Engineering Insights from the Field
Revenue, Contracts & Capability
The business suffers from variable revenue due to inconsistent workload and reactive work patterns.
We need contracts and long-term agreements, but we currently lack the staffing depth to deliver them confidently.
The solution isn’t “more brochures” — it’s a clear value proposition backed by consistent delivery capability.
Asset managers need packaged, predictable services; we must bundle and articulate what we sell, not offer disconnected tests or one-offs.
2. The Value Proposition Problem
Our challenge: customers (e.g., Chevron) want quantifiable numbers, but we often can’t know the hypothetical loss of production avoided.
The value is not the number of hours spent onsite — it’s the prevention, insight, and assurance we deliver.
We need to articulate outcomes, not tasks:
Cost avoidance
Downtime reduction
Failure risk mitigation
Safety improvements
Extended asset life
Case studies can demonstrate this better than any brochure:
Snowy Hydro – potential case study
Rio Tinto Mongolia – strong international example of value creation
WA industrial sites – our best evidence base is already available
3. Intelligence Gathering & Curiosity
To define the value proposition well, engineers need a high level of curiosity:
Ask customers what hurts
Understand how their maintenance system works
Identify failure modes that matter
Capture intelligence and feed it back internally
Conversation is our biggest tool — understanding customers’ reality, constraints, and risks.
4. The Silo Problem
Large organisations (e.g., Rio Tinto) are extremely siloed, making it difficult to find the right engineering contact.
We need strategies to navigate complex organisations:
Map stakeholders
Share contacts internally
Follow value chains, not job titles
Ongoing frustration: even Rob struggles to find the “right” internal person.
5. Internal Communication & Knowledge Sharing
We identified three levels of communication that need structure:
1. Sharing between engineers
Field insights
Failure modes
What worked
What customers are saying
What problems we solved
2. Sharing between engineering and COOs
So leadership can prioritise, price, and improve offerings
Ensures operational alignment with commercial strategy
3. Sharing with the outside world
Customers
Asset managers
EPCs
OEMs
Regulators
This is where strong value propositions, stories, and examples matter.
Dependencies
80% of knowledge sits in 20% of people.
Ron currently trains new staff — but this knowledge must be codified, not held in one head.
6. What We Should Communicate Externally
How we technically know what we’re doing
How we solve customer problems
How we create value that isn’t measured in hours
Where we protected or restored production
How we embedded reliability, safety, and insights
Regular case studies demonstrating this
Our external story must match what we actually deliver internally.
7. Case Studies & “Buckets of Value”
Case studies already exist in the engineering drive — we must organise and use them.
At each monthly operations meeting, engineers should bring one example of how we added a bucket of value for a customer.
These examples should feed:
Internal newsletter
Marketing
BD presentations
Proposals
Website
LinkedIn posts
Sales collateral
This closes the loop between delivery → understanding → marketing → new revenue.
8. Overall Themes
machinemonitor® needs to:
Package services into consistent, sellable offerings
Turn engineering stories into commercial stories
Improve communication at all levels
Capture and demonstrate value, not hours
Train engineers to be curious, observant, and articulate
Build a system to share intelligence across the business
Use case studies to support BD, marketing, and leadership
Build confidence in winning and delivering contracts
