are optimised for overall project returns.
• Development support: lead the technical workstreams of the development process with Project Development, including site and feasibility studies, technical inputs to grid studies, permitting and ESIA, and technical specifications and annexes for the PPA and other project agreements.
• EPC / OEM selection and contracting: define technical requirements, lead technical evaluation of bids, and select and contract EPC contractors and OEMs (see section 2).
• Detailed design: own detailed design, delivered through the internal team, owner's engineers and design consultants; run design reviews and ensure compliance with applicable codes, standards and lender requirements.
• Technical due diligence: support lender and investor technical due diligence, including engagement with independent engineers and closing out technical conditions precedent.
• Operational requirements: ensure O&M strategy, operational requirements and performance guarantees are built into design and contracts, working with Asset Management.
• Handover to construction: ensure a complete, well-documented technical handover to the construction manager, including the design package, specifications, contracts, interface matrix and open technical risks.

Lead procurement, EPC and OEM contracting

• Contracting strategy: with Project Development, shape the EPC and contracting strategy for each project (e.g. full wrap vs. multi-contract), including long-lead items and early works.
• Tendering and selection: run competitive tenders for EPC, OEM, equipment and key services, from RFQ / RFP through technical and commercial evaluation to award recommendation.
• Negotiation and contracting: lead technical and commercial negotiation of EPC, supply and O&M contracts with Legal, covering scope, price, warranties, performance guarantees, liquidated damages and risk allocation.
• Supplier ecosystem: build a pool of pre-qualified EPC contractors, OEMs and suppliers; put framework agreements in place where useful; and monitor supplier performance.
• Cost and value: benchmark equipment and construction costs, track total cost of ownership and feed cost data back into proposal pricing.
• Supply chain: manage logistics, import, customs and duty exemption requirements and supply chain risks for project equipment, working with Finance and the Country Directors.

Build mature Engineering and Strategic Procurement functions

• Team: define the target structure and resource requirements for Engineering and Strategic Procurement, and phase hiring in line with the pipeline.
• Standards: set and maintain PowerGen's engineering standards, design guidelines, standard specifications and preferred equipment lists.
• Processes and governance: design and implement procurement policy, approval thresholds and stage-gated technical deliverables aligned with the development process.
• Tools and templates: build a standard toolkit through delivery of live projects (e.g. design checklists, pricing tools, tender templates, bid evaluation matrices, handover packs).
• Interfaces: define how Engineering and Procurement work with BD, Project Development, Investments / Finance, Implementation / Project Execution, Legal, HSES and Asset Management, consistent with the agreed RACI.
• Capability building: grow internal talent through coaching and hands-on work on live projects.

Leadership

• People management: lead, develop and motivate the Engineering and Procurement teams; set objectives, run performance reviews and build an accountable, high-performance culture.
• Technical leadership: act as PowerGen's senior technical authority on technology choices, engineering, design decisions and procurement and complex technical issues .
• Learning: capture lessons learned and benchmark costs, design performance and supplier outcomes, feeding these back into designs, pricing and processes.
• Senior representation: represent PowerGen technically with offtakers, utilities, regulators, lenders, independent engineers and suppliers.
• Leadership team: contribute to the relevant leadership team and to Group strategy.

Success Measures

• Proposal quality: preliminary designs and pricing delivered on time for bids, with capex estimates that hold within an agreed tolerance through to contract award.
• Technical delivery: projects move from screening to handover to construction on schedule, with complete, bankable technical packages and no unmanaged technical surprises at gate reviews or financial close.
• Procurement outcomes: EPC and OEM contracts awarded on plan, at or below budget, with risk allocation acceptable to lenders.
• Design and supplier performance: installed systems meet design performance, and contracted suppliers meet quality, delivery and warranty commitments.
• Clean handover: construction managers receive complete handover packs, with few design changes or claims arising from engineering or procurement gaps.
• Function build: Engineering and Strategic Procurement teams in place, with standards, procurement policy, tools and clear interfaces adopted across projects.
• Team leadership: team members developing to lead workstreams independently; healthy engagement and retention; key hires made on plan.

Competencies

• Ability to run autonomously with a business line or major client account and take full technical accountability for its projects.
• Proven track record leading the engineering of solar PV and BESS projects (and ideally hydro, grids or mini-grids) from concept through detailed design to construction.
• Strong practical understanding of MV/LV distribution networks including design, construction and operations..
• Strong command of preliminary design, system sizing, energy yield modelling and capex / opex estimation for proposals and pricing.
• Proficiency in relevant engineering software, including HOMER, PVsyst, HelioScope, ETAP/DIgSILENT PowerFactory and AutoCAD.
• Hands-on experience running EPC and OEM tenders and negotiating supply, EPC and O&M contracts, including warranties, performance guarantees and risk allocation.
• Sound understanding of project bankability and lender technical requirements, including working with independent engineers.
• Good knowledge of relevant codes and standards, grid interconnection requirements and HSE in design.
• Demonstrated management and leadership: building and leading technical and procurement teams, hiring and coaching, and managing consultants and budgets.
• Builder mindset: experience setting up standards, processes, governance and tools in a growing organisation.
• Solid understanding of project development and commercials, including PPA structures, tariffs, project economics and how technical choices affect bankability and returns.
• Commercial judgement and the ability to balance cost, quality, schedule and risk in design and procurement decisions.
• Senior stakeholder management with offtakers, utilities, regulators, lenders and suppliers.
• Excellent written and verbal communication in English; French a strong advantage.

Qualifications

• Bachelor's or Master's degree in Electrical, Mechanical, Civil or Energy Engineering, or a related field. Professional engineering registration is an advantage.
• 10–15 years' experience in engineering and / or procurement for energy or infrastructure projects, of which at least 5 years in a lead engineering or technical manager role, with exposure to project development and commercial negotiations.
• Demonstrated hands-on experience in engineering design and technical delivery of solar PV, BESS and hybrid power systems.
• Experience in EPC procurement, technical-commercial evaluations, contract negotiations and management of suppliers and contractors.
• Experience in MV/LV distribution network design and integration of distributed generation.
• Multiple renewable energy projects taken from design through procurement to construction, including large-scale (10 MW+) projects.
• At least 3 years managing teams with direct reports, as well as budgets and consultant or supplier portfolios.
• Experience in Sub-Saharan Africa or other emerging markets; DRC or francophone Africa experience an advantage.
• Experience with mining / industrial offtakers, C&I, hydro, or mini- / metro-grids an advantage.

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Purpose

PowerGen is expanding into large-scale generation and grid projects for mining, industrial and utility-scale offtakers in Sub-Saharan Africa. The Head of Project Development has two mandates:

• Develop / Deliver: lead the development of PowerGen’s large-scale solar PV + storage projects (and other technologies) from award through to financial close.
• Build / Lead: establish and lead a mature project development function (team, processes, governance and tools) so that PowerGen can develop large-scale projects repeatedly and at scale.

Key Responsibilities

Lead development of large-scale projects (award to financial close)

• Development lead: own and be accountable for the development of each of PowerGen’s large-scale projects from award to financial close, within budget and on timeline. 
• Workstreams: lead and integrate across development workstreams: PPA / commercial, EPC and O&M, technical / design, regulatory and permitting, tax, grid interconnection, land, environmental & social (E&S), and overall project governance and risk management (see preliminary RACI in Annex).
• Development plan and schedule: develop and own integrated development plans and critical path to financial close / COD
• Development budgets: set and secure approval for development budgets; own spend against budget.
• Consultants and advisors: be responsible/accountable for selection, contracting and management of consultants and service providers across workstreams (technical, legal, E&S, grid, tax, etc.), holding them to scope, quality, timeline and cost.
• Risk: lead identification of development risks early, define and implement mitigation strategies, maintain project risk registers, and escalate material issues.
• Bankability: keep projects bankable from award to financial close (e.g., appropriate risk allocation across contracts and counterparties, consistency across the project agreements, risk mitigation, permits and approvals, offtaker credit support).
• Project agreements: Lead / support (TBD) negotiation and documentation of project agreements (PPA, EPC, O&M, land, grid, JV/partners).
• Financing: support debt and equity raising together with the Investments team (lender and investor due diligence, financial model inputs, information packs and satisfaction of conditions precedent).
• Business development: support business development in securing new large-scale awards through development feasibility, project structuring and input to proposals and pricing.
• Handover: ensure a complete, well-documented handover to Implementation and Asset Management at financial close.

Build a mature project development function

The role holder will build PowerGen’s dedicated project development function and formal development process for large-scale projects, including:

• Team: define the target structure and resource requirements for the project development team and phase hiring in line with the pipeline.
• Capability building: grow internal talent through training, apprenticing on live projects and coaching; spread development know-how across BD, Engineering, Strategic Procurement, Project Execution / Implement, Operations / Asset Management.
• Development process: design and implement a stage-gated development process with gate criteria, deliverables and investment committee touchpoints.
• Governance: set up and lead project governance (e.g. decision rights/accountability (RACI), reporting cadence, risk monitoring / mitigation framework, approval of development spend at each gate).
• Partner and supplier ecosystem: build a pool of pre-qualified advisors, consultants, etc.; put framework agreements in place where useful.
• Interfaces: define how Project Development works with BD, Investments / Finance, Engineering, Implementation / Project Execution, Strategic Procurement, Legal and Asset Management / Operations.
• Tools and templates: build and maintain a standard toolkit through development of priority projects listed above; i.e. not as a separate exercise (e.g., development plans / schedules, risk registers, due diligence checklists, CP trackers, term sheets / contract templates)

Development leadership

• Strategic oversight: provide oversight across the large-scale development portfolio; prioritise resources and development capital across projects.
• Development strategy: shape key development choices, e.g., EPC / contracting strategy (e.g., full wrap vs. multi-contract), early works decisions, procurement approach, PPA structuring and negotiation tactics, financing structure and local partnering.
• Market insight: bring market intelligence (e.g., regulation, costs, competitors, lender and investor appetite) into PowerGen’s strategic and investment decision-making.
• Senior representation: represent PowerGen with offtakers, governments, regulators, utilities, lenders, investors and partners.
• Learning: capture lessons learned and benchmark development costs and timelines, feeding these back into strategic decisions, processes and pricing.
• People management: lead, develop and motivate the project development team; set objectives, run performance reviews and build an accountable, high-performance culture.
• Leadership team: contribute to the Commercial & Development leadership team and to Group strategy

Success Measures

• Project delivery: priority large-scale projects developed from award to financial close on time and within approved development budgets.
• Bankability: projects remain bankable from award through to financial close (e.g., appropriate risk allocation across contracts and parties, budget discipline, and regulatory approvals secured on plan).
• Risk management: material development risks identified early and mitigated, no unmanaged surprises at gate reviews or financial close.
• New awards: effective support to BD in securing new large-scale pipeline.
• Function build: a performing project development team in place, with a formalised development process, governance and tooling adopted across projects, and clear, working interfaces in place with other teams / functions.
• Team leadership: team members developing to lead workstreams and projects independently; healthy engagement and retention, key hires made on plan.
• Strategic contribution: clear, timely recommendations on development strategy (contracting, PPA, financing structure) that are adopted at management/IC level and improve project outcomes.

Competencies

• Proven track record as lead developer of large-scale solar PV and/or BESS projects taken to financial close, including project-financed transactions with DFIs and/or commercial lenders.
• Hands-on command across development workstreams: PPA, EPC / O&M, technical, grid interconnection, land, permitting, E&S (IFC Performance Standards), tax and regulatory.
• Strong commercial and negotiation skills (PPA structuring, EPC / O&M contracting and risk allocation across project agreements).
• Sound understanding of project bankability drivers and standards.
• Demonstrated management and leadership: building and leading teams, hiring and coaching, and managing consultants and development budgets.
• Builder mindset: experience setting up processes, governance and tools in a growing organisation.
• Strategic thinking and sound judgment; credible input into senior and investment decisions.
• Senior stakeholder management with governments, regulators, utilities, mining / industrial offtakers, lenders and investors.
• Entrepreneurial and hands-on; comfortable in dynamic, ambiguous environments.
• Excellent written and verbal communication in English; French a strong advantage.

Qualifications

• Bachelor’s or Master’s degree in Engineering, Finance, Business, Law, Renewable Energy or a related field.
• 10–15 years’ experience in energy or infrastructure project development, of which at least 5 years in a lead developer or development management role.
• Multiple large-scale (50 MW+) renewable energy projects taken to financial close.
• At least 3 years managing teams with direct reports, as well as development budgets and consultant portfolios.
• Experience in Sub-Saharan Africa or other emerging markets; DRC or francophone Africa experience an advantage.
• Experience with mining / industrial offtakers, hydro, or mini- / metro-grids an advantage.