Case Studies

Representative engagements across complex operational systems.

These examples illustrate a simple pattern: organisations often operate with a gap between how they believe their systems work and how they actually function.

My diagnostic process exposes that gap, clarifies the real logic, and creates the conditions for correct decisions and reliable execution.

Below are three representative cases from energy, gas supply, and financial modelling.

The studies summary

Case Study A — Electricity Balancing Tender

Exposed a structural mismatch between operational logic and TSO tooling, turning a high-risk tender into a predictable, auditable process.

Case Study B — Natural Gas Pricing Pipeline

Rebuilt a fragmented pricing workflow into a self-verifying sequence aligned with contractual logic, giving management reliable, timely insight.

Case Study C — Pension Planning Software

Clarified incomplete models and created deterministic verification, transforming an open-ended software effort into a deliverable product.

Case Study A — Electricity Balancing Service Tender

Context

A commercial unit needed to prepare a high-value tender for balancing services. The process required pricing every hour of the year under intricate rules; one inconsistency would invalidate the entire submission. The documented workflow, the “real” workflow, and the logic embedded in the TSO’s tooling did not match — creating silent failure points with multi-million-euro consequences.

What I Found

By mapping the full end-to-end process, I uncovered undocumented manual steps, contradictory interpretations, and tool-imposed constraints that could not represent the decision logic accurately. The organisation believed it had a complex pricing challenge; in reality, it had a structural mismatch between operational logic and the tools supporting it.

Outcome

Leadership gained clarity on the true source of risk and re-designed the process with a rule-aligned internal toolset. A tender that previously depended on vigilance and hope became predictable, auditable, and structurally sound.

Case Study B — Natural Gas Pricing Pipeline

Context

A gas supplier priced contracts using personal spreadsheets and partially implemented formulas. Critical inputs came from external pricing engines, yet the internal logic did not fully reflect contractual structure. The workflow was slow, opaque, and occasionally produced discrepancies that surfaced late in negotiations.

What I Found

By tracing the real calculation paths used across the team, I exposed missing validation, inconsistent interpretations, and silent overrides hidden in individual tools. The problem wasn’t the formulas — it was that no two people were running the same process, and no part of the pipeline validated itself.

Outcome

I rebuilt the process as a self-verifying sequence aligned with contractual logic. Management gained a reliable and timely view of pricing ahead of supplier discussions, and the new pipeline became the stable foundation for subsequent commercial decisions.

Case Study C — Pension Planning Software

Context

A financial organisation was developing a pension-planning application to model long-term retirement scenarios under varying regulatory and economic assumptions. After a year of work, the project still lacked a functioning prototype. The issue wasn’t engineering capacity — it was structural ambiguity. The financial models were only partially defined, assumptions conflicted across teams, and no verification layer existed. Every change introduced new uncertainty, and no one could articulate what “correct behaviour” should be.

What I Found

By analysing the existing modelling logic, I exposed gaps between the mathematical requirements and the system’s implementation. Critical formulas were undefined, extension paths were unclear, and the system had no self-checking mechanism. I formalised the underlying models, designed them for consistent extensibility, and created a deterministic verification layer that revealed multiple silent inconsistencies in prior work.

Outcome

The organisation gained a clear and stable model foundation, predictable system behaviour, and a development process that could be trusted. With verification and extensibility built in, the project moved from an open-ended effort to a deliverable product, enabling leadership to make decisions grounded in clarity rather than assumptions.