The CEO of a global offshore drilling contractor was concerned with the ability to retain qualified resources. Inadequately staffed crews would jeopardize contract fulfillment and dissatisfied personnel would reduce quality of service. The CEO recognized an immediate need to address retention issues.
An offshore drilling company’s investors were concerned about the increase in rig incidents and the impact on safety, reputation and company value. The CEO recognized the investor’s concerns had to be addressed with major improvements to the company’s current safety and quality programs.
Our client gained a better understanding of their customer’s value proposition and expanded on contractual language to minimize their risk associated to leasing and maintaining the leased equipment.
The leadership team of a rapidly growing oil field services company was being pressured by the board to increase revenue by decreasing equipment downtime.
The leadership team of a rapidly growing oilfield services company was feeling pressure from its shareholders and auditors to improve performance in the approaching external audit.
A global company, specializing in the construction and installation of floating oil production and storage vessels, recognized that it did not have adequate IT policies and procedures in place to comply with COBIT 5.
A rapidly growing exploration and production company made a large acquisition of properties to expand their portfolio. The company made the decision to integrate the systems and processes utilized by the prior owner in managing the acquired properties.
After a series of acquisitions, The CEO of a global drilling company recognized that his company’s operations were hindered by a lack of consistency.
A growing exploration and production MLP was replacing their disparate systems and processes with a more scalable and integrated enterprise resource planning solution.