Key Facts
Location:
Ras Al Khaimah
Industry:
Energy
Company Size:
~ 100+ employees
Engagement length:
6 weeks
RAKGAS is the leading energy provider to the emirate of Ras Al Khaimah, delivering natural gas, fuel and power solutions that drive industrial and economic growth. As a state-owned entity, they play a pivotal role in shaping the energy future of the region.
The organisation had evolved rapidly, driven by growth, structural expansion, and solution diversification. This success created an opportunity to realign the business for its next phase, ensuring that support functions and the revenue-generating core operated in tighter partnership.
Operational capability was already in place. However, the pace of change highlighted the need for a clearly defined and structured operating model to unlock greater efficiency, sharpen accountability, and strengthen alignment between commercial priorities and internal enablement functions.
Leadership recognized this as a pivotal moment: a chance to reset with clarity and intent. At the same time, previous experiences with large consultancy firms reinforced the importance of finding an approach that prioritized tangible value, speed of execution, and practical relevance over theoretical frameworks.
Solution Objective
There was a need for an objective end-to-end diagnostic to understand the current operating models, identify gaps & opportunities for improvement, and establish a clear baseline from which meaningful change could be planned and importantly measured in terms of ROI.
Tyde worked closely with 40+ stakeholders across the organisation, engaging directly with teams to understand how the business truly operated day-to-day. This hands-on approach, including multiple visits to the production plant, enabled them to build a robust, fact-based view of the current state and reflect it back clearly and constructively.
The work was delivered at pace (6 weeks), with a high standard of documentation and minimal dependency on internal teams, avoiding the need for excessive guidance or “spoon-feeding”.
The immediate benefit was a clear, neutral diagnostic that held up a mirror to the organisation’s current state. This provided leadership with confidence in the findings and a solid foundation for decision-making and future improvement initiatives.
The analysis enabled the identification of quick wins in areas such as:
Organizational clarity and role definition
Process efficiency improvements
Collaboration and information exchange
Optimized use of existing tools and systems
The outputs provided were way beyond anything previously seen from a traditional consultancy firm, inclusive of but not limited to:
Individual Alignment Session Notes
Multiple Business Unit & Functional Operational Flows
Gap Analysis
Prototype Dashboards
ERP Documentation Review
Diagnostic Scorecard
Recommended Solution and Resource plans
“Their ability to engage directly with the organisation, cut through complexity, and reflect an honest, neutral view of the current state was invaluable. This work laid a strong foundation for informed decision-making and future change.”
- Paul Kefford, RAKGAS - VP
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