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4 companies with different business areas about to merge into one. Each had its own maintenance system with different processes, spare parts, different ways of working, and different data standards. Even different definitions of what a “critical asset” means.
Our client operates critical infrastructure serving thousands of households and businesses. Reliability is essential. Downtime means angry customers, regulatory scrutiny, and revenue loss.
Following the mergers, our client faced fundamental questions:
Management knew what they wanted. They wanted a unified, professional Asset Management setup ready for future regulatory requirements and commercial opportunities. They just didn’t know how to get there.
Our client was facing several challenges:
If a key employee retired, decades of knowledge would walk out the door. If a system failed, there was no backup and no continuity. If one of the four businesses decided to do something, it would create conflicts with the others. If regulators asked for documentation, it was scattered, inconsistent, and unreliable.
The company needed to transform the separate business units into one professional and integrated organisation, before it created irreversible problems.
Asset Management strategies don’t fail due to lack of skills, but when people are left out. We ensured broad involvement and commitment.
Phase 1: Listen to everyone
We conducted a full assessment across all organisational levels. From shop floor technicians to executive management. This revealed something critical. There was a significant gap between how work was perceived by management and how it was executed in practice. Managers thought they had control. Technicians knew they didn’t.
Phase 2: Find the truth in the data (or lack of it)
We evaluated:
Phase 3: Build the roadmap together
We didn’t disappear and return with a final plan. We built it with the people who were going to use it.
We worked closely with technicians and operators, showing them how changes would make their work easier and the organisation more resilient. Instead of handing over the answers, we guided the team towards solutions. This created real ownership. People understood why the changes mattered and felt they had a say in how things were done.
Knowledge from experienced employee was captured, practical insight was shared, and decisions were made together. The result was commitment across the organisation. With people becoming part of the solution, not a barrier to it.
What we delivered:
1. Maturity and data quality assessment
We evaluated Asset Management capabilities and identified critical gaps in processes, systems, and governance.
2. Complete IT and software landscape review
We analysed which systems should be retained, shared, or phased out to support one common way of working. Not different systems fighting each other.
3. Risk identification and improvement roadmap
We pinpointed vulnerabilities and opportunities across the organisation, from knowledge concentration to data reliability issues.
4. 3–4-year implementation roadmap
A step-by-step plan for executing the transformation without disrupting daily operations. Clear milestones, responsibilities, and requirements.
How we work differently
Most consultants deliver a plan and disappear. We don’t. We stayed engaged through the implementation. When questions arose, we were there. When people struggled with new processes, we coached them through it. We captured knowledge from experienced employees. We documented critical maintenance procedures. And created training materials.
We made sure the system served people, not the other way around. We didn’t force everyone onto one rigid system. We designed processes that fit how people actually work – then chose systems to support those processes.
The strategic plan became the foundation for how the company works today. The entire organisation now operates as one unified entity with shared systems, processes, and a common language around Asset Management.
Key outcomes:
