Industries We Serve

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Alpha Consulting US provides enterprise-level valuation and economic viability advisory for capital-intensive, mission-critical industries where traditional appraisal, transaction pricing, and simple EBITDA-multiple thinking are insufficient.

We work upstream of transactions — before capital is irreversibly committed and before assumptions harden into sunk costs.

Our focus is not pricing deals, but determining whether enterprise value can survive across time, risk, policy, and capital commitment.

Our work concentrates on industries where:

• capital is deployed in large, irreversible stages
• policy, power, or supply-chain constraints shape economics
• operating status does not guarantee financial survivability
• valuation errors are expensive and often unrecoverable
   

Data centers are among the most capital-intensive and power-constrained assets in the modern economy. Their value is driven less by real estate metrics and more by power availability, capital recovery, and after-tax cash-flow survivability.

We advise on data centers where:

• power availability is constrained or uncertain
• grid interconnection and PPAs determine timing and value
• depreciation materially affects enterprise cash flow
• operating status does not guarantee economic viability
   

Our data center work includes:

• enterprise valuation for owner-operated and entity-owned platforms
• valuation under power, grid, and timing constraints
• cost segregation (infrastructure), provided as a separate engagement and informed by after-tax, entity-level valuation economics
• capital-stage modeling across alternative power and utilization paths
• pre-valuation assessment when enterprise survivability is still uncertain
   

Our work answers a question transaction pricing does not:

Can this data-center enterprise economically survive across power risk, time, and capital commitment?
 

Once enterprise viability is established, power economics often become the decisive value driver.

We provide valuation and economic analysis for:

• gas-backed and dispatchable generation
• power purchase agreements (PPAs)
• on-site and behind-the-meter generation
• power-driven cash-flow sensitivity within enterprise DCF models
   

Power is treated as a primary economic input, not a utility assumption.

Nuclear projects introduce policy-gated timelines, capital staging risk, and long-horizon survivability challenges that traditional valuation methods cannot capture.

Our nuclear work focuses on enterprise economics, including:

• pre-capital viability assessment
• development-phase value-in-progress analysis
• capital survivability and downside protection
• long-term obsolescence and policy risk
   

Nuclear valuation is approached as capital economics, not academic modeling.

We advise on large-scale industrial and manufacturing investments where plant location, power, labor, incentives, and policy alignment determine long-term value.

This includes:

• Semiconductor manufacturing & fabs
• Battery, EV, and energy-storage manufacturing
• Advanced materials and precision manufacturing
• Shipbuilding, heavy industrial, and maritime assets
   

In these sectors, value is shaped by:

• greenfield vs. brownfield development risk
• incentive durability and compliance
• supply-chain localization requirements
• capital recovery under demand volatility
• long ramp-up and yield-stabilization periods
   

Our role is to determine whether industrial scale and policy support translate into sustainable enterprise economics — not merely capacity expansion.

Some projects are simply not yet valuation-ready.

Our pre-valuation assessment determines:

• whether enterprise value can meaningfully exist
• which assumptions remain conditional
• whether capital commitment should proceed
• when valuation becomes defensible
   

This work replaces traditional “feasibility studies” and is applied selectively when uncertainty is structural and capital at risk is large.

When foreign direct investment is involved — particularly Korea, Japan, or Taiwan capital into U.S. infrastructure and industrial assets — capital is not treated as neutral funding.

We evaluate FDI as partner capital, addressing:

• priority repayment and preferential distributions
• capital survivability and downside allocation
• cross-border policy, control, and enforceability risk
• residual value available to domestic sponsors
   

This analysis is applied only when FDI is present.

Most advisory work asks:

“What is the asset worth if the enterprise continues?”
 

We ask:

“Does the enterprise economically survive across time, risk, and capital commitment?”
 

Our work emphasizes:

• enterprise value first, asset value second
• probability-weighted economics, not point estimates
• power, policy, and timing as primary drivers
• long-horizon thinking (10–30 years)
• independent judgment not tied to transaction outcomes
   

We work with clients who understand that:

• capital commitments are large
• uncertainty is structural
• prevention is cheaper than recovery
• not all projects should proceed
   

Typical engagements involve:

• boards and investment committees
• sponsors and platform developers
• institutional capital and SPAC-linked stakeholders
• utilities and energy authorities
• government and public-sector entities
   

At Alpha Consulting US, we help clients answer the hardest question before it becomes the most expensive one.

Valuation economics first.
Capital discipline always.