Issue A large Midwest retail power and gas company needed a way to monitor and analyze the health of power generation units for the executive level and plant management. The client wanted to determine the current daily, weekly and monthly available generation capacity versus curtailed units. They also wanted to analyze outage types and trends […]
Issue The client is a power-market participant whose system admins monitor the ISO's day-ahead processes. System admins needed real-time visibility into the ISO's day-ahead processes and studies: Readings had to be surfaced on an internal website so admins could act proactively. Missing a timely offer to the power market carried direct financial penalties. Manual monitoring […]
Issue Our client had a large amount of generation unit data in silos. Unfortunately, there was not any integration in place to review the status of a generation unit over its lifetime. There were questions by the client about the life-cycle performances of some of the combined cycle units. Solution Our consultant […]
Issue Our client’s executive managers viewed power generation forecast data based on a series of daily emails and spreadsheets. The information presented was used to base sound judgements regarding generation/load positions, but was difficult to interpret. This client requested a simple dashboard to present outage information by ISO and region. Solution […]
Issue The client is an energy company and the first adopter of a vendor's new invoicing module. The newly adopted invoicing module could not apply cash payments: The gap blocked receivables and payables tracking, aging, and credit reporting. As the first adopter, the client had no vendor-supplied workaround. The missing function held the entire back-office […]
Issue The client is a retail provider of power and gas to commercial, industrial, and residential customers. Retail operations ran on legacy database tables and spreadsheets that could not keep up: The setup offered little functional control, data control, or auditability. There were significant gaps in P&L and mark-to-market reporting. The client needed a controlled […]
Issue The client is a mid-sized retail power and gas company carrying a $1M+ annual legacy development and support budget. The client questioned whether continuing to develop its in-house systems was justified: Legacy development and support ran in excess of $1 million per year. The systems could not even produce a daily P&L except via […]
Issue Our client, a large refined products blending company, implemented an ETRM system a number of years ago. The original software that was implemented failed to meet the needs around inventory valuation and reporting. This has resulted in manual work arounds for an extended period of time. The issue around blending and inventory management was […]
Issue The client is an energy company running separate ETRMs for the front office and for mid/back office. The client wanted to consolidate two ETRMs onto a single platform: One system handled front-office deal entry while another handled risk and settlements. The split arrangement carried excess cost and operational inefficiency. Consolidation promised to save thousands […]
Issue The client is an energy company whose Credit team relied on spreadsheets to compensate for a faulty credit system. The Credit System was generating incorrect Margin Calls and Callbacks: Wrong margin values potentially exposed the client to millions in credit risk. Analysts spent hours daily on manual workarounds the system could not handle. Repeated […]
