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Abrennis

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ERP & EAM Consulting for Energy and IT Projects

Abrennis is a Paris-based consulting firm specialized in Contract Management and digital transformation program governance, working across energy, utilities, manufacturing, infrastructure and the public sector.

  • Min project size
    $100,000+
  • Hourly rate
    $100 - $149 / hr
  • Employees
    2 - 9
  • Year founded
    Founded 2025

Service Lines
Business Consulting
20%
Cloud Consulting & SI
20%
ERP Consulting and SI
20%
IT Managed Services
20%
IT Strategy Consulting
20%

No Focus Areas have been added yet…

Industries
Utilities
40%
Energy & natural resources
20%
Information technology
20%
Insurance
10%
Other industries
10%
Clients
Enterprise (>$1B)
60%
Midmarket ($10M - $1B)
20%
Small Business (<$10M)
20%

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Our Story

At Abrennis, our story is guided by the motto: “rigor in structure, clarity in direction.”

We believe successful projects combine disciplined frameworks with a clear vision of outcomes. Our mission is to help organizations transform with confidence, by aligning technology, contracts, and people. We value transparency, accountability, and pragmatic delivery—bridging strategy and execution to secure measurable results for our clients.

Tools and Technology

Microsoft Teams
Jira
SharePoint
Confluence
Microsoft OneNote

Commonly Asked Questions

Delivery risk reduction. On ERP, EAM and digital transformation programs, success means staying within agreed cost and schedule envelopes. We track variance against the baseline budget and timeline, the volume and severity of change requests, and the number of contractual incidents (delivery defects, missed milestones, SLA breaches) handled without escalation to litigation. Cash and margin protection. On the Contract Management side, we track recovered amounts through claim defense, avoided penalties, change orders priced and validated under proper governance, and reduction of post-signature value leakage (industry benchmarks indicate around 9% of contract value is typically lost after signature). Governance maturity. We assess whether the client team can run the contract autonomously after we leave: documented governance, working steering committees, traceable decisions, contemporaneous evidence routinely produced, change control actually used. A successful engagement is one where Abrennis becomes unnecessary. For each mission, KPIs are agreed upfront with the sponsor and reviewed at defined checkpoints, not at the end.

Our approach reflects our positioning as contract architects: written, traceable, and decision-oriented. Cadence. Weekly operational point with the project team, monthly steering committee with the sponsor and key stakeholders (business, IT, procurement, legal), ad-hoc escalation within 24 hours on critical contractual events (notice of claim, force majeure, scope dispute). Format. Structured written reports with a standard backbone: contractual events of the period, open risks and claims, change requests pipeline, decisions required, next steps. We avoid status theatre. Every report is designed to drive a decision or confirm a position. Evidence trail. Every key exchange is documented in writing. Meeting minutes are systematic and validated. This contemporaneous evidence is the foundation of any later claim defense or amicable resolution; it is not optional. Languages. French and English, including for FIDIC contracts and international integrators. Tools. We adapt to the client environment (SharePoint, Teams, Confluence, dedicated CLM platforms) rather than imposing ours. Where useful, we advise on CLM, document and e-signature platform choices and their integration with ERP and EAM stacks.

Turnaround depends on the type of intervention; we work on three standard formats. Contract review and risk assessment: 5 to 15 working days from document handover to delivery of a structured risk map, prioritized findings and recommended clauses or amendments. Suitable for pre-signature review, due diligence, or audit of an inherited contract. Tender and RFP support (ERP, EAM, AMS, public procurement, FIDIC): typically 6 to 12 weeks from kick-off to contract signature, depending on procedure (negotiated, competitive dialogue, public tender) and complexity. Operational Contract Management on running projects: continuous engagement, usually 3 to 18 months, sized to the project lifecycle. We integrate within 2 weeks, including diagnosis, governance setup and first deliverables. Crisis or recovery missions: initial diagnosis within 5 to 10 working days, followed by an action plan validated with the sponsor before deeper intervention. We commit to firm dates in the engagement letter, with named consultants. No bait-and-switch on profiles.

ERP and EAM programs (SAP, IFS and adjacent toolchains). Tender structuring, integrator selection, contract negotiation, deployment governance, go-live readiness, AMS / TMA setup, reversibility clauses. Investing 2 to 3% of project budget in proper contract governance typically avoids 20 to 35% of cost overruns downstream. Construction and infrastructure under FIDIC contracts (Red, Yellow, Silver Books). Contract administration, notice of claim management (28-day rule), DAAB procedures, Engineer interface, variations and EOT. Public procurement. Tender preparation, framework agreements, contract execution, amendments, claim defense within French Code de la commande publique constraints. Application maintenance, shared service centers, supplier governance. Renewals, scope and SLA redesign, mutualization of contracts, claim prevention and amicable dispute resolution. We are not a law firm and not an academic practice; we are operational contract managers. We sit at the table with project, business, IT and procurement teams, and we produce contractual deliverables that hold up when projects get difficult. For more detail on our methodology and case studies, see www.abrennis.com.

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