Outcomes
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Identified >$30m p.a. P&L improvement opportunity, underpinned by robust operational and commercial analysis
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Converted diagnostic insight into a clear, prioritised value creation plan focused on asset utilisation, service performance and sales effectiveness
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Designed a scalable implementation model, including in-country capability ‘hothouses’ to accelerate delivery and embed change
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Delivered a phased benefits realisation roadmap, linking operational initiatives directly to cash flow impact
Background
Despite its strong market position as a first-tier oilfield services provider, the business was underperforming relative to its potential.
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Asset capacity was constrained by low utilisation of critical equipment
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Operational execution gaps were resulting in service failures, contract penalties and lost work
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Inconsistent job preparation and planning were driving avoidable operational risk
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Sales effectiveness was limited, with insufficient customer engagement and capability gaps across the commercial function
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Functional silos were slowing response times and restricting the organisation’s ability to capitalise on market opportunities
Collectively, these factors were suppressing earnings, eroding competitiveness and limiting the company’s ability to scale.
Curzon Approach
Curzon led a focused operational due diligence to quantify earnings upside and define a clear, executable value creation pathway.
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Sized the earnings opportunity through an initial top-down assessment to establish the scale of potential value and prioritise analysis
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Conducted targeted operational deep-dives across job planning, asset maintenance, service delivery and sales execution to identify structural performance gaps
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Evaluated management discipline and performance systems to understand barriers to consistency, utilisation and growth
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Built a robust bottom-up value case, grounded in operational evidence and market dynamics
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Designed a scalable implementation framework to optimise asset utilisation, strengthen service performance and embed management best practice across geographies
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Developed a phased financial model linking operational initiatives to P&L and cash flow impact
