Case Study: Market Review and Technical Project Management
Pete Nisbet
edenseven Deliver Numerous Decarbonisation Programmes for Eneco
By conducting a market review and providing technical project management.
Eneco UK is a subsidiary of the Dutch energy company, Eneco Group, which operates and buys from over 5GW of renewable assets supplying to millions of customers in the Netherlands, Belgium, Germany, and the UK.
In support of Eneco’s operational and product development, edenseven, one of the Cambridge Management Consulting group of companies, were engaged in delivering a number of programmes of work across Eneco UK’s portfolio.
Project Overview
- edenseven's in-house software developers provided technical programme management to deploy a new customer interface for the UK business. This required coordination with the selected external software vendor and integration to Eneco Group trading and data systems.
- edenseven were tasked to undertake a market review of forward trends within the UK I&C (Industrial and Commercial) sector and an assessment of the market for solar in the UK.
- edenseven conducted a review of Eneco UK’s existing customer portfolio through a series of detailed interviews.
Skills & Knowledge
- A seasoned programme manager with a demonstrably good track record of delivery in a heavily matrixed organisation, and the ability to communicate with senior technical boards.
- An energy expert with a detailed knowledge of the UK energy market; with a specific understanding of the evolving policy landscape, internal commodity trading processes, and customer interface expectations.
- A customer-facing energy expert with extensive knowledge of the electricity market and the requirements of large end users of energy – having previously managed some of the biggest portfolios in the UK.
Outcome & Results
- New Customer Interface: The successful deployment of a new customer interface platform which was delivered to the client’s specifications, within the allocated budget and to the internal process requirements of Eneco.
- Forward Planning: The delivery of a clear forward view of the evolving I&C energy market and engagement at a senior level for a new solar product.
- Customer Awareness: A clear outline of Eneco’s current customers’ future requirements, gained through a series of interviews which highlighted their expectations as they shift into a more decarbonised environment.
About Cambridge Management Consulting
Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 150 consultants working on projects in 20 countries.
Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges.
For more information visit
www.cambridgemc.com or get in touch below.
Contact - Africa
Subscribe to our Newsletter
Blog Subscribe
SHARE CONTENT
CAMBRIDGE | See how Cambridge MC and Pembroke College are creating mutual value through a unique corporate partnership spanning student opportunities, academic collaboration and industry events | READ FULL CASE STUDY
Cyber Security | Ransomware in 2026 is a board-level resilience issue. Learn the key risks, weak spots and practical questions boards should ask to improve readiness, recovery and response.
The #21toWatch Top21.2026 winners have been announced at an awards ceremony at The Glasshouse innovation hub in Cambridge.
BLOG | A student’s perspective on why women shouldn’t have to ‘play masculine’ to succeed at work – and how valuing empathy, confidence and inclusive leadership can help close gender gaps and build healthier organisations.
Where should leaders start with AI in 2026? A practical guide to moving beyond pilots, clarifying risk appetite, strengthening governance, improving data readiness, and delivering measurable enterprise value from AI at scale | READ FULL ARTICLE
We were approached by one of the fastest growing data centre providers in Europe. With over 20 data centres throughout the continent, they are consistently meeting the need for scalable, high-performance infrastructure. Despite this, a key data centre in Scandinavia had become reliant on a single, non-redundant 1 Gbps internet service from a local provider, posing significant risks to operational continuity. To enhance the reliability of its network and resolve these risks, our client needed to establish additional connectivity paths to ensure the redundancy of its infrastructure. The Ask Cambridge Management Consulting was engaged to address these connectivity challenges by identifying and evaluating potential vendors and infrastructure options to create second and third connectivity paths. This involved exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre. Additionally, Cambridge MC was asked to provide recommendations for building a local fibre network around the data centre to control and maintain diverse paths. This would allow the data centre to connect directly to nearby points of presence (PoPs) and reduce dependency on external providers, thereby enhancing network resilience and operational control. The goal of this project was to ensure that the Nordic data centre could maintain continuous operations even in the event of a failure in the primary connection. Approach & Skills Cambridge MC approached the project with a focus on ensuring operational continuity and resilience for the data centre. By identifying multiple connectivity paths, we aimed to mitigate the risk of network failures and ensure that the data centre could maintain continuous operations even in the event of a failure in the primary connection. This approach allowed Cambridge MC to provide a comprehensive solution to address both immediate and long-term connectivity needs. We employed a combination of Agile and Waterfall methodologies to manage the project. The initial investigative phase allowed a Waterfall approach, in which our team conducted thorough research and analysis to identify potential vendors and connectivity options. This phase involved detailed interviews with various telecommunications providers and an assessment of publicly available information. Once the initial analysis was complete, the workflow transitioned to an Agile approach for the implementation phase. This allowed Cambridge MC to adapt to new information and feedback from stakeholders, ensuring that the final solution was both flexible and robust. Challenges Lack of information: One of the primary obstacles we faced was the lack of detailed network maps and information from some of the potential vendors. To overcome this, the team conducted extensive interviews with contacts at these companies and leveraged its existing network of industry contacts to gather as much information as possible. Remote location: Another challenge was the remote location of the data centre, which limited the availability of local infrastructure and required us to explore creative solutions for connectivity. Cambridge MC addressed this by proposing the construction of a local fibre network around the data centre, which would allow for greater control and flexibility in connecting to nearby PoPs. Fragmented factors: Additionally, coordinating with multiple vendors and ensuring that their services could be integrated seamlessly posed a logistical challenge. We mitigated this by recommending a phased approach to implementation, starting with the most critical connectivity paths and gradually expanding to include additional options. Outcomes & Results Increased Connectivity: Cambridge MC successfully identified and evaluated multiple connectivity paths for the data centre. By exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre, we provided a comprehensive solution that significantly enhanced network resilience and reliability. Greater Control & Flexibility: Our recommendations for building a local fibre network around the data centre allowed for greater control and flexibility in connecting to nearby points of presence, ensuring continuous operations even in the event of a failure in the primary connection. New Vendors: The team’s extensive network of industry contacts and deep understanding of the regional telecommunications landscape allowed for a thorough and nuanced evaluation of potential vendors and connectivity options. Scope for Future Work: Cambridge MC identified several future developments with the potential to further enhance international connectivity and provide additional redundancy for the data centre. We also proposed further assistance, including a site visit for a more in-depth analysis of options, issuing RFI/RFP to vendors for capacity and fibre, and conducting similar connectivity studies for other candidate sites in the region.
Thames Freeport this week revealed the eight companies selected to participate in the Freeport’s Connectivity Lab, an initiative focused on validating commercially proven technologies in live port and logistics environments.
Emerging as a hub for innovation, Thames Freeport is a unique initiative designed to stimulate trade and transform the lives of people in its region. Leveraging global connectivity and occupying a strategic position with intermodal capabilities across river, rail, and road, Thames Freeport has recognised its opportunity to drive economic regeneration for the local area. Thames Freeport engaged Cambridge Management Consulting to design a clear strategy for innovation over the next three to five years. Key considerations for this innovation strategy included objectives and KPIs, the future of the business ecosystem in the region, physical clusters and assets such as innovation hubs, and opportunities and challenges on the way. The Solution Working with our innovation partner, L Marks, Cambridge MC conducted an innovation strategy project which involved the following: Engaging with a range of stakeholders and partners from local authorities to corporate partners across the Thames Freeport area, leveraging interviews with key individuals to build a common picture of innovation aspirations, opportunities, and challenges. Conducting a series of workshops for the Thames Freeport team to consider visions and objectives, themes and focus areas, physical hubs and overall programme structure, and a three-year roadmap plan. Building a comprehensive innovation strategy which internalised all of the above questions. This was then presented to their board and formed the basis of the public tenders for innovation programmes that were then made public.
