TERVITA

Type: Rebranding

Industry: Oil & Gas Services

Engagement: 15 months [2011-2012]

Role: Project Lead

(contracted through BrandActive, a

3rd party consultancy firm)

Situation

CCS Corporation, a mid-sized North American Oil Services company built over a decade from the acquisition of 12 related service companies, came together to form TERVITA in early 2012.

The rebranding was an effort to position the new company as a powerhouse provider of environ-mental and energy services with a broader range of solutions to oil and gas, mining, and industrial customers with a more cohesive and seamless execution.

See Project Images Below

Challenge

While a corporate shared services functional core had been established; both operationally and in terms of mind-set, the 12 operating companies still executed to a large degree within their own silos. Trying to bring 12 companies together, each with its own unique operating procedures and cultures was a major challenge.

Basic efforts like consolidating silos of information and data gathering key required tapping into many sources and individual employees in order to develop a coordinated and comprehensive brand roll-out and implementation strategy. Cost estimates fed into other work efforts to develop a brand valuation model which in turn would support the rebranding business case and secure project funding.

Results

Through a significant effort, we collected and analyzed the critical data to built a well received brand roll-out implementation plan and costing model. Plans took into account business needs, divisional priorities and geography, We provided the hands-on, and in-depth assistance that the client needed to prepare and execute the rebrand launch. We provided ‘gap filler’ support, while continuing to play an overall project management role; and took the lead on supply chain activity for architectural signage, fleet and equipment graphics, PPE and work wear. Procurement activities included new vendor identification and vetting, RFP bid package preparation assessment and submission analysis, pricing negotiations, and vendor management and conflict resolution. We worked closely with the clients' Procurement, Facilities, Safety and Operational Management teams across North America.

When the overall budget was significantly cut due to the company's financial performance, we helped the client work through various timing, quality and scope scenario options to meet the new budget challenge and still maximize brand impact. Despite the mid-program imposed budget constraints, the launch of Tervita in March, 2012 was delivered across all operations on time, and under budget. The rebranding process was well received by internal audiences and helped to launch the new Tervita-driven culture in a collaborative, one-team focused approach.