Energy & Utilities - Mews Partners

Olivier Feingold

Managing Partner Innovation | ENSEM

Lothar Weberring

Managing Partner Germany (Munich) | University of Stuttgart

Franck Vigilant

Partner (Paris) | CentraleSupelec

“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


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. He manages Mews Innovation.

Lothar Weberring

University of Stuttgart

Trained as an aeronautical and space systems engineer, Lothar has twenty years experience in both consulting (CSC, Accenture, SAP Consulting) and industry (EADS, British Telecom). Lothar has led the management of major PLM and ERP/SAP harmonization programmes on an international scale. His mission is to develop Mews Partners’ consulting activity in Germany, in order to be as close as possible to our clients and to be able to best meet their needs.

Franck Vigilant


A graduate of Supélec, Franck began his career at PSA Peugeot Citroën, where he held various positions in engineering and vehicle projects for 10 years, which confronted him with the challenges of modular policy and value/cost optimization in design. He joined Mews Partners in 2012 to develop business expertise on engineering performance and promote advanced design methods. For the past 5 years, he has been supporting industrial players in the space, naval and energy sectors, in the upstream phases of major programmes or on transformation projects related to Lean Engineering and System Engineering.

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.


years of support for energy players


projects performed


billion cumulative challenges of our missions


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.

Discover our stories

Digital Day: Initialization of an industry 4.0 transformation

Discovery day at a supplier in the oil industry to launch an efficient and sustainable transformation process by integrating and federating all the business lines and hierarchical strata.

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Global industrial and Supply Chain scheme

Manage, optimize and transform a global industrial and Supply Chain scheme in a context of strong growth and multi-business unit (BU) product offerings.

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Improving the customer service of an energy leader by industrializing its R&D processes

R&D is at the origin of new service offers but also of the optimization of field operations. However, it is becoming more and more budget constrained and productivity is becoming a predominant objective.

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