Our Experience

You are welcome to contact us for further details
on all projects or client references below.

Make wind energy profitable

At OutSmart we have a clear vision on how you ensure return on investment of wind energy projects for the long term. Over the years we developed a proven approach on how to maximize profit over a lifetime of 25+ years and ensure the integrity of your assets for optimal performance all the way.

Below is an overview of a selection of projects we were involved in and the role and kind of support we delivered. If you require more background information or references, please contact us for further details.


Offshore projects we have been involved in:


Source maps : WAB Windenergie Agentur


We developed a compliant and transparent operations management foundation.

For Trianel’s first offshore wind farm, we contributed to lay the foundation for operations: setting up IT systems, development of procedures and training of operations team members. Key elements of our 24/7 work for Trianel are the Permit To Work system, Wind park SCADA systems, Top-level SCADA for downtime allocation and the Asset Management Information System. This enables us to register all activities in a structured way to identify the areas for improvement and comply with contractual frameworks within the project.


We helped to align strategic objectives with technical and organizational requirements.

As an experienced contract & management strategist, we help several SPCs and consortia (names not disclosed) in setting up the full organisational and technical structure for offshore and onshore project tenders. From the development of detailed specifications based on strategic ambitions and objectives, to the review of bids to assisting with contract negotiations, we advised on the strategic issues and helped to develop the overall company policy and project team operating framework.


We designed a high-standard, efficient and effective operational management organisation.

The special purpose company WindMW trusted us to deliver tailored expertise and support during the offshore commissioning challenges of the 288MW Meerwind project. Also for the O&M organisation we delivered expertise in setting up the process landscape. During our collaboration we specified relevant processes and procedures and implemented these within WindMW’s engineering, operations and supply chain management organisation. We supported the continuous build-up of know-how in the Meerwind’s operations team. Together we realised an effective ramp-up phase of the windfarm operations without lengthy learning curves.


We helped to reduce risks and improved project control and quality assurance.

We contributed in the key issue of setting up the Quality Assurance and Control system, and extensive Quality Inspections on wind turbines, blades and the HV substation. Elaborated Inspection Test Plans (ITP) were key for both project control and quality control. For risk reduction, our support also included aligning crucial interfaces like non-conformance reporting, quality complaint procedures and project control, as well as technical feedback and specifications for future inclusion in contracts.


We helped to create a ‘winning’ business case and future-proof engineering strategy.

In course of the 2nd French Offshore tender for Le Tréport & Noirmoutier, we were part of the consortiums team of ENGIE and EDPR. Our focus was on the issues OEM negotiations and challenging of bid cost assumptions. After winning the concessions, we were asked to continue our work for the consortium. We assisted in setting up the ITT and finding the Owner’s Engineer for the de-risking phase; and in setting up the engineering strategy.


We developed risk-reductive and customised Service Level Agreements with O&M contractors.

In large wind assets, shareholders have invested considerable amounts, and very often are involved in contractual and operational issues in detail. In such cases, we were asked to assist at the end of term of an O&M contract period. Based on operational data, existing contracts and conditions, we carried out benchmarking by reversed cost calculation. Like this, negotiations for the following O&M contract period can be carried out with a clear position on organisation structure, pricing and risks involved.


We developed a platform for sharing and embedding knowledge, insights and practical experience.

During the collaboration within the 400MW project of Global Tech I, we were assigned to deliver in a wide variety of tasks and roles, both during the commissioning phase and operations preparation phase. From RDS-PP asset structuring for the transformer station (MOAB) towards WTG package management during commissioning. From operations strategy definition and operations handbook development towards process landscape implementation and O&M software specification. The collaboration created a platform for knowledge transfer and experience build-up as required during the challenging assignments within the Global Tech I project.


We eased the decision-making process on strategic and operational issues.

Already broadly active in the field of wind farm operations, our client was looking for ways to further structure and refine his work. Going through all possibilities and options in a Workshop environment set the route for the client’s decisions on how to continue. We learned that thinking abstractly in O&M models and corresponding process frameworks helps own positioning and fuels fruitful internal discussions at executive and team level.


We developed a future-proof HSE programme.

As integral member of the TenneT HelWin 2 team, over the full project duration, we took the role of HSE coordination: verifying the HSE performance of key suppliers, doing reviews and approvals, introducing a Safety Programme. Our key learning: to achieve safety targets in large complex projects adapting new technologies, collaboration with major contractors and key suppliers is of great importance.


We helped to improve the business case.

Poor energy yield calculations led to a systematic wind potential deficit in a 44 MW Onshore wind farm. We were asked by the investment fund to find solutions for cost reduction. Our approach was two-fold: on the income side, we took over wind power forecasting with own developed tools and integrated it with operations management, resulting in a 5% increase of electricity price compared to market price. On the cost side, we changed maintenance contracts from all-in to open, with coordination take-over of all service activities, resulting in a further very considerable maintenance cost decrease.