A national energy holding company redesigns its IT operating model for a $5.5B carveout

The situation

A national energy holding company in the Middle East was carving out five energy assets valued in aggregate at $5.5B and standing up a renewables arm as part of the same strategic shift. The IT operating model that supported the prior asset structure would not fit the new entity.

What we delivered

Our founder led the techno-economic analysis and the IT operating model design within the broader carveout engagement. The work proceeded in three layers: a scope-and-impact analysis of which IT systems, vendor contracts, data assets, and integration points were affected by the carveout; an IT operating model design covering function-level structure, governance and decision rights, sourcing model, and the sequencing required to stand up the new entity without disrupting ongoing operations; and a set of targeted automation and AI recommendations focused on the internal financial analysis function.

The result

The IT operating model and supporting techno-economic case were delivered to client leadership and used to inform the carveout sequencing and the standing-up of the renewables arm. The automation and AI recommendations were structured for prioritized adoption against the new operating-model roadmap rather than left as a separate strategy document.

Restructuring an IT footprint, planning an AI deployment at scale, or sequencing automation against a transformation roadmap? Book a scoping call.