For a major Danish Gas distributor co-led a workshop on understanding the impacts of retail market liberalisation on a Gas transportation business.

For one of the leading I&C (Industrial and Commercial) energy retailers in the UK we worked through the brainstorming and systematic evaluation of business development options to complement the core energy supply activity. This led to the creation of a shared Vision across the client team as to the portfolio of energy services to be taken forward to market testing and formal business planning. The output of the work was a combination of strategic rationale and high level value assessment of each element of the chosen portfolio.

For an international provider of systems, equipment and servicing to the petroleum forecourt retailing sector conducted a review of the industry value chain and the clients positioning within it. This entailed analysis, desk research and interviews with a cross section of MOC’s (Major Oil Co’s) and Hypermarket/Supermarket operators in Europe. The outcome was a recommendation of a major repositioning and further restructuring of the organisation.

For one of the UK’s largest Utilities led the “Issues and Vision” review work-stream as part of a broader Finance Business Performance Improvement programme. This work-stream entailed interviewing the MD’s and Finance Heads of each of the Utility subsidiaries, mapping out the issues in a “Value Map ” and then ensuring the development of a Vision, Goals and Objectives statement for Finance which was in alignment with the business needs of both the subsidiaries and the group.

For a major UK financial institution provided risk assessment support regarding a proposed investment in metering assets following the liberalisation of the UK meter operations market. Deployed scenario planning techniques to successfully evaluate the breadth of risk and enable the client to improve its negotiation position with counter-parties.

For a Netherlands Utility assisted in the development of a gas purchasing strategy in the light of scenarios depicting the consequences of retail market liberalisation in the Netherlands.

For a UK Water Utility we supported the management team during a strategy review of its Retail supply business. This comprised the creation of a first view of the worth of the enterprise as a separate entity from the regulated asset company. In addition the supply customer base was segmented in accord with the key drivers of supply business profitability which provided insights into customer management priorities as well as input to the development of a strategy to capitalise on the potential advent of competition. This work was placed within the overall framework of the “5 Box Approach to Strategic Management” which the client felt gave a valuable structure for managing the strategic debate within the enterprise. This led to the development of both a traditional and “e” based pathway for corporate business development which was accepted by the CEO of the parent company.

For a company providing data management services to the UK electricity industry lead a team conducting a fundamental review of the future strategy of the organisation. This work was commissioned by the management team of the company and sponsored by the Board comprising representative of key Regional Electricity companies. This review comprises competency mapping, Vision and Option development and partner search completed within the "5 Box Approach to Strategic Management Framework". This work is being carried out in co-ordination with the advertising agency responsible for creating a Brand Strategy in a parallel process. This then led onto two projects, one being a competency review of the management team, for which we worked with an HR expert, and a review of the potential for business development in the Financial Services sector which was driven by an expert in Financial Services.

For a major I&C Electricity supplier we created a Value Map depicting how energy efficiency services could create value for a major consumer goods retailer and a semiconductor fabricator. This involved workshops with the energy managers of the respective customer companies to draw up a value map to inform the service expansions the energy provider could consider developing.

For an international gas exploration and production company used "Value Mapping" and structured interviews to develop a model of how knowledge management contributed to exploration success, and how it could best be leveraged cross functionally to create value for the Group as a whole.