Deep experience.
New possibilities.
Global consulting experience. Deep energy expertise. Growing together with our people and new technology.
Built on experience.
Open to what comes next.
ZHICE Consulting was founded by partners from leading global consulting firms. Our principal partners bring more than 20 years of consulting experience. We combine that professional depth with the practical challenges of the energy industry, connecting strategy, management, digital transformation and AI to help businesses make clear decisions and put them into action.
We believe consulting in the AI era calls for closer collaboration between human experience, technological capability and team creativity. Our ambition is to help lead a new model of consulting: grounded in industry understanding, connecting management and technology, and exploring better ways to serve clients through their real business needs.
Professional depth builds trust. Different perspectives help us grow.
Our culture welcomes people with different backgrounds, experiences and ways of thinking. Innovation, inclusion and collaboration mean listening carefully, learning from one another and giving people from different disciplines the space to contribute.
Our commitment to people includes competitive compensation and benefits, paid leave, business travel allowances and room for career development. Join us in turning experience into new capabilities and good ideas into valuable work.
Explore a career at ZHICEHow we work
How does professional judgement take shape and enter daily operations? Explore the practices that connect evidence, value, coordination and action in our work.
Make judgement open to scrutiny
Establish what we know before deciding what to do.
Industry trends help frame a question; company evidence determines the answer. We connect external research, operating data and interviews, distinguishing verified observations from assumptions and identifying what could change the conclusion.
- 01
Trace sources
Record the source, date and definition of every material input. Flag inconsistent definitions and information without original supporting records for verification.
- 02
Cross-check
Cross-check reported performance against processes, contracts and operating records. Retain conflicting evidence rather than forcing it into a single early explanation.
- 03
Test assumptions
Test the variables most likely to change the decision through scenarios and sensitivity analysis. Look for counterexamples and specify when the conclusion should be revised.
An evidence register, a critical-assumptions log and the basis for the decision.
Allocate resources around business value
Work back from a problem worth solving to the capabilities it needs.
We examine revenue quality, cost structure, asset efficiency and risk exposure to understand where value is created or lost. Business owners and technology teams agree the objective together; value and feasibility determine the investment sequence.
- 01
Locate value
Translate broad requests such as “improve efficiency” into specific operating problems. Identify the process, outcome measures and accountable owner, and establish a comparable baseline.
- 02
Compare options
Compare process changes, organisational coordination, data improvements and technology investment together. Assess how each produces value, what it requires and what it displaces.
- 03
Stage investment
Link resource allocation to evidence at each stage. Validate critical constraints before expanding, adapting or stopping investment, preserving the ability to respond to change.
A value tree, opportunity portfolio, baseline measures and staged investment recommendations.
Design organisation and technology together
Capabilities work when their connections are explicit.
Energy operations span assets, production, trading, finance and technology. A single change can affect accountability, workflows and systems together. We design interfaces along the actual work chain so that business rules can be executed and technical capabilities can be sustained.
- 01
Clarify ownership
Specify who raises the issue, who decides and who owns the outcome. Define collaboration interfaces and escalation paths for work that crosses functions.
- 02
Connect workflows
Define inputs, business rules and handover conditions for the target process. Examine how exceptions, rework and approvals affect the whole operating chain.
- 03
Connect data and technology
Design data definitions, access controls, system interfaces and operational ownership together, creating maintainable connections between new applications and existing operations.
An accountability and authority matrix, end-to-end process maps, and data and system interface specifications.
Let implementation test the design
Take recommendations into practice and bring feedback back to decisions.
A document is one point in the work. We define validation scope, acceptance criteria and review rhythms within the design, helping teams turn judgement into action and use operational evidence to shape the next step.
- 01
Define the trial
Select a bounded, representative operating scope. Agree the baseline, data collection method and acceptance criteria, distinguishing expected effects from observed results.
- 02
Observe operations
Track business outcomes, exceptions and user experience together. Record external changes and examine whether improvements can be attributed to the intervention and repeated.
- 03
Review and extend
Use stage evidence to decide whether to expand, revise or pause. Transfer operating procedures and knowledge so that the organisation can sustain and improve the capability after the engagement.
A validation plan, operational assessment, conditions for expansion and a capability-transfer plan.
Start with a question that matters.
Tell us about the decision, business challenge or transformation ahead. Let’s define the next step together.