ESCO Contractors, LLC

An initial emphasis on “fixing” engineering quality expanded to reach out to numerous impacting and impacted organizations within the client including Asset & Risk Management (ARM), Scoping Development & Estimating (SD&E), Procurement, and the Project Execution groups. Helping to better define all integral and integrated processes, roles and responsibilities, and accountabilities has led to a deeper and better understanding of group functionality throughout the project and program lifecycles.

Defining ESCO efforts can be conceptualized into four (4) centralized efforts including Process Improvement Services, Constructability Services, Program & Project Management, and Engineering Quality Management.

An on-site process of reviewing documents, interviewing staff and leadership, and reporting findings occurred during the first half of 2024 impacting three (3) utility operating companies and several business units expecting to increase their capital expenditures and workload requirements by 4-5-fold by the end of 2024 and maintaining that level for the next decade. Our client needed to know if their processes, systems, and staff were ready, competent, and capable of implementing the planned workload increase and if they were not, what needed to be implemented to help them “get there.”