Frequently asked question
How does BTR3 combine with Turnkey?
Turnkey centralizes the project's development and construction up to the handover of a space ready to use. BTR3 adds the option of paying for that investment in installments, bringing the construction and the financial structure into the same contract.
Turnkey and BTR3 solve different problems and complement each other. Turnkey deals with the build: CH3 takes on development and construction until it hands over a space ready to use. BTR3 deals with capital: it lets you pay for that investment in installments over up to 60 months. Together, they bring every stage of the project, technical and financial, under a single contract.
What each model delivers
Under the Turnkey model, CH3 takes end-to-end responsibility for the project and delivers the high-end space ready to operate. This reduces the number of parties the client deals with and puts a single party in charge of managing engineering risk.
With BTR3, engineering and CH3's own capital are in the same contract. The client company doesn't need to arrange bank financing, and short-term capex turns into long-term opex, with the space generating revenue before it is paid off.
Advantages of the combination
According to the article, combining the two models ensures speed, rigorous mitigation of engineering risk and financial predictability. For companies looking for efficiency, the advantages include:
- Credit autonomy: no more depending on slow, traditional bank approvals.
- Cost efficiency: competitive terms that keep the build moving smoothly and without interruption.
- Freedom from engineering risk: CH3 takes end-to-end responsibility, shielding the client from technical surprises and budget overruns.
In practice
For the client company, the combination means a single contract that covers design, construction, delivery and payment terms. There is no separate financing to negotiate and no second supplier to coordinate. The build moves forward with predictable cost and schedule, and the spending follows the space's operation instead of preceding it.
That is the logic the article describes when it says that engineering, paired with smart financial thinking, stops being a cost center and becomes the driver of corporate progress.
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