Management
Start-up Khalifa
Port and Industrial
Zone–Abu Dhabi

Energy Sector
Strategy
Development
Aqaba – Jordan

Integration of Ports
with Economic
Zones - Mexico

Operating Model
Development
Exhibition City
- Dubai

Examples Business Transformation Projects

Redesigned the business processes related to sourcing, transportation, storage, distribution and commercialization of a major downstream oil and gas retailer in South-East Asia. The project identified the key areas of business where the largest opportunities for cost reduction existed and then developed new processes and procedures to capture these opportunities.

Advised the Mexican authorities on creating a regulatory framework to grant permits for the transportation and distribution of natural gas. The gas transportation and distribution sector was being transformed from a state monopoly to a more open and competitive market system. The project focused on creating a nomination scheme for the common carrier pipeline and developed the framework for the franchising of local distribution companies. The recommendations of the project have been fully adopted by the regulatory authorities and are at the core of the current legislation for the Mexican gas market.

Developed an Occupational Health and Industrial Hygiene Program for one of Latin America’s largest gas companies. The project focused on developing the methodologies and techniques to identify and measure the potential risks. It then designed a triage system whereby company engineers could prioritize the risks and plan the appropriate actions. The program has not only been fully adopted by the gas company, but it has also been used as the model for the development of similar programs in the company’s other business units.

Identified the barriers facing the Colombian electrical sector in order to create a more competitive and efficient market along each step of the value chain. The project analyzed the market dynamics in order to discover the major hurdles that needed to be overcome to enhance market competitiveness in generation, transmission, dispatch, distribution and commercialization. In particular, the project emphasized the importance of developing a more transparent “power pool” and nomination process. The results of the study were used by a group of major industry players in order to lobby the government to implement specific changes.

Designed and implemented an automated turn-key Performance Based Management System to measure the performance of 170 middle and senior managers for a major Asian state-owned energy conglomerate. The project developed Key Performance Indicators (KPI’s ) for each of the managers and then linked them together under an Executive Information System (EIS). The system was the cornerstone of a major cultural change at the company and is currently being used as the basis for measuring executive performance and monitoring adherence to the company’s business objectives.

Designed the processes and implemented various Sales and Operations Planning (S&OP) teams to better match manufacturing resources to customer demand for a major North American chemical manufacturer. The project implemented an advanced supply chain planning system (APS) which levered external data and automated feeds from SAP to predict sales forecasts and optimize manufacturing resources by using a linear programming model that minimized overall delivered costs. The project used the APS tool as the basis for developing and implementing the S&OP process.

Designed the new support function processes and the Shared Services organization for the post-merger integration of a major European oil refining conglomerate that had recently merged four different companies and wished to create a standard operating platform. The new processes eliminated inefficiencies, rationalized the authorization procedures, and captured economies of scale. The processes were used as the basis of a company wide ERP implementation. The recommended organization resulted in yearly savings between $10-15MM.

Transformed the organizational culture of a major global chemical manufacturer. The company was an established market leader in all its major product lines. However, major management decisions tended to be taken based on anecdotal information rather than solid analysis. By developing a consistent a rigorous analytical approach to decision making, company executives gradually not only began to value fact based analysis, but also to use it as the sole means of communicating and justifying their positions.

Streamlined the internal auditing procedures for a South American state-owned coal mining company. The project focused on rationalizing both the number and type of audits that were performed in order to ensure maximum compliance with minimal cost.

Reduced the cycle time for tax form processing at the Mexican Treasury Department. Prior to the project, tax form processing was performed at numerous sites by thousands of temporary workers and required more than eight months to complete. After the redesign, the number of temporary workers had been reduced by 60% working at only three sites and requiring only three months to process.

Designed a consumer credit program for a major Mexican retailer. The project evaluated the customer

Incubation of High Tech Engineering Development Project via Offsets

Incubation of Gold & Silver Refining Project via Offsets

Incubation of Large Scale Infrastructure Project

Merger and Acquisition of Strategic Related Entities

Privatization of
Government Assets

Business Transformation Projects

Organizationl Development Projects