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.
A private equity firm with over $9 billion in capital commitments and operations in three separate locations, faced challenges meeting investor reporting requirements, was unable to track investments …
The owner of a large hotel and commercial property portfolio faced construction delays, cost overruns, and labor disputes on construction projects that had the potential to greatly reduce overall property values.
The CEO and COO quickly realized that the procurement organization and processes were not properly aligned with the refurbishment and equipment maintenance programs.
A multinational manufacturing and distribution company was rapidly growing through acquisition. Each acquired company followed different processes and procedures, using either outdated, non-integrated systems or no system at all.
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.
An oilfield supply company completed a series of domestic acquisitions as a basis for rapid international expansion in the near future.
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.