The Utility sector, more so than many other sectors, is burdened with many significant challenges, internal and external. Aging assets, workforce demographics, potential new regulations, pricing pressure, etc. The list goes on. These challenges present not just opportunity, but we believe a significant opportunity. We work with our utility clients to drive efficiencies and deliver value across all facets of operations, from workforce productivity to cost optimization.

Industry Approach

We focus on radical behavior change at every level of the organization.


Define Potential


Drive Change Management


Change Behaviors


Deliver Results

Key Initiatives

Drive performance improvements in Asset Reliability and Maintenance Work Execution

Improve overall wrench time; prioritize and reduce high non-value-added time

Better understanding and analysis of estimated job times to improve resource utilization

Reported times on work orders do not always reflect reality

Better scheduling and Improve schedule attainment

Mean Time Between Failure (MTBF) not tracked or performance is often inadequate

High % of emergency work; low % of predictive/preventive action

Hours booked to work orders lower than hours paid

Low preventive maintenance compliance

Excessive Backlog impacting schedule compliance and attainment

Ensure that Preventive maintenance addresses root causes of downtime

More robust tracking of Downtime by equipment and failure mode

Ensure that selected Computerized Maintenance Management System (CMMS) is fit for purpose and utilize the full functionality

Excessive and/or imbalanced spares inventory

Excessive overtime

Critical equipment not identified or well understood

Improve active supervision and reduce passive supervision

Artificial Intelligence (AI) and Internet of Things (IoT)

Developing a robust operating strategy and philosophy to fully optimize AI/IoT

Growing opportunities to drive the seamless integration of data and operations

Developing and implementing procedures to create smart grids

Utilizing AI/IoT to deliver predictive maintenance to improve customer satisfaction, uptime, reduced the cost to operate, and manage risk


Develop strategies and options to more rigorously manage and mitigate regulatory risk

Addressing the utility sector workplace demographics, recruitment & retention, training and development, capturing, communicating and utilizing best practices

Driving efficiency and effectiveness of the field workforce through mobile-access technology

Developing and implementing revenue growth strategies

Environmental Health & Safety (EHS)

Ensure that the EHS vision is clear; and well communicated

Management must ‘walk the talk’ and reinforce appropriate EHS behavior

People fail to understand that all EHS incidents are preventable, and each person has a role to play

EHS policies and procedures fail to address root causes of incidents

Root cause analysis of EHS incidents are always well executed or completed at all

Better and more robust Incident investigation and resolution tracking mechanisms are a must

Incident investigation & resolution take too long; due dates not met or repeatedly pushed back

Only tracking lagging (Total Recordable Incident Rate), not leading (e.g. # safety inspections) EHS performance indicators

Engineering and Project Management

Implement a robust project prioritization and selection process

Better manage project spend to ensure that is not above or significantly below Authorizations for Expenditures (AFE)

Deliver projects to schedule

Net Present Value (NPV) or Internal Rate of Return (IRR) are not always rigorously calculated before project approval

Actual NPV or IRR not calculated after project completion

Ensure that the stage gate process utilizes effectively

Poor close-out; failure to capture learnings and best practices

Lack of data drivers aligned with non-fact-based decision making resulting in unnecessary End of Life (EOL) & EHS spend

Insufficient front-end engineering

Inadequate planning and scheduling

Overall Capital Project Effectiveness not always adequately measured

Return On Investment

The ratio of annualized benefits to consulting fees is typically 5:1 or greater.

Let's talk about how we can Turn Your Potential Into Reality

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