As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
As the global energy transition gains momentum, the New Energy division's business development team at a leading oil & gas company is focused on identifying, nurturing, and securing new opportunities in blue and green ammonia, Carbon Capture and Storage (CCS), and renewable energy. They operate in complex and dynamic markets, including Indonesia, Malaysia, India, Mauritania, and Australia, requiring them to navigate a constantly evolving environment of policies, collaborations, and competitive strategies.
The team's success increasingly depends on attending the right conferences, engaging with key stakeholders, and effectively coordinating across regions. This includes tracking strategic conversations and identifying early indicators of momentum, such as growing investor interest in green iron or new regulatory initiatives in hydrogen exports.
The team's reliance on Excel for tracking strategic meetings and engagements quickly led to an outdated and siloed approach across regional teams. This hindered visibility, making it impossible to determine if prospects had already been engaged by other departments, resulting in missed opportunities and duplicated efforts. Conferences, despite their networking potential, added complexity by generating a large volume of data without clear insights. Furthermore, senior leadership lacked a streamlined method for reviewing business development activities and identifying emerging market trends.
TSC developed and implemented a secure, private stakeholder relationship management (SRM) system. This system centralises all business development engagement across various markets and teams, serving as a singular, authoritative source for strategic interactions.
It automates notifications for new meetings to relevant team members and offers global visibility into all stakeholder touchpoints. Additionally, the platform provides customizable media briefs and newsletters to improve situational awareness, allowing teams to identify regional trends, such as green iron activity, and align their business priorities accordingly.
TSC’s SRM system centralises all strategic meeting information, replacing disparate spreadsheets with a secure, shared view. It meticulously logs each interaction, capturing details like participants, location, time, meeting objectives, stakeholder network mappings, and relevant media mentions. This comprehensive approach builds a dynamic, evolving institutional memory of all business development efforts across various markets and teams.
The system ensures consistent communication through automatic notifications, keeping everyone informed. Reporting dashboards offer senior leadership clear oversight of engagement velocity and thematic momentum across regions. This empowers the Business Development (BD) leadership to prioritise resources, identify gaps, and make informed decisions on where to intensify efforts or reallocate resources, transforming previously fragmented engagements into actionable strategies.
The BD team frequently participates in industry events such as Gastech in Singapore and Hydrogen events in Sydney, for prospecting and networking. However, they often face challenges due to a lack of insight into event attendees, their broader ecosystem connections, and their relevance to key issues. This makes effective engagement planning difficult.
The TSC solution addressed this by enabling the team to generate stakeholder network maps, illustrating the connections and relationships among event attendees. Furthermore, team members could leverage a stakeholder data repository of over 1 million stakeholder data points, integrated with media signals, to gain a deeper understanding of stakeholders prior to engagements.
The team previously relied on fragmented media and policy signals to get their market intelligence. This poses a significant challenge for market intelligence, especially in frontier markets such as Mauritania, Namibia, and Indonesia. To address this problem, the team leveraged the TSC’s context-aware media intelligence system, which processes over 3.5 million daily news articles, academic, government, social, and custom datasets across 100+ languages.
Through customised filters and newsletter configurations, the team receives strategic intelligence briefings precisely curated to their business needs. The content is tailored by region (e.g., APAC or Africa) and focus area (e.g., CCS, green hydrogen), enabling teams to stay informed of relevant developments without experiencing information overload.
With TSC’s SRM and media intelligence system, the New Energy BD team has transformed from reactive, siloed engagement to a proactive, intelligence-driven approach. This new system supports decision-making at every level, offering senior management clear visibility into business development efforts and market movements. As a result, they can respond to emerging opportunities more quickly and with greater insight.
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