Energy & Utilities
In a changing and increasingly regulated sector, both traditional energy players and new entrants must innovate, become more efficient and take the switch to digital culture.
Olivier Feingold
Partner | ENSEM / DEA ATS
Gilles Cyprès
Senior Manager | Mines ParisTech
Denis Debaecker
Partner | Centrale Lyon
“Putting the customer at the centre of new uses and services, improving the performance of assets, and therefore have data in command are the keys to sustainability.”
Olivier Feingold
ENSEM / DEA ATS
Olivier first held operational positions in industry (energy, electrical equipment) as an industrialization engineer, quality manager, PLM project manager, product development project manager. He joined Mews Partners in 2002. He provides numerous expert assignments relating to the performance of development processes, the implementation of Data Driven organization and information systems management, in the energy, aeronautics, shipbuilding, automotive, electronics and equipment sectors.
Denis Debaecker
Centrale Lyon
Denis has 30 years of experience in Product Lifecycle Management, including about ten years at Dassault Systèmes and then at PEA Consulting, the Areva Group’s consulting division, where he was Director of the PLM consulting and integration business line (PEA and Euriware). He is currently a partner at Mews Partners. He is the author of the books PLM Collaborative Product Lifecycle Management, PLM through Experience and Vice President of the PLM Lab. He has led numerous PLM projects in the aerospace, defense, high tech, custom, shipbuilding, automotive, energy sectors.
With the energy transition, globalization and digital transformation, the energy sector is facing important changes.
Margins have been eroded by the reduction in consumption, the decline in the energy mix for fossil fuels and the end of subsidies for renewables. On a global scale, liberalization is shaking up historical players, while colossal, complex and uncertain projects (interconnections, smart grids, etc.) aim to transform infrastructures. The digital age has changed customer expectations and favoured new digital players at the expense of existing vendors. New technologies and data offer huge opportunities, from which only the most agile will benefit. To be sustainable, manufacturers must therefore become more efficient, more innovative, and more digital.
25
years of support for energy players
400
projects performed
200
billion cumulative challenges of our missions
20%
reduction in costs and lead times
Operational efficiency to secure investments and deadlines
Investments, which are highly exposed to drift, require proven project management methods and cost – quality – deadline control. Efficiency and reliability are also essential to existing installations in operation.
We support you to improve operational performance over the entire lifecycle: Design to Value/to Cost, technical convergence and planning (Set Based Concurrent Engineering, Lean Engineering), data and process control (Product/Asset Lifecycle Management, processes, Knowledge Management).
Becoming digital to reinvent customer relations
Until now focused on networks, energy companies have refocused on the customer, whose loyalty is based on uses and services: connected objects, advice….
To capture or create these new businesses the key is knowing the client, exploiting data and being agile. We help you to successfully switch to digital and innovate more effectively in an extended company.