Reflecting on a Remarkable 2024 Journey

Dear Friends,

Happy New Year! As I reflect on the remarkable journey through 2024, I am filled with gratitude and profound insights. Last year was both rewarding and challenging, marked by significant milestones and responsibilities. Beyond rising to the unique role of Head of Business Intelligence and Process Improvement at Enugu Electricity Distribution Plc. (EEDC), presumptively the largest power distribution company in Nigeria by customer base and coverage, I had the honor of leading transformative ideas in Meta-Index Engineering & Management Consultants (Meta-Index), a firm renowned for its deep industry expertise and innovative solutions, in addition, I served as Trustee Chairman for the Strategic Leadership & Social Impact Foundation (SLSIF), a non-profit dedicated to empowering communities through strategic leadership, ethical governance, capacity development, and impactful initiatives. While navigating these substantial responsibilities, I also led the Nigerian Institute of Public Relations , NIPR Enugu , as Chairman. My leadership extended into the political arena, where I drove significant outcomes in strategic communications, advocacy, and stakeholder engagement. Many find these roles daunting, yet I managed them with firm commitment, maintaining accessibility and simplicity.

In my capacity as Head of Business Intelligence and Process Improvement at EEDC, I spearheaded numerous analytical projects, including the Feeder Performance Analysis. This analysis unveiled critical insights into energy import impacts on Average Billing Rate (ABR), Performance Incentive Mechanism (PIM), and Revenue Recovery Index (RRI). The ABR, a key performance indicator, tracks billing efficiency, identifies revenue optimization opportunities, and evaluates financial performance. The findings revealed that within the service reflective model of the power sector, which categorizes customers into Bands A to E, Band A customers averaging 20 hours of supply per day and Band B customers averaging 16 hours, accounted for over 70% of total energy imports. Band A alone contributed over 50% of total revenue losses, underscoring the urgency for interventions such as enhanced prepaid metering and aggressive measures against energy theft. Alarmingly, revenue losses from Band A escalated by 242% between 2023 and 2024, highlighting a significant financial risk.

Moreso, the findings revealed that moderate supply increases (~6.6%) yielded the highest PIM levels, with diminishing returns as supply levels rose further. To optimize PIM, maintaining supply growth within defined thresholds proved most effective. The RRI, an evaluation matrix developed by me to measure power sector disco performance, has demonstrated significant results compared to traditional metrics such as PIM or ATC&C losses. I am considering publishing these key insights to contribute to sustainable advancements in the power sector. In 2024, I also delivered critical reports to the Board of Directors and Executive Management, including a Transition Roadmap submitted to State Regulatory Commissions, the Business Sustainability Plan, and Business Models for Energy Import and Commercial Targets. I was privileged to lead the development of Retail Tariffs for power distribution, among other strategic responsibilities at EEDC.

Many attribute my professional and ethical achievements to my extensive knowledge and academic background: a PhD in Power Systems Engineering and an MSc in Public Relations, expanded by specializations in strategic leadership, analytics, and project management. However, I believe that for those aspiring to career excellence, curiosity and a commitment to continuous, targeted learning are essential. This journey should be pursued for long-term growth, not merely for immediate financial or publicity gains.?

In 2024, I received several lucrative offers from top organizations, including one with over a 300% salary increase— a dream opportunity for many. Yet, I recognize that financial rewards are not the sole measure of job satisfaction. While I didn’t immediately accept the offer, I remain open to selected strategic leadership roles.?

As I embrace 2025, my focus will shift towards strategic alliances, global visibility, and mentoring young talent. These efforts will fortify my long-term goals as I prepare for a transition from civil service to public service. Excellence remains my guiding principle, unapologetically so!

God bless us all.

Sincerely,

Engr. Dr. Ilo Faustinus Chinedu

(Strategic Leader with Actionable Insights)

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