Speed, scale, and magnitude of benefits, safely, are the hallmarks of our client engagements across the energy value chain, from upstream and midstream operations and through to downstream and associated service industries. From power and water to electricity.
Proudfoot has been delivering hard results through deep subject matter expertise for decades. While outcomes are achieved by working directly with our client people in their workplace, utilizing our unique people solutions engagement model and one-on-one coaching, we balance this with our industry technical know-how. Focusing on your company culture (employee engagement and management capability development) as well as your operating models.
It’s from this approach that our clients accelerate transformative change to achieve dramatic, measurable and sustainable operational outcomes – changing the way work gets done to provide results you can take to the bank.
We design, implement and accelerate operational and digital transformation through people. We partner with organizations to solve strategically important problems that impede top-line growth or bottom-line results.
This allows us to create new capabilities and harness the power of your people to build an engaged culture, turbocharge leadership behaviors, and implement improved operating models.
Through collaboration with your front-line supervision, your middle management, and your senior executives, we fully implement solutions that transform your operations - the way you and your people do business.
Klaus Schneiders, Chairman of the Executive Board, Ude GmbH
I am convinced that engaging Proudfoot was the right approach as the focus was on the people and their behaviour.
David Sturrock, Regional Vice President, Vetco Gray UK Ltd
I felt Proudfoot really engaged my team and I have no doubt that we would never have got to where we are now without them. They have successfully driven what we needed to do to increase the throughput and have helped us to reassess all our processes from concepts right down through the entire organization.
European Refining Business: The Head of Refining for a major oil company was confronted with increasingly high costs at its four largest refineries in the US and Europe. Energy usage, at nearly 60% of operating cost, was continuing to rise.
Downstream Operations: The SVP of supply in a major independent North American refiner identified an opportunity to improve downstream profitability 'outside the fence' of the company's refineries. To unleash this potential, he needed to enhance the decision-making capability of his Product Supply, Trading, and Wholesaling teams.