Case studies
A track record, independently verified.
Each of these programs was, at some point, a genuine crisis — a failed billing system, a storm response that collapsed, a paper-based operation running out of runway. Here's what changed, and how we verified it.
Municipal Water & Wastewater Utility
Stabilizing the Meter-to-Cash Cycle for Cleveland Water
City of Cleveland, Division of Water (Cleveland Water)
Following a 2009 billing-system go-live, Cleveland Water's meter-to-cash cycle broke down — receivables climbed from $19.0M to $43.1M and the call center fell well short of industry standards. tieBridge paired day-to-day program leadership with independent verification of every fix.
Public Power & Energy Utilities
Post-Mortem of a Failed Storm Response, and a Multi-Year Remediation
Long Island Power Authority (LIPA)
When Tropical Storm Isaias knocked out power to 646,000 Long Island customers, every customer-facing communications channel failed within hours of each other. LIPA needed an independent, credible, and fast accounting of what went wrong — one that could survive regulatory and public scrutiny.
Public Water & Wastewater Utility — the 8th largest in the U.S.
E-Permitting Solution for WSSC Water
Washington Suburban Sanitary Commission (WSSC Water)
WSSC Water was running a high-volume, revenue-critical permitting operation on paper and mainframe-era systems. tieBridge led the transformation end to end — requirements, procurement, vendor selection, contract negotiation, and implementation.
Municipal Electric, Water & Power Utility — the largest in the U.S.
Requirements Development for LADWP Communications and DMS Solution
Los Angeles Department of Water and Power (LADWP)
LADWP needed foundational infrastructure for a smarter grid — a two-way communication network and distribution automation system built to scale to a future AMI deployment. tieBridge led the procurement end to end, from the first requirement to the final recommendation.
Public Power & Energy Utility
Making Sure a Cybersecurity Assessment Didn't Just End at the Report
Long Island Power Authority (LIPA)
LIPA periodically commissions independent cybersecurity assessments of its operating contractor's security posture. tieBridge sat above the entire lifecycle — shaping what would be assessed, helping select who would do the assessing, and confirming recommendations actually turned into remediation.
Public Water, Sewerage & Drainage Utility
What SWBNO's IT Function Needed to Fix First
Sewerage and Water Board of New Orleans (SWBNO)
After years of management turnover, a new SWBNO leadership team needed an independent assessment of its IT function — and, critically, a prioritized and sequenced path that told leadership not just what to fix, but what to fix first.
Public Power & Energy Utility
A Five-Year Roadmap for the Long Island Power Authority
Long Island Power Authority (LIPA)
LIPA's Board set direction through high-level governance policies that needed to become one prioritized, sequenced plan. tieBridge led an evidence-based discovery and built consensus across a complex two-organization ecosystem to deliver a Board-ready five-year roadmap.
Public Power Utility — the 3rd largest in the U.S.
Building LIPA's Single System of Record for Documents and Records
Long Island Power Authority (LIPA)
LIPA's document-management practices were non-standardized and inefficient. tieBridge resolved the foundational scope question — an integrated document-and-records platform rather than a records-only silo — then led requirements, procurement, and a phased implementation end to end.
Municipal Water & Power Utility
Technical Rigor for a Court-Supervised Turnaround
Los Angeles Department of Water and Power (LADWP)
A failed billing-system rollout led to class-action litigation and a court-supervised settlement. tieBridge provided technical leadership within the independent monitoring effort, bringing hands-on CC&B platform expertise to a high-stakes, multi-party monitoring role.
Public Water & Wastewater Utility
Recovering a Failed Asset Management Implementation
DC Water and Sewer Authority
A failed enterprise asset management rollout left DC Water without the tool it needed to manage assets across a large, multi-jurisdictional service area. tieBridge was engaged to re-implement the system — a rare mandate that only comes when a first attempt has already failed.
Public Water & Wastewater Utility
Developing IT Strategic Plan at DC Water
District of Columbia Water and Sewer Authority (DC Water, then WASA)
WASA's IT function was still seen as a back-office service provider even as the utility set itself a mandate for world-class performance. tieBridge repositioned IT as a strategic change agent and built a five-year framework connecting technology investment directly to organizational goals.