Close the performance gap. Sustain the result.
ISI Consulting Group works alongside leadership through delivery, from rapid assessment to implementation and sustainment.
Selected improvement initiatives have generated documented returns ranging from 150% to 1,600%, depending on scope, baseline performance, required investment and implementation speed. Results vary by engagement. Work delivered across North America, Europe, Singapore, Thailand, Central and Eastern Europe and the Middle East.
What separates the work
Most firms hand over the recommendation. We stay for the delivery.
Engagements begin by identifying business value and quantifying the performance gap. From there ISI works with leadership teams to design the solution, establish governance, align stakeholders, implement the change, measure the outcome and hold it in place.
Unlike firms that stop at recommendations, ISI Consulting Group works side by side with client teams to close performance gaps and turn opportunity into measurable business outcomes.
Leadership
Gerald Madore
Founder and Managing Partner
A senior operating executive and transformation leader with more than 30 years of experience translating complex agendas into measurable business value. He advises CEOs, boards, investment teams and executive leaders across industrial, infrastructure, energy, transportation, manufacturing and asset-intensive organizations.
His work spans strategy, governance, operating model assessment, post-acquisition integration, performance improvement, benefits realization and change leadership.
- Experience
- More than 30 years in operations and transformation
- Focus
- Strategy, governance, integration and benefits realization
- Regions
- North America, Europe, Singapore, Thailand, Central and Eastern Europe, Middle East
Where engagements start
The situations that bring leadership teams to ISI
Operational Excellence
Operating costs are rising, maintenance is reactive, and the last improvement program did not hold.
- $22M+ Recurring annual savings on the Downstream energy engagement
Business Transformation
A transformation program is behind schedule, the business case has drifted, and no one can say what has actually been delivered.
- $84.3M Realized annual savings on the Mining and natural resources engagement
Organizational Transformation and Integration
Two organizations are one on paper. The operating model, the leadership routines and the accountabilities are still two.
- 25,000+ Employees affected on the Energy and industrial operations engagement
Supply Chain and Operations
Working capital is locked in inventory, suppliers are managed by exception, and the warehouse is the last place anyone looks.
- $50M+ Opportunity identified on the Industrial and asset-intensive operations engagement
Interim and Fractional Leadership
A critical role is open, or a program needs someone who has run one before, and a permanent hire is months away.
- 150K Households served on the Municipal government and public works engagement
Rapid Assessment
Leadership suspects there is value in an operation but cannot size it, and needs an answer in days rather than months.
ExploreHow an engagement runs
Five stages. Each one ends with something leadership can act on.
Rapid Assessment
Executive findings, a preliminary benefit and ROI range, immediate priorities and the recommended next step.
On an engagement Leadership interviews, frontline observations and process mapping identified the performance gaps across maintenance, materials management and warehouse operations at a public transit agency. Read the engagement
30-Business-Day Diagnostic
Validated opportunity portfolio, baseline KPIs, financial business case and a sequenced implementation roadmap.
On an engagement Current-state processes, data, governance and inventory policies were evaluated for an asset-intensive operator, producing a future-state roadmap and more than $50M of identified opportunity. Read the engagement
Implementation Support
Initiative mobilization, PMO leadership, process redesign, change management and benefits tracking.
On an engagement Pull Planning, Pulse Boards, 5S and visual daily management were established on a plant floor, taking the routine maintenance backlog from 1,338 work orders to 879. Read the engagement
Sustainment
Performance routines, leadership accountability, training and knowledge transfer, periodic audits and corrective action.
On an engagement Governance and benefits realization processes carried opportunities from identification through approval, implementation, measurement and sustainment, with $84.3M in realized annual savings. Read the engagement
Audits and Post-Delivery Support
Benefits validation, KPI and governance health checks, priority refresh plans and follow-up reviews.
On an engagement Leadership routines, performance reporting, implementation governance and execution disciplines were strengthened at an integrated energy company holding more than $22M in recurring annual savings. Read the engagement
Commercial arrangements
Where the baseline can be established, part of the fee can be tied to validated results.
Engagements may be structured as fixed fee, time and materials, or a hybrid. Performance-based compensation is considered when the baseline, scope, benefit measurement method, client responsibilities and validation period can be clearly established.
Client results
Selected engagements
$84.3 million saved across procurement and supply chain
Enterprise transformation across procurement, contracting, warehousing and materials management for a large mining and resource organization.
- $84.3M Realized annual savings
- $35M+ Further opportunity identified
- $5M to $10M Contract recoveries identified
$22 million in recurring savings in downstream energy
Operational assessment, Lean maintenance and work management improvement across multiple business units of a large integrated energy company.
- $22M+ Recurring annual savings
- 23% More maintenance work completed
- 32% Reduction in contractor headcount
$12.2 million saved through reliability and Lean transformation
Planning and scheduling redesign, daily management routines and sustainment governance on the plant floor.
- $12.2M Annualized savings
- 33% Productivity improvement
- 1,338 to 879 Maintenance backlog reduced
Industries
Nine sectors, each with its own operating pressures
Downstream
Refining, terminals and processing
Explore
Midstream and LNG
Pipelines, terminals and LNG
Explore
Manufacturing
Plants, reliability and productivity
Explore
Mining
Mining and natural resources
Explore
Procurement and Supply Chain
Sourcing, suppliers and contracts
Explore
Warehouse
Storerooms, inventory and materials
Explore
Bus and Rail Transit
Public transportation
Explore
Healthcare
Hospitals and health systems
Explore
Government and Public Sector
Municipal and public services
ExploreFeatured Perspectives
Perspectives from the work
Beyond cost cutting
Building a lower-cost, more resilient manufacturing operating model. Traditional cost cutting buys temporary relief. A structurally lower cost base is an operating model change.
Read the article- Published 17 September 2026
- Also available as a PDF
From working capital to competitive advantage
Why hydrocarbon inventory management matters. Inventory is one of the largest controllable assets in the value chain, and most organizations report it rather than manage it.
Read the article- Published 17 September 2026
- Also available as a PDF
Rapid Assessment
Two to three days to find where the value is.
A focused review of a site, a function or a single operational problem. Leadership receives a fact-based view of the performance gap, the likely value, the immediate priorities and the right next step.
- Leadership interviews and stakeholder input
- Focused operational and financial data review
- Site observations and process walk-throughs
- Performance gaps, constraints and root causes