Strategic & Management Consulting
Large Upstream Operator — CIS
Integrated Operational Model for a New Field — Deployed and Replicated
Built and implemented an end-to-end operational management system for a new field coming online — including organizational structure, cross-functional processes, and a KPI architecture linked to shareholder value.
337,500 t
Additional production over 3 years from reduced losses
$8.88M
Capex and opex optimized
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Model replicated across additional company assets
The Situation
A large upstream operator was bringing a new field into production. The core challenge was not technical — it was organizational and operational. The company had no unified management model to govern day-to-day operations at the new asset, and no mechanism to replicate performance standards across its portfolio.
Production decisions were fragmented across functional departments. Planning was disconnected from constraint management. There was no KPI structure linking field-level decisions to the strategic and financial targets that mattered to shareholders.
The Two Mandates
01
New field operational readiness
Implement an effective system for managing operational activity at the new asset from first production — not retrofitted after problems emerge.
02
Portfolio replication
Design the operational model so it could be transferred and adopted at other assets across the company — creating a consistent standard of operations.
The Approach
01
Unified Control Center
Designed and implemented a new organizational structure for integrated operations management — a single center accountable for all cross-functional production decisions in real time. Replaced the fragmented departmental model with end-to-end operational ownership.
- →Cross-functional team structure
- →Real-time integrated decision-making
- →Clear accountability at each management level
02
Key Operational Processes
Developed and automated three critical cross-functional processes that had previously operated in silos — eliminating the coordination gaps that caused production losses and delayed responses to field events.
- →Integrated planning and production modeling
- →Constraint identification and loss management
- →Production optimization cycle
03
KPI Architecture
Built a hierarchical performance measurement system — from field-level operational metrics to asset-level financial targets. Each KPI was assigned to an accountability center, making the link between field decisions and economic outcomes explicit and measurable.
- →Multi-level KPI hierarchy
- →Accountability center assignment
- →Direct linkage to strategic financial targets
Verified Results
337,500 t
Additional production over three years
Achieved through systematic reduction of production losses — unplanned downtime, deferred interventions, and suboptimal well regimes — that the new operational model was designed to eliminate.
$8.88M
Capital and operating cost optimization
Combined capex and opex improvement resulting from better planning, reduced emergency spend, and elimination of structural inefficiencies identified through the new KPI architecture.
Replication
The operational model was designed from the outset for portability. Following successful deployment at the new field, it was transferred and adopted across additional assets in the company's portfolio — establishing a consistent operational standard at the company level, not just the asset level.
Building a new asset or restructuring an existing one?
We start with your asset — its current structure, what is not working, and what a fit looks like.