Issue
Our client was running an older application on a similarly aged database (Progress) that was installed in 2006. During the ensuing years very little scheduled database administration had been done, resulting in a slow degradation of performance. In addition, they had outdated backup protocols requiring review and maintenance to ensure a recovery […]
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
Our client, an international company, was spending too much time manually transacting Single Euro Payments Area (SEPA) payments within their SAP environment. SEPA was introduced globally in 2006 to reduce the cost of intra-Euro payments.
Solution
Our consultant configured vendor master records for French and Italian vendors […]
Issue A Fortune 500 commodity trading client maintained over 3,000 various financial reports from its ETRM system. Many of the reports were redundant and some were inaccurate resulting in “multiple versions of the truth.” Due to the excessive number of reports, month-end close was taking longer than desired. The client requested to develop a more […]
Issue
A Fortune 500 client maintained five separate Accounts Payable modules within its ERP system (JD Edwards). Prompt payment discounts were managed ineffectively due to duplicate and inconsistent data between the various databases for the same vendors. In some cases, the client was either paying invoices too early or not taking advantage of […]
Issue A client’s Risk and Trading groups were in disagreement about the valuation of certain option instruments. Proper valuation was needed for mark-to-market disclosure. Our objective was to determine the source of the discrepancy and gain agreement between Risk and Trading. Solution Our consultant combined his knowledge of the mathematical models supporting option valuation and […]
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 […]
Issue For system changes, the client needed to agree or reconcile key reports (mark-to-market, VaR and invoicing) before and after the change. Visual comparison of each report’s outputs took too long and wasn’t always reliable. Solution MidDel’s consultant automated the process so that the underlying report output tables were compared directly in the database. Result […]
Issue Our client lacked expertise with the Aligne application to quickly prepare needed reports while maintaining controls set by the company. Solution Our consultant captured requirements, documented specifications, then built, tested, and deployed a solution while maintaining SOX compliance. They learned the company’s change management process, prepared documentation, and tested the output as required by […]
