Case Studies

During the COVID-19 pandemic, Canada imposed travel restrictions, but there was no universal agreement on identifying "essential" workers, and provinces had their own admission rules regarding who could enter the province, and under what rules. IMC's client in the industrial gas production sector had required “turnarounds” requiring specialized personnel from the United States. The product was crucial for the oil and gas and transportation sectors. IMC was asked to “fix the problem” and find a way to bring these personnel across the border.

During the onset period of the pandemic, Alberta Public Health officials focused on safeguarding the well-being of citizens, which presented the challenge of remote work and quarantine procedures and made officials difficult to reach. Given the circumstances, IMC found the relevant decision makers within the Alberta public health system to work through the problem. However, there was no existing framework and it had to be developed from scratch.

Once the client’s workers were classified as "essential," plans were made for their safe entry into Alberta from the United States and their return home. Accommodations and transportation were arranged with minimal contact with locals, and food delivery plans were made. IMC coordinated with a hotel to develop detailed safety protocols including masking, cleaning, and illness management. The plan was fully packaged with all details and approved by Alberta Public Health officials. IMC assisted with the ongoing execution including coordinating various steps such as conducting COVID testing and provide accurate information to Alberta Public Health regarding their presence, health status, and travel details.

During the pandemic's early stages, with no established protocols, public safety was prioritized while affecting the ability for crucial Canadian businesses to continue to function. IMC's proactive approach involved communication with government officials, raising awareness about safety compliance and the economic consequences of operational disruptions.

IMC was able to safely transport its client’s workers from the US to Alberta and back. Additionally, IMC was also successful in identifying and facilitating the entry of essential workers into Ontario, Quebec, and British Columbia. Consequently, IMC successfully enabled the client to continue operating throughout the pandemic while adhering to public health regulations. Overall, IMC facilitated the movement of approximately 80 employees across the border.

A provincial government’s infrastructure department was investigating an expansion to a hydropower facility to increase generation capacity, along with associated transmission, investments to interconnect various grids, and mining developments in the region. To evaluate the business case for the project, the department sought an assessment of the potential power demand from existing and new mining projects within the region and adjacent regions.

IMC assessed the power demand from proposed projects and operational mines connected to the hydropower facility. IMC also estimated construction timelines and evaluated mine life extensions. Finally, taking into consideration pricing context, IMC forecasted three total demand scenarios assuming project and mine extensions proceeded.

IMC was able to identify from the demand forecast scenarios the necessary commercial conditions that must be satisfied in order for the power facility expansion to be considered attractive for critical minerals mines and other potential partners.

While the demand for pea protein grows, finding sufficient high-value applications for the associated pea starch has been a challenge for the industry. IMC was hired to identify opportunities to increase the demand for Canadian pea starch in industrial applications.

After initial research into a broader set of opportunities, IMC identified four sectors with the most promising potential applications: paper and packaging, oil and gas drilling, bioplastics and mineral processing. For each sector, IMC had deep experts with both technical knowledge and business acumen, who evaluated the necessary product function and specifications, the competitive environment, and the research and business development efforts required. IMC’s experts ranked the opportunities based on functional advantage, R&D complexity, processing investment required, and current customer interest.

IMC’s anlysis has provided the Canadian pea industry with a deeply researched ranking of the most promising industrial applications for pea starch, along with the key technical and commercial actions required to sell into those markets.

Help a northern First Nation maximize benefits and minimize impacts from resource development and government projects occurring in their traditional territory.

Applied for and received contributions from territorial and federal governments to fully fund our work. Negotiated with mining companies, federal and territorial governments to establish and implement impact benefit agreements. Provided commercial advice regarding the formation and operation of new Joint Venture companies. Coordinated the First Nation’s participation in regulatory processes.

Several million dollars in cash benefits, several million dollars of infrastructure funding, and significant employment and contracting benefits received by the First Nation.

Support the execution of a newly approved government policy to receive bitumen royalty barrels in kind.

A comprehensive risk assessment and due diligence process was employed. This related to market dynamics, available infrastructure, diluent and pipeline capacity and key regulatory and policy gaps. Recommendations were then made related to market structure, required infrastructure and policy and regulatory requirements.

The government executed its program will full knowledge of all risk factors and necessary steps to be taken from a commercial, policy and regulatory perspective.

Conduct a thorough risk assessment of various LNG projects, including financial, commercial, regulatory, stakeholder, Indigenous and policy risks.

Combined desk research with proactive due diligence and team member insights.

Produced a series of detailed reports, including a ranking of various projects.

Stop a proposed policy related to the development of natural gas that existed above bitumen resources (“gas over bitumen”) which would have required bitumen producers to pay large amounts to natural gas producers.

Aggregated impacted bitumen rights holders, and developed and implemented an advocacy program that was fully integrated with the technical and regulatory work underway.

The bitumen was protected, and no payment was required to be made from bitumen producers to natural gas producers.

Restructure the company and bring it successfully out of bankruptcy.

Acted as Vice-President responsible for finance, commercial and regulatory functions. New financing was secured for large capex program, new agreements negotiated (power, steam,major chemical, transportation), permitting approvals secured and a new fibre supply agreement negotiated. Overall costs reduced by over $20 million per year.

Costs reduced by over $20 million annually, the company had many years of profitability.