1. What Does a TEV Report Consultant Do and Why Does It Matter?

A TEV report consultant examines whether a proposed project is technically feasible, economically viable, commercially practical, and financially capable of meeting its obligations. The work becomes particularly important when a business approaches banks, financial institutions, NBFCs, or investors for substantial funding.

A project may look profitable on paper and still face serious problems once the lender starts examining the details.

For example, a manufacturing company may propose an expansion project with strong projected sales. The machinery quotations may be available, land may have been identified, and the promoter may be confident about market demand. But several questions remain. Is the proposed production capacity realistic? Are the projected sales achievable? Is the raw material supply dependable? Can the business generate enough cash to service the proposed debt?

This is where a TEV report consultant becomes relevant.

The purpose is not simply to prepare another document for the loan file. A properly conducted techno economic viability assessment looks beneath the numbers. It connects the technical side of the project with its commercial and financial assumptions.

A TEV report consultant may examine areas such as:

• Project location and infrastructure
• Proposed capacity and production process
• Plant and machinery requirements
• Technology selection
• Raw material availability
• Market demand and competition
• Estimated project cost
• Means of finance
• Revenue projections
• Operating expenses
• Cash flow
• Debt servicing capacity
• Financial ratios and sensitivity analysis
• Key project risks

The importance of this exercise is often understood only when a business enters the lending process. Promoters generally know their business very well. They understand their customers, suppliers, products, and industry conditions. A lender, however, has to look at the project from a different perspective.

The lender needs confidence that the assumptions supporting the proposed loan are reasonable.

Many business owners believe that preparing a DPR is enough for getting a loan. In reality, that rarely happens. A Detailed Project Report prepared by the promoter or a consultant is an important starting point, but banks may require an independent assessment before taking a large credit decision.

That is why the role of a TEV report consultant is often different from that of the person who originally prepared the project report. The consultant is expected to independently evaluate whether the project assumptions are practical.

This doesn't apply everywhere. Smaller loan proposals may not always require a formal TEV assessment. The requirement depends on the project size, lender policy, industry, risk profile, and complexity of the proposal.

I might be wrong here, but in many larger project finance cases, the quality of the independent assessment can influence how comfortably the lender proceeds with its appraisal.

For Frontline Consultants, which has more than 30 years of experience in financial and project advisory, TEV assessments are approached as part of the larger lending and project evaluation process. The work may involve reviewing technical feasibility, commercial assumptions, financial projections, project risks, and lender concerns together rather than treating each part as an isolated section.

Sometimes perfectly good projects get delayed because documentation was prepared in the wrong sequence. It still surprises me.

2. When Should a Business Hire a TEV Report Consultant?

A business should consider appointing a TEV report consultant when the proposed project involves significant capital investment, external borrowing, technical complexity, or a lender requirement for independent project assessment.

The most obvious situation is project funding.

Suppose an existing manufacturing company wants to establish a new production line and requires term finance from a bank. The company may have prepared its financial projections internally. The promoters may also have received machinery quotations and identified the expected market for the additional production.

But once the proposal reaches the lender, questions may arise regarding capacity utilisation, implementation timelines, working capital requirements, technology suitability, and projected profitability.

A TEV report consultant can review these assumptions before or during the lender appraisal process.

Another common situation involves greenfield projects. A promoter may be entering a new industry and seeking funding for land, building, machinery, and initial working capital. In such cases, the lender has limited historical operating data to rely upon. The viability assessment therefore becomes more dependent on the quality of the project analysis.

Businesses may also require a TEV report in situations involving:

• Manufacturing expansion or modernisation
• New industrial projects
• Solar and renewable energy projects
• Healthcare and hospital projects
• Warehouse and logistics developments
• Infrastructure projects
• Educational institutions seeking project funding
• Real estate and commercial developments
• Projects requiring consortium or multiple lender financing
• Existing projects facing financial stress or restructuring

Consider a solar project requiring lender approval. The revenue projections may look straightforward because of the expected power generation and tariff arrangements. However, the assessment can still involve questions around project implementation, equipment quality, generation assumptions, regulatory factors, and cash flow stability.

Similarly, a hospital project may have strong demand potential in a particular location. Yet a lender may still question the expected occupancy levels, specialist availability, operating costs, construction timeline, and time required to achieve stable revenue.

This is why hiring a TEV report consultant only after a lender raises multiple queries can sometimes create unnecessary pressure.

It is often more practical to identify weak assumptions earlier.

A promoter preparing a DPR before approaching banks can also benefit from independent review. If the project cost is understated, implementation expenses are missing, or working capital requirements have been calculated incorrectly, the problem may emerge later during credit appraisal.

And then everyone has to go back to the beginning.

Frontline Consultants works with businesses, promoters, lenders, and financial institutions on project advisory and financial consulting assignments where the objective is to make the project assessment more realistic and suitable for lender evaluation.

3. How a TEV Report Consultant Evaluates Technical Feasibility

Technical feasibility is one of the central parts of a techno economic viability assessment, particularly for manufacturing, infrastructure, energy, and industrial projects.

A TEV report consultant generally begins by understanding what the project is actually trying to establish.

This sounds obvious, but project documentation sometimes describes the investment without clearly connecting all the components. The proposed capacity may be mentioned separately from machinery specifications. Production estimates may not fully match the installed capacity. Implementation timelines may not reflect the actual construction and commissioning requirements.

Technical feasibility involves bringing these pieces together.

For a manufacturing project, the assessment may examine the proposed production capacity, manufacturing process, technology, machinery requirements, utilities, manpower, raw material availability, and infrastructure.

Take the example of a food processing unit planning an expansion. The company may propose to double production capacity based on expected market demand. A TEV report consultant may examine whether the existing supply chain can support higher raw material procurement and whether the proposed machinery can realistically deliver the projected output.

Technical viability is not simply about checking whether machinery can be purchased.

The technology must also suit the scale and operating requirements of the project.

In industrial projects, the consultant may consider:

Area	Questions Commonly Examined
Plant capacity	Is the proposed capacity practical for the market and project size?
Technology	Is the technology suitable for the intended operations?
Machinery	Does the proposed machinery support the planned output?
Raw materials	Are required inputs reasonably available?
Utilities	Are power, water, fuel and other requirements considered?
Location	Does the location support logistics and operations?
Implementation	Is the proposed project timeline realistic?

A warehouse expansion may involve a different technical approach. The assessment could focus on location suitability, construction specifications, storage capacity, logistics access, operational requirements, and expected utilisation.

For a hospital, technical feasibility may involve reviewing the proposed infrastructure, equipment, number of beds, departments, implementation schedule, and operational planning.

The technical review also helps identify whether the project cost assumptions are realistic. Underestimating civil construction, installation, pre-operative expenses, contingencies, or infrastructure requirements can create funding gaps later.

This is one of the more frustrating issues in project financing.

A project may receive sanction based on a certain cost structure, but actual implementation can require additional funds because the original estimates did not capture the full requirement.

A good TEV report consultant does not necessarily eliminate every future risk. That would be unrealistic. The objective is to identify assumptions that need closer examination before large amounts of debt and promoter capital are committed.

4. Assessing Market Demand and Commercial Viability

Technical feasibility alone does not make a project viable.

A manufacturing plant may have modern machinery and sufficient capacity, but the project still needs customers. A hospital may have excellent infrastructure but insufficient patient volumes. A warehouse may be constructed in a suitable location but fail to achieve expected occupancy.

Commercial viability therefore becomes an important part of the work performed by a TEV report consultant.

The assessment generally looks at the market environment supporting the project. This can include industry demand, target customers, competition, pricing assumptions, capacity utilisation, and expected revenue generation.

The purpose is not to predict the future perfectly. No consultant can do that.

Instead, the focus is on whether the assumptions used for the project are reasonable in the context of available information.

For example, a manufacturing company may project that its new facility will operate at 80 percent capacity shortly after commencement. The consultant may question how that utilisation level will be achieved. Does the company already have an established customer base? Are purchase orders available? Is the market growing sufficiently? Will the new capacity replace existing imports or compete with established suppliers?

These questions can materially affect the financial projections.

A TEV report consultant may also examine pricing assumptions. Businesses sometimes prepare revenue estimates by applying expected production volumes to current market prices. However, market prices can change, competition may increase, and actual sales may take time to build.

Capacity utilisation is another important consideration.

A new project generally does not operate at full capacity immediately. The time required to establish production, develop customers, stabilise operations, and achieve planned efficiency should be reflected realistically.

I have seen project projections where every operational year looked unusually smooth. Real businesses rarely behave that way.

Commercial viability is especially important for projects entering new markets. An established company expanding into a familiar product category may have different risks compared with a first-time promoter entering an unfamiliar industry.

For a solar project, commercial viability may depend on the revenue framework, power purchase arrangements, generation estimates, payment patterns, and operating assumptions.

For a hospital project, the commercial analysis may consider the local healthcare requirement, catchment area, competing facilities, occupancy assumptions, specialist services, and the expected time required to build a patient base.

A TEV report consultant helps convert broad market expectations into assumptions that can be examined within the financial model.

That connection matters because optimistic sales projections often flow directly into cash flow projections and debt servicing estimates.

If the commercial assumptions are weak, the financial model may appear stronger than the actual project.

5. Financial Analysis and Project Viability in a TEV Report

The financial analysis is where the technical and commercial assumptions begin to show their real impact.

A TEV report consultant examines whether the proposed project can generate sufficient financial returns and cash flows to operate successfully and meet its debt obligations.

This usually involves reviewing the project cost and means of finance first.

The total project cost may include land, building, plant and machinery, installation, preliminary expenses, contingencies, margin money for working capital, and other project-related expenditure. The proposed funding structure may include promoter contribution, term loans, unsecured loans, internal accruals, or other sources.

The first concern is whether the funding structure is adequate.

A project may appear financially viable while still facing implementation difficulties because the promoter's contribution is insufficient or certain costs have been overlooked.

The TEV report consultant then reviews projected revenue and operating costs. This may include production volumes, selling prices, raw material costs, employee expenses, power costs, administrative expenditure, maintenance, and other recurring expenses.

The key question is simple.

Will the project generate enough cash?

Financial viability assessment may examine indicators such as:

• Profitability projections
• Cash accruals
• Debt service coverage ratio
• Internal rate of return
• Break-even analysis
• Projected balance sheet position
• Working capital requirements
• Interest servicing ability
• Sensitivity to changes in sales or costs

For an MSME seeking working capital and expansion finance, this analysis can become particularly important. The company may have profitable operations but still experience cash flow pressure because customer payments are delayed or inventory levels increase.

Profitability and liquidity are not always the same thing.

A business can show accounting profits and still struggle to meet loan instalments on time.

This is why working capital assessment matters in project viability. A TEV report consultant may examine how much cash will remain tied up in receivables, inventory, and operating requirements as the project grows.

Sensitivity analysis is also useful.

Suppose a manufacturing project expects annual sales of a particular volume. What happens if capacity utilisation is lower than expected? What if raw material prices increase? What if the project is delayed by six months?

The answers can help lenders and promoters understand the margin of safety available in the project.

No project is completely risk-free. The objective is not to make the TEV report look perfect. In fact, an unrealistically perfect financial projection can sometimes create more questions.

Frontline Consultants brings together more than 30 years of experience across techno economic viability reports, lenders independent engineer services, detailed project reports, debt restructuring, credit syndication, enterprise valuation, asset valuation, bank liaison, project advisory, and business financial consulting.

For businesses seeking substantial project funding, the value of a TEV report consultant often lies in asking questions before the lender asks them. A realistic assessment can help promoters understand their own project better, identify documentation gaps, and present the proposal in a form that is more suitable for credit appraisal.

Because once the project reaches the sanction stage, correcting basic assumptions becomes considerably more difficult.

6. Why Banks and Lenders Rely on an Independent TEV Report Consultant

Banks and financial institutions do not look at a project in the same way as a promoter.

A promoter sees the opportunity, the market potential, the existing relationships, and the future of the business. A lender has to look at the same project and ask a different set of questions. What happens if the project takes longer than expected? What if sales do not reach the projected level? Will the borrower have enough cash to service the debt? Is the proposed project cost realistic?

This is one reason lenders often rely on an independent TEV report consultant.

The word independent matters here.

The promoter may prepare a Detailed Project Report to explain why the project should be funded. The lender may then require an independent techno economic viability assessment to evaluate whether the assumptions made in that report are reasonable.

These are not necessarily competing documents. They serve different purposes.

A lender is responsible for deploying funds that need to be recovered over time. Before approving a large term loan or project finance facility, the bank's credit team may need greater clarity on technical feasibility, commercial prospects, implementation requirements, projected financial performance, and project risks.

An independent TEV report consultant can provide an external assessment of these areas.

Consider a company planning a manufacturing expansion with a project cost of several crores. The promoter may estimate that the additional facility will achieve 70 to 80 percent capacity utilisation within the first few years. Revenue projections may appear attractive, and the proposed loan may seem serviceable.

But a lender may still want answers.

Is there enough market demand to support this capacity? Has the company considered the time required for installation and commissioning? Are working capital requirements adequately estimated? Can the project survive if sales are lower than projected?

This is where the TEV assessment becomes part of the larger credit appraisal process.

Independent Assessment Helps Lenders Test Assumptions

One of the practical reasons banks appoint or rely on a TEV report consultant is to test the assumptions behind a project.

Financial projections are only as reliable as the assumptions used to prepare them.

If projected sales are too high, future cash flows may also be overstated. If the project cost is underestimated, the funding requirement may be higher than anticipated. If implementation timelines are unrealistic, interest during construction and other costs may increase.

The consultant may review these assumptions independently and highlight areas requiring clarification.

This does not mean every TEV report has to disagree with the promoter.

That is another common misconception.

An independent assessment is not supposed to find faults merely to prove independence. If the promoter's assumptions are reasonable and properly supported, the assessment may support them. The role is to examine them objectively.

For lenders, this can provide an additional level of comfort while evaluating a complex proposal.

Banks Need More Than Financial Projections

A common mistake is to assume that project funding depends mainly on projected profitability.

It does not.

A project may show attractive profits after commissioning, but the bank also needs to understand how the project will reach that stage. Technical execution, procurement, construction, approvals, raw material arrangements, market development, and working capital requirements can all affect the financial outcome.

A TEV report consultant brings these aspects into the overall assessment.

For example, a hospital project may project strong revenue based on expected patient volumes. The financial model could show adequate profitability and debt servicing capacity.

However, the lender may also need to consider how long the hospital will take to achieve those occupancy levels. Specialist recruitment, operational readiness, competition, and patient acquisition can affect the early years of operation.

Similarly, a solar project may have predictable revenue assumptions, but lenders may still examine implementation risks, generation estimates, equipment quality, operational costs, and the strength of contractual arrangements.

The financial model cannot be separated from the actual project.

TEV Reports Can Support Credit Appraisal

Banks have their own credit teams, technical teams, and appraisal processes. The exact approach varies across institutions.

This doesn't apply everywhere.

Some lenders may conduct significant internal technical and financial analysis. Others may rely more heavily on external specialists for large, specialised, or technically complex projects. The requirement can also depend on the size of the exposure and internal credit policies.

Still, an independent TEV report consultant can support the lender by providing a structured assessment of the project.

The report may help identify:

• Major assumptions requiring further validation
• Technical or implementation concerns
• Gaps in project cost estimates
• Commercial risks
• Weaknesses in projected cash flows
• Debt servicing concerns
• Sensitivity to adverse changes
• Documentation gaps

For the borrower, a well-prepared assessment can also reduce repeated questions during the lending process.

Not always, of course. Banks may still have additional requirements.

But a properly prepared TEV report can help present the project with greater clarity.

7. Common Problems Found During TEV Report Assessments

Businesses often assume that the biggest issue in a project funding proposal will be insufficient collateral or promoter contribution.

Those are important factors, but a TEV report consultant may find problems much earlier in the project documentation.

Sometimes the issue is simply that different parts of the proposal do not match.

The capacity mentioned in the DPR may not align with the machinery configuration. The financial projections may assume revenue that requires a higher production level than the proposed plant can achieve. Working capital calculations may be based on a different sales level.

These inconsistencies are more common than many promoters realise.

Unrealistic Capacity Utilisation

One of the frequent concerns in project assessments relates to capacity utilisation.

A new manufacturing unit may project high utilisation soon after commencement because the promoter is confident about market demand. Confidence is important, but lenders generally need the assumptions to be supported by practical considerations.

A TEV report consultant may examine the existing customer base, order pipeline, industry demand, competition, and the time required to stabilise operations.

In some industries, gradual capacity utilisation is more realistic.

Starting with lower utilisation does not automatically make the project unattractive. Sometimes a realistic ramp-up actually makes the financial projections more credible.

Underestimated Project Cost

Another common issue is an incomplete project cost.

Promoters may focus on major expenditure such as land, building, and machinery while underestimating smaller but significant costs. These can include installation, utilities, infrastructure development, pre-operative expenses, contingencies, or interest during the implementation period.

The individual amounts may not appear significant at first.

Together, they can create a funding gap.

Once the project is under implementation, arranging additional funds becomes more complicated. The borrower may need additional promoter contribution, supplementary borrowing, or changes in the funding structure.

A TEV report consultant therefore reviews whether the total project cost reasonably reflects the proposed scope of work.

Weak Working Capital Assessment

Working capital is another area where businesses can become overly optimistic.

A manufacturing company may estimate working capital based on expected production costs but fail to fully consider the credit period given to customers. If receivables remain outstanding for several months, the business may require substantially more funds to continue operations.

An MSME can be profitable on paper and still face regular cash shortages.

This is not unusual in Indian business conditions, particularly where payment cycles are longer than originally expected.

A proper assessment considers inventory, receivables, payables, operating cycles, and expected business growth.

Financial Projections That Look Too Perfect

Some project reports contain projections that increase steadily every year with almost no disruption.

Revenue rises.

Margins remain stable.

Costs stay under control.

Debt servicing is comfortable throughout.

It looks nice. Real life does not always cooperate.

A TEV report consultant may examine whether the assumptions behind such projections are reasonable. This does not mean that every project must show poor performance. It simply means the financial model should acknowledge realistic business conditions.

Sensitivity analysis becomes useful here.

What happens if sales are lower? What if raw material costs increase? What if project commissioning is delayed?

The answers matter.

Documentation Prepared in the Wrong Sequence

Sometimes the underlying project is good, but the documentation process creates unnecessary delays.

For example, the promoter may prepare financial projections before finalising machinery specifications. Later, the actual machinery cost changes and the entire project cost structure has to be revised.

Or the lender may request an independent assessment after the DPR has already been prepared using assumptions that are difficult to support.

This can lead to repeated revisions.

Sometimes perfectly good projects get delayed because documentation was prepared in the wrong sequence. It still surprises me.

An experienced TEV report consultant can help identify such gaps during the assessment process and bring greater consistency between the technical, commercial, and financial components.

8. How Different Industries Use TEV Reports for Project Funding

The purpose of a TEV report remains broadly similar across industries. The project needs to be examined from technical, commercial, and financial perspectives.

However, the actual areas of focus can differ significantly.

A TEV report consultant assessing a manufacturing project will not approach it in exactly the same way as a hospital or solar project.

Manufacturing Projects

Manufacturing companies frequently require TEV assessments for expansion, modernisation, new plants, and capacity additions.

The assessment may involve:

• Proposed production capacity
• Manufacturing process
• Plant and machinery
• Raw material availability
• Utility requirements
• Market demand
• Capacity utilisation assumptions
• Revenue projections
• Operating margins
• Working capital requirements

For example, a company manufacturing industrial components may plan to establish a larger facility. The lender may need to understand whether the additional production capacity is supported by expected customer demand and whether the business can generate sufficient cash flow to service the proposed loan.

Infrastructure Projects

Infrastructure projects can involve long implementation periods and substantial capital expenditure.

The assessment may therefore place significant emphasis on project execution, construction schedules, cost estimates, funding arrangements, expected revenue, and risks associated with delays.

An independent TEV report consultant may help lenders and promoters examine whether the proposed project structure is workable from both operational and financial perspectives.

Solar and Renewable Energy Projects

Solar projects involve a different set of considerations.

Technical performance, equipment selection, expected power generation, implementation timelines, operational costs, and revenue arrangements can all influence project viability.

The financial model may appear straightforward, but the underlying assumptions still need careful review.

Lenders may want to understand how changes in generation levels, project delays, or other operational factors could affect debt servicing.

Healthcare and Hospital Projects

Hospital projects often require significant investment before revenue begins.

The financial viability depends on factors such as location, infrastructure, medical services, patient volumes, occupancy levels, specialist availability, and operating costs.

A TEV report consultant may examine whether projected revenue is consistent with the proposed scale and operating plan of the hospital.

Healthcare projects can take time to stabilise. Assuming immediate high occupancy without adequate justification may weaken the credibility of the financial projections.

Warehousing and Logistics Projects

For warehousing projects, location and commercial demand can become particularly important.

The assessment may consider connectivity, catchment areas, storage requirements, occupancy expectations, lease arrangements, operational costs, and projected cash flows.

A warehouse with good construction quality may still struggle commercially if demand assumptions are weak.

Industrial Restructuring and Stressed Projects

TEV assessments can also become relevant when an existing industrial borrower is facing financial difficulty.

In such situations, the focus may shift from evaluating a proposed new project to understanding the viability of the existing operations.

The lender may need to know whether the business can recover under a revised debt structure.

A TEV report consultant may examine the operating model, financial position, cash generation ability, future business assumptions, and potential risks.

Not every stressed company is fundamentally unviable. At the same time, restructuring debt does not automatically solve operational problems.

That distinction is important.

9. Choosing the Right TEV Report Consultant for Your Project

Selecting a TEV report consultant should not be based only on the cost of preparing the report.

A TEV assessment may be reviewed by lenders, credit teams, financial institutions, and other stakeholders. The consultant therefore needs to understand both the project and the lending environment.

One useful question is whether the consultant has practical experience with projects similar to the proposed assignment.

A manufacturing project may require understanding of production processes and industrial operations. A solar project may require familiarity with technical and financial considerations specific to renewable energy. A healthcare project brings another set of issues.

The consultant does not need to have manufactured the product or operated the hospital personally. But there should be sufficient practical understanding to examine the project assumptions intelligently.

Experience with lender expectations is equally important.

A TEV report consultant should understand why banks ask certain questions and how technical and financial information is generally examined during credit appraisal.

Businesses should also consider whether the consultant can connect the different components of the project.

Technical assessment alone is not enough.

Financial projections alone are not enough either.

The consultant should be able to understand how a change in technical capacity affects production, how production affects revenue, and how revenue affects cash flow and debt servicing.

Before appointing a consultant, promoters may consider:

• Relevant project experience
• Understanding of the industry
• Experience with lenders and financial institutions
• Quality of technical and financial analysis
• Ability to identify documentation gaps
• Independence of the assessment
• Understanding of project funding structures

I might be wrong here, but choosing a consultant solely because the report can be prepared quickly or cheaply often creates problems later.

The report is being prepared for an important financial decision.

It deserves proper examination.

10. How Frontline Consultants Supports Businesses with TEV Report Consulting

Frontline Consultants supports businesses, promoters, lenders, and financial institutions through financial and project advisory services backed by more than 30 years of experience.

For companies seeking project funding, the role of a TEV report consultant is often part of a larger process involving project planning, financial evaluation, lender requirements, and documentation.

Frontline Consultants works across areas such as:

• Techno Economic Viability Reports
• Lenders Independent Engineer Services
• Agency for Special Monitoring
• Detailed Project Reports
• Enterprise Valuation
• Asset Valuation
• Credit Syndication
• Debt Restructuring
• Bank Liaison
• Project Advisory
• Business Financial Consulting

The approach to TEV report consulting is relevant for businesses across manufacturing, infrastructure, solar, healthcare, warehousing, industrial projects, and other capital-intensive sectors.

A project assessment may involve reviewing the technical structure, project cost, commercial assumptions, projected financial performance, working capital requirements, debt servicing ability, and key risks.

The purpose is not to make every project look viable.

That would serve nobody.

The purpose is to understand the project as it actually stands and identify whether the assumptions supporting the proposed investment and funding are reasonable.

For a promoter, this can provide clarity before approaching lenders.

For a bank, an independent TEV report consultant can support the credit appraisal process by examining project assumptions from an external perspective.

For an existing borrower facing financial pressure, the assessment can help identify whether the business model remains viable and what issues require attention.

One personal observation, though it may not add much, is that the strongest projects are often not the ones with the most impressive projections. They are the ones where the promoter understands the risks, the documentation is consistent, and the financial assumptions can survive difficult questions.

That is usually where good project advisory becomes useful.

Frontline Consultants brings its experience in project finance, techno economic viability, valuation, debt restructuring, credit syndication, bank liaison, and financial advisory to support businesses dealing with complex project and funding decisions.

And when a significant loan or investment decision depends on the quality of the project assessment, working with an experienced TEV report consultant can help ensure that important questions are addressed before they become expensive problems later.