Large, Integrated Oil & Gas Company
Transition IT department to meet the plans and demands of 2020 Corporate Plan.
Determine number of full-time consultants and reduce to meet operating budget requirements.
Make the department accountable to the operating divisions.
International Oil and Gas Service Company
20 locations; 900 staff; $1BB revenue
Transition the IT group to meet extreme growth demands and build a team to grow and sustain that growth on a budget.
Develop a service-driven organization.
Removed expensive outsourcing model that was in place.
Developed high performance team for IT and instilled a “service first” model into the group.
International Power Generation & Commodity Trading Company
Initial assignment was to review existing disaster plans for high-risk, high-impact areas in the company.
Present the results and recommendations of the study and implement the “agreed to” plans.
An executive team was formed to review the recommendations and risks presented to the company.
Two very high-risk, high-exposure situations were uncovered and recommendations presented to the executive group.
The first was the Trading floor and traders – there was no disaster facility to trade from and meet the legal/legislative requirements of the group. Any outage could have enormous penalties if they were unable to trade and monitor their contract and obligations to contacts.
Provincial Gaming Company
Engaged with this client over 3 years on many varied projects.
The initial project was to work with the Gaming and Corporate groups to gather their IT requirements now and into the future.
Compare those requirements against the existing IT organization, and develop a plan to address the gaps and needs for future growth.
Stopped the growth of IT groups based in the business and duplication of services and then worked to reorganize the IT groups to better align to the Gaming departments’ requirements now and in the future.
International Oil & Gas Service Company
International Division (Russia, Europe, Africa, Middle East)
Make the International Division profitable after 6 years of non-profitability, rising costs and no results.
Analyze the situation, make recommendations on whether to fix or close down the division.
Implement the “agreed to” recommendations – hands on.
Completely reorganized and rebuilt the organization.
Closed offices not in the long-term focus and strategy.