Warrington Road

Our Role

Our first step was to undertake a detailed review of the existing electrical infrastructure, assess the DNO’s proposed solution, and evaluate the risks associated with the delayed energisation timeline. Through early and proactive engagement with the DNO, we confirmed that no interim electrical supply was available and that the proposed 35m x 35m primary substation would carry considerable capital costs while removing developable land from the scheme.

Recognising the impact this would have on viability and delivery, we carried out a full technical appraisal of the network constraints and developed alternative strategies that had not been offered by the DNO. Our approach integrated technical analysis, programme awareness and commercial considerations, ensuring that all options were realistic, buildable, and aligned with Gladman’s objectives.

We subsequently led negotiations with the DNO, presenting evidence‑based alternatives and working collaboratively to reach an agreement that would unlock earlier supply. Throughout this process, we ensured that risk, deliverability and cost were fully understood by all stakeholders involved in planning, delivery and onward plot sales.

Technical Strategy and Negotiation

Through detailed modelling and supply‑route analysis, we identified both interim and long‑term capacity solutions that could be delivered without constructing a new primary substation. Our Engineering & Design specialists supported this process by validating the feasibility of revised supply routes, while our Project Delivery & Management experts ensured that the proposed strategy aligned with programme milestones and could be implemented within the development sequencing.

This work was supported by structured engagement with multiple parties, ensuring the DNO, client, planners and technical stakeholders remained coordinated throughout. Importantly, our approach preserved residential land that would otherwise have been allocated for substation use, providing additional development value for the client.

Managing Risk and Programme

A key element of our role was managing the substantial programme risk presented by the original 2.5‑ to 3‑year delay. Working closely with Gladman, we developed a revised delivery strategy that reduced uncertainty, ensured predictable energisation and provided a clear route to support plot sales and marketing activity.

By combining programme management, technical insight and negotiation, we were able to provide a solution that not only accelerated delivery but also aligned seamlessly with the planning and sales frameworks governing the development.