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Calpine built too many power plants on borrowed money — $22.5B in assets gone

Calpine built 80 power plants on borrowed money. When prices crashed, the largest US merchant energy failure followed — $22.5B in assets.

Calpine Corporation · 2005-12-20

What happened

Calpine was founded in 1984 by Peter Cartwright in San Jose, California, as an independent power producer building and operating natural gas and geothermal plants. It grew explosively during the energy deregulation of the late 1990s and early 2000s, becoming the largest US generator built on natural gas and one of the largest overall, with 80 power plants and nearly 26,000 megawatts of capacity.

The growth was debt-fuelled. Calpine borrowed billions to construct new gas-fired plants, convinced that deregulation and rising demand meant power prices would keep climbing. The California electricity crisis of 2000–01 initially boosted revenues, but when prices collapsed after Enron and the merchant energy sector cratered, Calpine was left with too many plants and too much debt.

By 2004, Lehman Brothers analyst Christine Daley had lost confidence in Calpine and began shorting the stock — a bet that ultimately earned Lehman roughly $100 million. In November 2005, founder and CEO Peter Cartwright and CFO Bob Kelly resigned as the company faced severe financial problems. The company could not service its enormous debt load on collapsing power revenues.

Calpine filed for Chapter 11 bankruptcy on 20 December 2005 — at the time the largest US merchant energy bankruptcy. It held roughly $22.5 billion in assets against $18 billion in debt. Calpine emerged from bankruptcy on 31 January 2008, with its old stock cancelled and new shares issued. Cartwright's company, which he had built from $1 million in seed capital to one of America's largest power generators, was gone in two years.

Why it happened

  • Calpine borrowed heavily to build new power plants during the 1990s energy boom, convinced deregulation would keep prices high — a bet that failed when prices crashed after Enron.
  • The company had 80 plants and 26,000 MW of capacity but could not service the $18B in debt used to build them when power revenues collapsed.
  • Lehman Brothers shorted the stock in 2004, correctly betting that Calpine's debt was unsustainable — and profited $100M when the company went bankrupt.
  • By the time Cartwright resigned in November 2005, the debt was already unpayable. Filing was a matter of weeks, not a decision.
What it cost$22.5B bankruptcy — largest US merchant energy failurecatastrophic

The lesson

An aggressive build-out on borrowed money is a bet on future prices. Calpine bet that power demand and prices would keep rising — and when they fell, the debt did not fall with them.

Aftermath

Calpine emerged from Chapter 11 on 31 January 2008, having shed billions in debt and restructured around a smaller plant fleet. The old equity was cancelled; new shares traded under CPN. Jack Fusco took over as CEO later that year. The company was taken private in a $17B deal by a consortium led by Energy Capital Partners in 2018. Calpine remains a large US power generator today, but the bankruptcy stands as the signature example of the merchant energy overbuild: too many plants, too much debt, and a bet on prices that did not hold.

Sources

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    Somewhere, someone solved the problem this company failed at. 2nd Opinion →