In this edition of New Energy Expert Insights, we sit down with Joanna Leigh, Country Manager of Quintas Energy Australia, to discuss five interventions during the development phase to ensure successful Asset Management.
Get to know Joanna
Joanna is the Country Manager of Quintas Energy Australia, which focuses on Asset Management, 24/7 control room activities spanning operations, bidding and trading, as well as development, construction management, and advisory services.
Quintas Energy Australia, part of the global Quintas Group, manages over 8GW of assets across the country. The team delivers specialised asset management, technical advisory, financial, analytics, and development services for solar PV and Battery Energy Storage System (BESS) installations. Quintas Energy Australia works closely with contractors, developers and investors to optimise asset performance and maximise returns for stakeholders.
Asset managers have valuable insights into the challenges that emerge during the operational phase of solar PV and BESS assets. Many of these challenges can, however, be addressed through careful planning during the development and procurement phases.
Drawing on experience managing renewable energy assets across Australia, Joanna sets out below five interventions to ensure successful asset management that will impact how projects perform over their 30-year lifespan.
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Design for Grid Compliance
It is becoming increasingly crucial to comply with rapidly evolving regulatory requirements, including generator performance standards (GPS).
We have found that, where developers integrate robust monitoring and compliance systems during a project’s design phase, assets are far better equipped to meet evolving standards. By embedding the appropriate infrastructure from the outset, developers can streamline future compliance processes and minimise the risk of costly retrofits or regulatory penalties.
Ultimately, building compliance infrastructure during a project’s design stage should be viewed as a strategic investment in long-term operational certainty.
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Selecting Fit for Purpose SCADA Systems
Not all SCADA systems deliver the same value to developers. From an asset management perspective, the true differentiators lie in functionality and data accessibility. A modern SCADA system should do more than simply monitor performance – it should actively enable operators to manage assets efficiently and respond to issues in real time.
In our experience, the most effective SCADA systems include remote alarming capabilities. This enables us, as operators, to provide the best service possible by responding promptly to events affecting production and performance. The best systems empower us to act decisively without relying on cumbersome manual processes.
Equally, accessible data analytics are essential for identifying and addressing underperformance quickly, which protects both production levels and revenue streams.
Developers who treat SCADA equipment selection as a key decision during the procurement phase lay a strong foundation for operational excellence throughout the life of their asset.
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Account for the True Cost of Operations
Operational requirements have evolved significantly in recent years, with cybersecurity, NER GPS compliance, and other ongoing regulatory obligation costs continuing to rise.
Developers who take a forward-thinking approach – recognising the evolving nature of operational costs in a maturing industry and accounting for them comprehensively – are better positioned for sustained commercial success and far fewer surprises down the track.
By building realistic operational cost projections into financial models at the development phase, developers can ensure their project remains commercially viable throughout its lifespan.
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Clearly Define Contractual Responsibilities and Scopes
Renewable energy projects are becoming more complex, particularly in the storage sector. BESS retrofits introduce a unique set of technical and commercial challenges, including integration risks and interface management. This complexity is compounded by a growing number of developers opting for split contract models. As projects become more complex, there is an increased risk of misalignment between developers and their contractors if responsibilities are not clearly defined.
From our experience, where stakeholder scopes, expectations, and responsibilities are clearly defined under contract, this builds mutual understanding and accountability across the project team. Taking the time to align these elements may prevent countless hours of renegotiation or dispute resolution later.
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Build Relationships Based on Partnership and Trust
Asset managers and contractors work together on the same project for decades. This means that building a strong relationship with your asset manager is a long-term investment that will pay off when inevitable challenges arise.
We have found that the most effective partnerships are built on transparency and open communication from day one. When we have early conversations about roles, expectations, and how we will work together, it creates a foundation of trust that lasts throughout the project lifecycle. The clients who share their goals and challenges openly allow us to deliver our best work.
At its heart, asset management is a people business. Yes, technology enables efficiency and helps us do our jobs better, but it is human partnership and collaboration that truly drive long-term performance. When each party is genuinely invested in achieving shared success, that is when projects really thrive.
The Hamilton Locke team advises across the energy project life cycle – from project development, grid connection, financing, and construction, including the buying and selling of development and operating projects. For more information, please contact Matt Baumgurtel.
