Implementing an Energy Trading and Risk Management (ETRM) system isn’t just another IT project — it’s a transformation that can reshape how your entire organization operates. I’m John Bizon, Director of ETRM Standardization at PCI Energy Solutions, and I’ve seen firsthand what separates successful implementations from the ones that stumble. Here’s what you need to know as you prepare your team for this critical journey.
Why prioritization matters from day one
The most successful ETRM implementations I’ve been part of are the ones that are treated as core initiatives, not something to squeeze in between other priorities. Your internal teams already have full plates, and the time commitment required to support implementation is greater than most expect. If you don’t plan for backfilling or redistributing workloads, you risk missed deadlines and poor outcomes. A successful ETRM implementation needs dedicated resources for defining requirements, testing, and approving solutions.
John Bizon, director of ETRM Standardization at PCI Energy Solutions, shares why prioritization and resource planning are critical for a successful ETRM implementation.
A project of this scale can transform your business if done right,but only if it has the focus it deserves.
The importance of early alignment
ETRM systems touch every part of your trading organization: front office, middle office, and back office. If those groups aren’t aligned before implementation starts, you’re setting yourself up for costly rework later. I’ve seen teams design a system for trading first, only to discover months later that settlements can’t process complex contracts or that risk doesn’t have the visibility it needs.
John Bizon, director of ETRM Standardization at PCI Energy Solutions, explains why alignment across trading, risk, operations, and settlements before implementation saves time, money, and headaches down the road. Get more insights from John by watching his full “Hot Takes” video here.
My advice? Get everyone in the same room early, identify conflicting goals, and work toward a shared roadmap. As we often tell clients, you don’t want to realize after the fact that you forgot to “plumb for a toilet in the basement.” It’s a lot more painful to fix later.
Common pitfalls to avoid
One of the biggest mistakes I see is relying on massive requirements lists pulled together by external consultants. These often include every feature they’ve ever seen, regardless of whether your team truly needs it. That level of customization adds complexity, cost, and maintenance headaches down the road.
Instead, focus on your real, current workflows. What reports do you depend on? Where does data come from today? What are your must-haves versus nice-to-haves? Start there, and be willing to challenge legacy processes, especially those built in spreadsheets, to see if there’s a more efficient way forward.
Choosing the right partner
Most vendors can get you to go-live but the best ones provide ongoing support to make sure the system is stable, scalable, and delivering value for years to come. At PCI, we’ve learned that it works better when customers work with one team from start to finish, instead of separate, siloed implementation and support teams. That continuity makes a significant difference, especially when you’re navigating post-go-live adjustments.
Preparing your team for change
Both people and technology drive successful implementations. You need strong internal champions who understand your business, can make decisions quickly, and keep the project moving forward. Don’t leave every decision to consultants or vendors, this system needs to work for your team.
You also need to prepare for transformation. A new ETRM platform won’t (and shouldn’t) replicate every legacy workflow. The goal is to eliminate inefficiencies, improve auditability, accelerate settlements, and support risk management through standardized reporting. Openness to change is key to a successful ETRM platform.
Final advice
If you’re planning an implementation in the next 6–12 months, define your core objectives early and document your current data landscape. Know which reports matter most, what your key controls are, and where your pain points lie. Build consensus across trading, risk, operations, and settlements. And above all, treat this project like the strategic initiative it is.
Done right, an ETRM implementation can unlock better decisions, faster reporting, and stronger controls across your organization. But it takes focus, leadership, and a willingness to rethink the way you’ve always done things.
