Issue The client is an energy company whose retail business was expanding faster than its manual processes could support. Rapid retail growth outpaced the client's largely manual processes: To stay competitive, the business needed to automate ordering, data processing, pricing, quoting, and contracting. The client had deep retail knowledge but lacked the internal analysis capacity […]
Issue The client is a power generator that had recently moved into MISO South after participating in Entergy pre-merger. Since joining MISO South, Unit Commitment and Economic Dispatch were producing less-than-optimal results: Operating parameters, start-up and no-load costs, and heat-rate settings had not been re-tuned for the new market. Sub-optimal offers cost the client margin […]
Issue The merchant energy company’s Risk and Trading groups disagreed on the valuation of certain option instruments: Proper valuation was required for mark-to-market disclosure. The two groups could not agree on the client's true exposure. The source of the discrepancy had to be found and resolved to produce trustworthy numbers. Solution Our consultant combined option-pricing […]
Issue Emissions trades listed on the Chicago Climate Futures Exchange (CCFE) were originally modeled as physicals creating problems with present value mark-to-market (MTM) valuation and settlement resulting in double discounting of MTM. Solution Our consultant identified the problems and applied business knowledge to design a solution that eliminated the valuation problem. The consultant performed extensive […]
Issue The client operated its business in two different time zones and experienced difficulty integrating the data to maintain the accuracy of the daily P&L, value at risk (VaR), and invoicing reports. In attempting to standardize the trading position, the client entered the transactions as one time zone. This created a problem when the trades […]
Issue This client’s corporate executives did not have visibility into a broad range of human capital measurements. Although a Human Capital module operated within the company’s ERP framework, the reports were cumbersome and inefficient. Reporting required gathering information from 18 sources for 60 business units and each unit required 21 pivot tables consolidated into spreadsheets […]
Issue As part of an initiative to improve the corporate reporting process, the client requested a KPI based dashboard providing O&M, capital, and HR information on a monthly basis. Due to the project’s high visibility among executives, the project incurred multiple requirement changes. Solution Our consultant, along with the project team, was able to creatively […]
Issue A large investor-owned utility, with multiple geographic and business unit operations, was utilizing Excel spreadsheet reports from over 30 separate data sources and measuring various business drivers from their customer facing operations. This client requested an automated and simplified visual display of trends and alerts for key customer facing business drivers. Solution Our consultant […]
Issue The client is a Fortune 500 commodity trading firm running over 3,000 financial reports out of its ETRM. The sheer number of ETRM reports had become unmanageable: Many reports were redundant or inaccurate, producing 'multiple versions of the truth.' The excess volume dragged out month-end close. Finance needed a more efficient, accurate, and simplified […]
Issue Our client, one of North America’s largest power producers, was in the midst of a corporate merger with another large power producer. Our client needed to integrate the acquired company’s ETRM system (Endur®) into our client’s ETRM system (Zainet®/Aligne™). In addition, all risk management reporting needed to be re-engineered to accommodate the acquired company’s […]
