After 80% growth: how an energy-sector business achieved a 300%+ ROI

I. Analysis: Identifying improvement opportunities

Rapid growth and changing task types put pressure on the organisation’s structure, processes and resources. A pre-study identified opportunities to improve productivity, resource planning, role clarity, project and service processes, IT support, key performance indicator (KPI) management and leadership behaviour.

The challenge called for improvements across several connected areas. Alongside productivity, the business needed clearer responsibilities, more consistent ways to manage project and service work, and stronger visibility of performance. The pre-study helped shape a programme that addressed these operational and management needs together.

II. Implementation: Establishing practical ways of working

Mantec worked with the organisation to strengthen both its management system and day-to-day operations. A KPI hierarchy and dashboards supported performance monitoring, while structured meetings created regular opportunities to review progress. Action logs and corrective follow-up helped keep agreed improvement work visible.

Planning boards and toolbox meetings supported coordination in daily work. Cross-project resource allocation helped the business plan capacity across projects, while standard processes and RACI models clarified roles and responsibilities. ProjectFlow was configured to support practical workflows. Leaders received coaching, and competence and development plans were created to support continued development.

Together, these measures connected management oversight with project-level planning and follow-up. They gave the organisation a more consistent structure for coordinating work, reviewing performance and carrying improvement actions forward.

III. Results: A stronger foundation for continued growth

The programme created a more robust organisation for continued growth. Processes, IT tools, KPIs and follow-up routines were standardised and embedded in daily management.

More than €1.4 million in financial improvements was implemented and realised, with an ROI above 300%. The business unit remained EBITA-positive throughout the programme. Improvement work continued after project completion through action plans, corrective follow-up and strengthened leadership routines.