Assets that outlive the people who specified them.
This is what we would actually do, in what order, and what it costs.
No discovery call is required to see the number.
What we would go looking for
These are patterns that recur in energy and utilities, written as things to
look for. They are not findings from a named engagement.
Maintenance regimes inherited from an original specification and never adjusted for how the asset is actually used.
Unplanned outage cost recorded operationally and never converted into a financial case for the fix.
Non-technical losses — unbilled or unmetered consumption — estimated rather than measured.
Capital programs committed beyond realistic delivery capacity, producing slippage that is reported as underspend.
Commodity procurement and hedging positions set under a strategy nobody has revisited since conditions changed.
The sequence
Five weeks for one operating unit. More units run in parallel rather than in
series, so a group does not take five times as long.
Week 1
Intake and reconciliation7 requests written for energy and utilities, alongside the 107 covering the operating spine. We tell you which findings the gaps will limit before any fieldwork starts.
Weeks 2–3
Full pass, not a sampleEvery site in scope is read rather than sampled.
Week 4
Quantification and challengeEach finding sized, and put to whoever owns it before it is written down.
Week 5
Report and walkthroughThe written report, ranked by annual value and by how hard each finding is to act on.
2 core requests written for energy and utilities, inside the full intake.
Anything you do not have can be skipped with a reason — skipping narrows what the
review can conclude, and we tell you where before the work starts rather than after.
Asset register and condition — With remaining life and replacement liability.
Operating and maintenance cost by asset class — Planned versus reactive.
If any of this is already happening
The review is always worth doing and rarely urgent. It becomes urgent when
something else is happening — and if one of these is, the sequence above compresses
to fit it.
A price control or rate case in preparation, where every cost must be evidenced
An outage or an incident whose full cost nobody assembled afterwards
A capital program that slipped, reported as underspend rather than as deferred liability
A commodity or interest rate move that repriced the hedge book or the debt
An asset class failing earlier than the register said it would
An acquisition or a transfer of ownership, where the asset base and the deferred maintenance behind it are read closely
Who needs to be in the room
Signs it: Chief executive or CFO; the asset director on anything touching the capital program
Will resist it: Operations and engineering leads, whose maintenance regimes become open to challenge — worth telling them what the
review is for before they hear it from somewhere else.
Has been asking for it: Regulatory finance, who have to defend the numbers in a submission
What it costs
Priced by operating unit — an entity, a location, or a business the accounts are
kept separately for. The second unit costs less than the first because by then the
intake is built, the chart of accounts is understood and the patterns are known.
Purchase order is the primary route — most
buyers this size raise a PO and pay against an invoice on terms. Card and bank
transfer exist for those who prefer them.