Through M&A activities, a leading renewables and merchant energy trading company had an opportunity to stand on its own through a divestiture of its much larger parent company. Percipio was engaged to manage the operational aspects of this complex transition and build new systems and process capabilities required for the new stand-alone entity.

Challenges

The challenges of this project were numerous, but two were paramount:

  • The completely new ERP system needed to go live within 6 months to enable seamless post acquisition operations. There was no room for error.
  • The company was publicly traded, operating in an extremely complex industry where financial controls are critically important to investor confidence. A high degree of regulatory compliance and transparency was critical.

Success

Percipio responded quickly, beginning with an analysis of the critical path, evaluation of project risks and by building the necessary program structure to effectively govern and control the project. With a program plan and risk mitigation strategy in place, the Percipio team set out on the selection of a new ERP system. The Percipio Program Manager directed a large cross-functional program team of client business team members, technical resources, third party system integrators, client executives and Percipio process and change management consultants to deliver the program on-time and on-budget. At the end of the effort our client had new ERP systems backbone and clearly defined business processes that enabled a smooth transition to become a more efficient stand-alone company.

Following the conclusion of the above project, Percipio was engaged for continued work on subsequent new projects.

“We’ve turned to Percipio repeatedly on critical projects. Their value proposition exceeds any firm I’ve worked with, and their ability to deliver quality results has made them a true partner in our success.”
– VP, Operations & IT