Stabilizing Oracle CC&B before a multi-jurisdiction CIS consolidation

01

The situation

A North American electric utility had been using external specialists to support specific needs in its existing Oracle Utilities CC&B production system. The relationship began with targeted resource assignments and grew as the utility addressed broader questions about platform stability, operational support, and future system direction.

The utility had also acquired another jurisdiction whose customer data remained in a legacy CIS. The next major objective was to consolidate that data into CC&B and establish one customer system across all jurisdictions.

02

Roberto's role

Roberto Fonseca served on the executive team overseeing the program. His involvement covered both sales and program management.

Roberto helped expand the engagement from focused production support into a structured stabilization initiative and, ultimately, the proposal for the larger CIS consolidation. He participated in client workshops, contributed during selected design sessions, provided program updates in board meetings, worked directly with the PMO to align resources, priorities, and expected outcomes, and advised on requests from the technical team.

03

The approach

The team first organized the immediate work into three coordinated areas: platform stability and performance, ongoing production support, and business features and enhancements. This created a clearer distinction between urgent operational needs, technical remediation, and work that required separate business decisions.

The stabilization plan addressed the conditions needed for a larger transformation: environment strategy, database and application updates, regression testing, production deployment, batch operations, monitoring, month-end processes, integrations, and selected business improvements.

That foundation informed the next phase. The CIS consolidation proposal brought together functional design, data conversion, integrations, testing and training, infrastructure, governance, risk management, cutover, and post-go-live support. It also made client responsibilities and decision dependencies explicit early in the process.

05

Why it matters

The engagement illustrates a practical transformation sequence: support the production system, stabilize the future-state platform, define the operating and delivery conditions, and then consolidate. It also shows how targeted consulting work can grow into a larger program when technical decisions, business outcomes, and executive governance remain connected.