Your filed audit says how much water you lost. It cannot say where it went, and no filing can, because the answer is not in the audit — it is in the disagreement between three systems that do not talk to each other.
What we do
We take read-only extracts of your billing history, your meter reads or AMI interval data, your production and district-level flow records, and your service inventory. Then we reconcile them against each other and against your own filed balance, and we work the disagreements.
Each pair of systems disagrees for a different reason, and the pattern identifies the cause. An account consuming with no bill is not the same problem as a meter whose reads flatline, which is not the same as a premise your billing system does not know exists, which is not the same as a rate class applied to the wrong customer.
What you get
A ranked list. Each row is a specific account, address or zone, with a dollar figure, the cause, the test that identified it, and a confidence. Every row you can act on this quarter is separated from every row that belongs in a capital plan.
Plus the reconciliation itself, as a spreadsheet you keep, with the queries behind it — so your staff can re-run it next quarter without us.
What we will not do
We will not hand you a modeled share of a water balance and call it recoverable revenue. A finding that goes on this list is measured: an account with a read history and a discriminating test behind it. Modeled components are reported separately and labelled, because a contingency fee on a modeled number is a number nobody can collect.
We will not tell you the answer is a new system. Sometimes it is. Usually the data to find the money is already in systems you are paying for.
Fit
Best fit: a retail water utility with billing data in an ERP or CIS, meter reads in an AMI or AMR headend, and someone in finance who has wondered why production and billing do not track. Roughly 3,000 connections and up, though the reconciliation works at any size — below that the recoverable amount usually does not justify the engagement, and we will say so on the call.
Poor fit: if your meter reads are on paper cards, the first project is getting them into a system, and that is a different and larger conversation we are happy to have.
Why the price is fixed
Because an hourly engagement gives us a reason to take longer and gives you a reason to scope it down, and neither serves the finding. Three weeks, one number, and the deliverable is defined above rather than in a change order.