A Global Utility Contracted 33 Deliverables. Then Asked for 37 More.

One of the largest utility companies in the world keeps power flowing to millions of customers. Some of them are hospitals. Nobody gets to schedule an outage around a maintenance backlog.

The company was built from utilities acquired over many years. Each arrived with its own software, and where two of them happened to run the same product, they ran it differently. The same class of asset carried different names, different categories, and different maintenance practices depending on which predecessor utility had owned it.

AS8, the core work management and supply chain platform, had gone out of support and needed phasing out, which set the clock on all of it.

So the implementation was never really about replacing a system. It was about standardizing products, data, and processes across the whole enterprise, so the organization could make proper use of the data it already held, without making the daily job worse for the people doing it.

Tsunami joined an implementation that had already been running for a year.

Walking in a year late is awkward. The decisions have been made, the momentum belongs to someone else, and a new party either spends six months getting oriented or starts contributing immediately. Tsunami's first contribution was to work out where the program actually stood, then write it down.

The assessment set out foundational requirements the program hadn't yet established. Every large implementation accumulates them: decisions get made under time pressure, the work moves on, and nobody goes back to check what was assumed rather than settled. Putting that on paper is difficult from inside a program and straightforward from beside one.

From there, Tsunami took a lead role across four work streams:

Tsunami fields the most experienced IFS Asset Management team in North America, backed by more than 100 years of collective IFS experience and over 50 years in IFS EAM and service management alone. That depth gives the client an independent read on what the platform will and won't do, which matters when you are deciding whether to configure around a limitation or redesign a process to fit it.

Half of Tsunami's people spent 15 to 20 years in operations leadership before joining, in asset-intensive environments where the maintenance backlog was theirs to answer for. On a program like this one, that shows up as somebody saying the requirement you just wrote will not survive contact with a crew at 6am, before it gets built.