Lourenço Barbosa – GC Powerlist
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Portugal 2026

Energy and utilities

Lourenço Barbosa

General counsel | Hyperion Renewables

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Portugal 2026

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Lourenço Barbosa

General counsel | Hyperion Renewables

Major legal advisors: PLMJ, CMS, Linklaters, Uría Menéndez

Jurisdictions your role covers: Portugal, Spain and Romania

 

What are the most significant cases or transactions that your legal team has recently been involved in?

Over the past year, I have led and coordinated a number of high-value transactions across the renewable energy and digital infrastructure sectors, acting as sole General Counsel for Hyperion in Portugal, Spain and Romania.

This has included leading the refinancing of a large-scale renewable energy portfolio in Portugal (Project Theia), with a total value of approximately €200mn, involving international infrastructure investors and a syndicate of leading European and Portuguese banks. I acted as lead in-house counsel, coordinating external advisers, negotiating financing and security documentation, and ensuring alignment between lender requirements and the company’s broader development strategy.

I also played a central role in Project EOS, a complex equity transaction involving the entry of Mirova (Natixis group) into the group’s holding structure, with an overall investment of approximately €120mn. In this context, I led the coordination of external advisers and managed the structuring, negotiation and completion of the key transaction documents, including the SPA, SSA and SHA, covering governance, reserved matters, incentive mechanisms and amendments to the group’s corporate framework, as well as supporting the ongoing relationship with the investor.

In parallel, I have led multiple project finance transactions for solar, wind and battery storage assets, typically ranging between €50mn and €150mn, involving tier-one Portuguese and international lenders. This work has included the legal structuring and negotiation of financing, security and intercreditor arrangements, as well as leading the financing of Hyperion SGPS with Incus at holding level—structured without external advisers—and the financing of Project Cavaleira with external counsel, ensuring full alignment with the group’s investment strategy.

I have also been responsible for the structuring and negotiation of the sale and subsequent repurchase of renewable energy projects with Aquila, coordinating all legal workstreams related to project-level M&A, including transaction documentation, risk allocation and interaction with advisers.

A further key highlight has been the negotiation of an innovative long-term hybrid (solar and PV) Power Purchase Agreement with Repsol, where I led both the legal and commercial structuring of the offtake arrangements, a critical bankability component for the underlying projects and a key interface between sponsors, lenders, advisers and the offtaker.

In addition, I have been closely involved in the structuring and negotiation of complex EPC, BoP and long-term O&M agreements for large-scale renewable energy projects, including solar, wind and hybrid assets. This has involved negotiating contractor frameworks and direct agreements with lenders, as well as long-term service arrangements with leading suppliers such as SAFT and Vestas, addressing bankability requirements, performance regimes, liquidated damages, interface risk, insurance and step-in rights.

Alongside these activities, I have provided strategic legal support to the company’s data centres platform, including land structuring, permitting, grid connection arrangements and negotiations with public authorities, energy providers and private counterparties in connection with the development, acquisition and sale of these projects.

 

What do you value most in external advisers working alongside your team: sector knowledge, responsiveness, innovation, or something else? 

I value advisers who combine strong sector knowledge with commercial awareness and responsiveness. The ability to clearly prioritise risks, propose practical solutions and work seamlessly with in‑house teams is essential. I also place significant importance on advisers who understand the broader business context and who can anticipate issues rather than simply react to them.

 

In what ways has technology or process innovation changed how your legal team operates? 

As a one‑person legal team supporting a fast‑growing company, efficiency is critical. I rely heavily on digital document management, on digital integration/colaboration with project managers (trought Notion AI and Teams), and on technology/AI tools (such as Co-Pilot, Claude and Spellbook). This allows me to manage a high transaction volume in a quick and efficient way (without compromising on legal rigour or responsiveness).

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