But, if we can’t go ahead with a deal because of a bug in the system, we’re soon talking about six-figure losses or more. Stable IT infrastructure guarantees a solid return.
THERE ARE SOME QUITE EXCEPTIONAL PEOPLE AT SCHUBERG PHILIS
"The day we went live was exciting. I was in the office until 3:30 a.m., and the next morning I was back again at 7 o’clock. And the techies from Schuberg Philis were still there.” These are the words of Folkert Reitsma, Director of Business Infrastructure at the Asset Optimisation and Trading division of Vattenfall. From 2009 until 2015 Schuberg Philis was responsible for their IT infrastructure. “We were aware from the start that we were dealing with experts.”
AND YET YOU DECIDED TO END THE COOPERATION
“When we signed the contract with you, we already knew that Nuon had been taken over by Vattenfall. With such an acquisition, other interests come into play, and the new scope required upscaling, so we had to think about alternative options. On the other hand, our business had changed so radically through market forces, that a cost-savings strategy was quickly introduced. That’s why we have again started to work with in-house expertise. However, we have no regrets about working with Schuberg Philis. I never questioned that for a moment.”
“Mainly because of the huge steps we made towards greater maturity. Schuberg Philis created a complete, safe IT structure, which meant that we had far fewer critical incidents. Bringing in such a strong partner also led to a change in culture, including for our own specialists.”
WHAT KIND OF IMPACT HAS SCHUBERG HAD ON YOUR BUSINESS?
“Schuberg Philis’ quality is top-notch. The higher costs are justified by the high service level. But, if we can’t go ahead with a deal because of a bug in the system, we’re soon talking about six-figure losses or more. Stable IT infrastructure guarantees a solid return.”
WHAT COULD BE DONE BETTER?
“You can be quite rigid and inflexible at times. I understand that, because infrastructure is designed to create stability. And yet that was tough, because we wanted more flexibility from the point of view of our business. We clashed quite a bit about that, and we had to learn to accommodate each other.”
HOW WAS THE TEAMWORK?
“There are some excellent people at Schuberg Philis. They stood out head and shoulders above the team, while the team as a whole was characterised by an intrinsic motivation to work: there’s a powerful work ethic and they are very professional and skilful. Schuberg Philis has a remarkable organisation structure: everyone takes responsibility and hierarchy doesn’t come into it. That’s exactly how I like to work. I would have liked to have seen you around more often. I missed that. I knew that you were there in the background, but it would have been good to see you here more often.”
YOU GAVE US A SCORE OF 9 IN THE FINAL ASSESSMENT. WHY?
“You certainly earned that nine. When we decided to stop working together, I wanted to complete the transition in 18 months. That was a challenge, but in the end it was achieved in just one year. It was an extremely intensive time and everyone was under a lot of pressure. Towards the end everyone worked through the night, and we still received last-minute text messages from your specialists, saying pay attention to this and that.”
HOW ARE YOU GETTING ON WITHOUT US?
“We’re still stable and have had no major incidents. You can clearly detect the influence of Schuberg Philis among our people: the Schuberg Philis philosophy has made a lasting impact. This is how I see it: we still use of a lot of things that we’ve learned from Schuberg Philis and we’ve taken out a few things that were too inflexible. That works for us.”
Vattenfall Energy Trading is the division that buys and sells energy. The various applications that are used for this were brought together in one system by Schuberg Philis. This cooperation took place between 2009 and 2015. Over 2.7 million Dutch households are dependent on Nuon, a subsidiary of Vattenfall, for their gas and electricity.