Consultative process
From data
to decision
Our goal isn't to hand over a quote. It's to build, with your team, a business case your leadership can approve on real technical, operational and financial information.
Your reputation has no price.
Everything else does — so let's run the numbers.
The premise
We're not here to prove what an NB-BESS costs. We're here to prove what it costs not to have one.
The investment is only one side of the equation. Looked at purely through an energy lens, a continuity project usually shows a long payback. The real value almost always sits in what happens when the plant goes down.
That's why the step after a preliminary proposal isn't adjusting the price. It's quantifying what avoiding the problem is actually worth.
- Output never produced
- Idle labor
- Restart, recovery and OEE
- Overtime and rescheduling
- Scrap, rework and revalidation
- Damage to PLCs, drives, robots and CNCs
- Unplanned corrective maintenance
- Critical spares with long lead times
- Expedited freight and late deliveries
- Contractual penalties and OTIF
- Additional safety stock
- Operational risk and emergency protocols
Quick estimator
Your annual exposure, in 30 seconds
Move the three values that best describe your operation. This is a first approximation, not a business case — it tells you whether one is worth building.
The time slider isn't the duration of the event. It's how long the line takes to return to normal rate: equipment restart, setup, calibration and quality release.
Plant experience suggests the total cost of a stoppage usually lands between 2 and 5 times the value of the output not produced. This estimator does not deduct the system's conversion losses (~4–6%) or O&M — the full business case does. Indicative only; not an offer or a guarantee of results.
And that's only what can be measured. A stoppage also charges you in penalties, missed deliveries and credibility: your place in your customers' supply chain shows up in no calculator — and it's the most expensive thing to win back.
Eight stages
How we reach a decision together
No step tries to close a sale. Every step tries to remove uncertainty from the decision.
Discovery call
We map the plant's electrical behavior, the type of events and their operational impact. By the end of the call we know whether there's anything worth analyzing.
45 minutesPreliminary proposal
From your utility bill we size a first solution: recommended architecture, preliminary capacity, order-of-magnitude investment and potential benefits.
We need: utility billOperations workshop
Event frequency, affected lines, recovery time, resources pulled in and output never produced.
Quality workshop
Scrap, rework, additional releases, lost material and quality-team hours.
Finance workshop
Economic value of each impact, the company's investment criteria, return horizon and applicable tax benefits.
Design & integration workshop
Single-line diagram, layout, interconnection point, constructability, rigging, risks and CAPEX optimization opportunities.
We need: single-line and layoutBusiness case development
We consolidate avoidable losses, investment, ROI, payback, scenarios and mitigated risks into a single document.
Executive presentation
An investment decision package: conceptual engineering, renders, final commercial proposal, implementation plan and recommendation.
Anonymized cases
Built properly, the case defends itself
| Case | Cost of a stoppage | Events / year | Estimated annual losses | Payback |
|---|---|---|---|---|
| Global vehicle OEM · plant in Mexico | > USD 200,000 / hour | 10 – 20 | USD 2 – 4 M | < 12 months |
| German Tier 1, brake systems · plant in Mexico | > USD 100,000 / hour | 10 – 20 | USD 1 – 2 M | < 12 months |
Figures estimated together with each plant's teams while developing their business case. Results depend on each operation and are not a guarantee. Clients are not named under confidentiality agreements.