Downstream

Worked with a major US refinery to improve its system operations. The project identified over $1 billion in cost and margin improvements to be captured in less than 24 months. During the process, multiple operational practices and sites’ organizational cultures were transformed to foster sustainable and lasting change.

Helped a European downstream company (refining, product wholesale, and retail) identify digital solutions to improve refinery yield, energy efficiency, equipment reliability, and sales and retail margins—including building a digital platform to manage the integrated downstream value chain.

Helped a Southeast Asian integrated refining and petrochemical company through a major transformation over two years, which resulted in a performance improvement of more than $240 million, representing 80 percent of the targeted milestone. This was achieved within 75 percent of the stipulated implementation time.

Worked with a national oil company to design and implement a global transformation program across the value chain. This delivered a $1 billion to $3 billion improvement over the three-year program, capturing $2 billion in EBIT uplift. In parallel, a capability-building program was launched for the site’s chief transformation offices, driving culture change across facilities.

Supported a diagnostic and pilot project for increasing nonfuel sales and customer retention for a company in the Middle East. This included identifying opportunities to improve sales by 7 percent sustainably without major capital investments.

Benchmarked the efficiency of a European oil company’s supply chain to achieve significant operational improvements in its downstream logistics and marketing business. This resulted in more than $10 million in sustainable savings.

Worked with a large refinery to define a comprehensive strategy for building a major lubricant business, covering production configuration, sales, and marketing strategies for motor and industrial lubricants.

Helped a global base oil player redefine its operating model and growth strategy to double EBIT by 2030, positioning the company for sustainable margin improvement and market leadership. The program centralized operations to capture value and drove growth through strategic opportunities in products, technology, and operations.