About Us

The genco difference

Genco Co-founder and Director Justin Sollitt shares his experience with what separates Genco and gives the Group its point of difference.

“Having completed dozens of projects internationally for a varied array of clients and many that were completed under a project recovery mandate – we consistently identify these key elements in our business that separates Genco from others in power projects:"

1. Genco are no-nonsense operators. The 'Red Adair' of power-gen is our reputation.
  • We bring to our clients the energy and drive of a results orientated owner-operator fixed term project team. We do not come to our clients as ‘wage earners’ looking for a job or a career.
  • We run on an entrepreneurial spirit that is instilled in all our people.
  • We are international but not corporate, completely devoid of any corporate buzzword speak and fluff.

    "Delivery - results - reputation - shareholder value - quality - happy team"  are words that we understand.

2. Genco have skin in the game through staking our reputation on a project delivery.
Whilst project management contractors are often cited as people with no skin in the game in favour of employees – the fact is we are normally taking as much risk on in a project as the client. This is because Genco's reputation is only as good as our last project – to stay in this business our projects have to be successful.

Projects delivered on budget to schedule, with a strong safety record is the only thing that ultimately counts - anything else is academic.


3. Genco are 
ultimately responsible for the overall project delivery to a fixed schedule and cost.
Whilst is is common to see a project managers resume highlighting involvement in 
flagship projects - there is a massive difference between involvement - and being ultimately responsible for delivery under a fixed cost/schedule.


4. Genco brings an equal balance of commercial and technical experience.
A very rare commodity as most people are biased towards either one or the other. Consistently we see technically orientated power project managers with little to no commercial experience. The fundamental requirement to validate a project commercially before making key technical decisions is often completely overlooked.


5. Technical qualifications are important, but experience is what really counts.
Another rare and valuable commodity is the experience to be able to turn a hand to every element of a project.
A good project manager should have this range of attributes and experience:
  • Operate consistently on a 'thin file' / low maintenance basis
  • Good people management skills and adaptability
  • Strong international experience, especially in third world regions
  • Run a construction crew pre-start
  • Front a media briefing
  • Project reporting to a Board or Energy Minister
  • Resolve an industrial dispute
  • Oversee a construction team
  • Liaise with stakeholder/shareholders
  • Administer a construction contract
  • Evaluate a tender bid
  • Understand project financials, ROI and project funding
  • Oversee and enforce good quality assurance + health & safety
  • Be able to negotiate heritage compliance and native title

6. Genco treats the clients money as if it's our own.

  • Fixed schedule and cost are at the core of every project.
  • Successful delivery and a result is the only thing that counts.
  • Genco shares a clients project risk. We are not 'no risk/not my department' operators always with our hand out.
    "Reluctance to commit, delays, the process becoming a business in itself, a schedule of NO - and all with high up front cost - seems to otherwise be the norm".

7. Genco are remote/site based. 
Whilst we are properly supported by head office - we never make the common mistake of running a project from there.


8. Genco are international but not corporate.
Decisions are made swiftly at an owner/operator level by project managers with their reputations on the line. 
Genco doesn't let a project stall through either bureaucracy, a lack of decisiveness or delegation upwards. 

  • Commitment to the project at owner/operator/shareholder level - Genco are ultimately staking their reputation on a successful project delivery.
  • All Genco personnel are experienced in business ownership and ‘hard dollar’ contracting. We understand intrinsically the importance of fixed schedule and cost.
  • Genco has an equally strong experience base and capability in the project commercials, project design, and project construction. All three are specialist elements in their own right and are rarely seen together by the same provider.
  • Genco has a strong commercial capability that only comes from extensive experience in business ownership and trading internationally - through all types of thick and thin.
  • Genco are highly effective in project contracts management and cost control - driven from on the ground at site, not in a head office. 
  • Being adaptable, Genco are comfortable in operating from the boardroom to the site office.
  • Genco bring solutions to the project, we don't come as part of the problem.
Justin Sollitt
Co-founding Director/Shareholder/Project Manager

 

“The world is full of Admirals who have never been to sea”