Oil Field Scheduling for Risk Mitigation Client Situation A controlling oil company in a rich oil field had approximately 5,000 workers at various processing facilities at any given time. The work being performed by any of those individuals could have a destructive impact on other work happening in the area (e.g. one crew venting gas in the same area as another crew working with open flame could cause an [...]
Energy Company Gains Triple Digit EBITDA Improvements in Two Years Client Situation A biofuel producer had mitigated unfavorable credit and market conditions by entering into long-term manufacturing contracts with global energy companies. While helpful in weathering the short-term downturn, once conditions normalized, the producer was left underutilized, underperforming financially and unable to seize more attractive business opportunities. Solution Based on financial guidance from an experienced executive, now a NextLevel [...]
Utility Contractor Fully Integrates Large Direct Competitor Client Situation A specialized utility contractor with $40 million in annual revenue acquired a direct competitor that was a business unit of a major corporation. The acquired business was nearly 50 percent larger in both headcount and revenue than the acquiring company. The utility contractor needed to fully integrate the acquired business to realize all of the acquisition plan benefits, including an [...]
Effective Risk Management pulls Utility Company out of Crisis Client Situation An electric power company suffered a $600 million loss as a result of the West Coast energy crisis of 2001. It had been caught short of wholesale power to deliver to customers during a time of extreme run-up of prices. After the crisis, executives conducted various analyses to assess the company’s risk management structure. Solution A NextLevel team [...]
Coal Mining Company Sold at a Profit for Recent Acquirer Client Situation A coal mining company had recently been purchased by a large energy holding company, but the parent’s strategy suddenly changed, resulting in the coal company no longer being considered a strategic investment, and the parent wished to divest. Companies in this industry were no longer in favor, and certain coal reserves of this company were viewed as [...]
