CLIENT CASE / merger

PROFILE:

A merger of two energy giants to form one of the largest energy distribution company in Eastern Canada with a turnover of $1.5B+

PROBLEM:

The merger places the new entity in a better position to take on key business challenges such as the growing difficulty of distributing energy products, declining volumes, increasing environmental management costs as well as the cost of operations. Levio was engaged to help reach three main objectives:

  • Implement tools & processes to facilitate future acquisitions and support massive business growth

  • Unlock operational & administrative synergies

  • Improve the customer experience

APPROACH:

Levio began by strategically developing a program leadership and governance structure to manage a ~15,000 man-days, $10M, 3-year program portfolio. Then designed and built a comprehensive Program Roadmap to merge/modernize solutions and unify/optimize processes (telemetry, GPS, paperless, fuel distribution, technical services, CardLock Fuelling, inventory management, accounting & billing, bulk delivery, customer management, back-office services, etc.) Levio’s human-centric approach underpinned and integrated into the change management process, using empathy for employees and customers from the get-go to ensure adoption and success. Also, the implementation of a business intelligence environment on Oracle OBIEE allowed for better decisions and iteration of future products/services.

SERVICES:

Levio provided the following services:

  • Strategic Leadership, Business & Digital Transformation

  • Partner & Client Management

  • Roadmap, Scoping, Design, Architecture, Requirements

  • Program & Project Planning, Complete Life-cycle Management

  • Agile Development

  • DevOps, QA, Implementation, Deployment

  • Support & Maintenance

  • Landing & Training

RESULTS:

  • Levio hits first critical milestone 4 months into the project by implementing telemetry devices in 150 trucks that are on the road 24x7 (deadline was key to qualify for a $90k government grant)

  • Each project has an ROI of fewer than 2 years

  • Process optimization unlocked $10M/yr cost savings thru near-elimination of trucking subcontracts, increase in the number of daily deliveries per truck, elimination of redundant admin positions and other synergies

  • Successful digital technology deployment despite high number of employees who could not use digital tools such as tablets before deployment

  • Real-time centralized information on truck geo-localization, fuel deliveries and inventory

  • Automated billing

ACHIEVEMENTS:

  • On-time, On-scope, On-budget

  • Won client confidence and additional engagements

  • FOSTERED CULTURE OF COLLABORATION IN COMPLEX, BUSINESS STRUCTURE