We solve problems.
FIGID is the strategic asset you need to remove critical barriers preventing you from accomplishing your goals. Whether it’s rescuing a project on the brink, crafting a last-minute grant application, or flying an overview of a remote location on a Sunday—we’ve got you.
We overcome challenges, destroy obstacles, and deliver results. No excuses.
our process
Innovate
Crafting creative solutions that redefine possibilities.
Enhance
Increasing efficiency and production to new heights.
Execute
Turning plans into action with precision and expertise.
our services
PROJECT RECOVERY & PROBLEM SOLVING
- Rapid Problem-solving
- Timeline Correction
- Resource Realignment
- Deadline Assurance
COMMUNICATIONS & PUBLIC RELATIONS
- Brand Development
- Reputation Management
- Strategic Messaging
- Audience Engagement
LEVERAGING EMERGING TECHNOLOGIES
- AI Integration
- Process Automation
- Database Solutions
- Efficiency Enhancements
STRATEGIC CONSULTING & LEADERSHIP DEVELOPMENT
- Leadership Training
- High-Performing Teams
- Team Optimization
- Stakeholder Alignment
UAV
(UNMANNED AERIAL VEHICLES)
- Aerial Mapping
- Site Inspections
- Remote Environments
- Visual Documentation
ADMINISTRATIVE EXCELLENCE & BRAND CONTINUITY
- Process Streamlining
- Brand Consistency
- Document Management
- Policy Development
Discover all the ways that we can help your business succeed. Click the button to view and download our The Figid Compendium.
the cost of downtime : a case study
An unexpected structural failure occurred in the liner of a primary crusher at a gold mining operation in Northern Ontario. The primary crusher was a critical component of the crushing spread, and its failure halted production entirely. This meant no aggregates could be processed, jeopardizing downstream operations at the mine.
The liner in question was a specialized component not readily available in North America, and the supplier estimated a lead time of 15 days to source and deliver the replacement. This posed a significant challenge for the crushing team, as downtime was accruing at a rate of $8,000 per hour, or $192,000 per day. Over the course of 15 days, this would amount to $2.88M in losses.
With production at a standstill, the delay threatened not only the crushing company’s financial position but also the gold mine’s broader operations. The aggregates were essential to the construction and maintenance of the tailings management dam. Without these materials, the dam would fall behind schedule, risking regulatory non-compliance. A stop-work order from the Ministry of Environment could halt all gold production at the mill. Beyond the immediate operational risks, this failure also carried reputational risks for the crushing contractor, jeopardizing the client relationship and future business opportunities.
The risks of the shutdown were multifaceted:
- Financial Losses: At $192,000 in downtime costs per day, the 15-day wait for a replacement part would have totaled $2.88M.
- Regulatory Non-Compliance: Delays in tailings management dam construction could lead to intervention by the Ministry of Environment, including potential stop-work orders for the mine.
- Client Relationship: A prolonged delay could erode client trust, putting the current contract and future partnerships at risk.
- Reputational Damage: Failure to resolve the issue quickly would damage the crushing contractor’s reputation as a reliable partner in high-stakes mining operations.
The stakes extended far beyond the crusher itself, affecting both the contractor’s business and the broader operation of the gold mine.
Faced with these significant risks, a proactive and multi-faceted solution was implemented to minimize downtime and mitigate the broader consequences of the failure. While the supplier confirmed that the part was unavailable in North America, a global search identified a single replacement unit located at the manufacturer’s headquarters in Finland.
Immediate contact was made with the Finnish manufacturer, and after overcoming initial language barriers, the team worked to expedite delivery of the component. Given the part’s large size and unusual dimensions, transport logistics presented a major hurdle. The part needed to be moved to the nearest airport and loaded onto a flight scheduled for that same evening. Missing this flight would result in a 24-hour delay, further increasing financial and operational losses.
To meet this critical deadline, the manufacturer ensured the part was expedited to the airport, while arrangements were made for air freight to Toronto, Canada. Upon its arrival at Pearson International Airport, a dedicated carrier transported the part directly to the mine site—an approximately 900km journey north. Despite the significant logistical challenges and tight timeframe, the part was delivered and installed within 36 hours.
The expedited response limited downtime to just 36 hours, avoiding what would have been a 15-day shutdown and saving an estimated $2.46M in financial losses. The rapid resolution also ensured continued construction of the tailings management dam, avoiding any regulatory intervention or project delays that could have further impacted the gold mine’s operations.
The client expressed their confidence in the contractor’s ability to handle high-stakes situations, citing the quick recovery as an example of exceptional reliability and commitment. This strengthened the relationship with the mine operator and ensured the continuation of the contract, while also reinforcing the contractor’s reputation for excellence within the industry.
In addition to these external outcomes, the handling of this crisis set an internal precedent for operational responsiveness and creative problem-solving in future challenges. The owner of the crushing company publicly praised the initiative and execution of the solution, describing it as an example of leadership and decisiveness under pressure.
the 100K playground : a case study
A municipal playground project, funded by a $100,000 government grant, had stalled for nearly a year due to a lack of progress by the team originally assigned to manage it. The terms of the grant required the playground to be fully purchased, installed, and verified by December 31, or the funds would be forfeited and returned to the granting agency. Despite several staff members being tasked with the project over the course of the year, little progress had been made, leaving the project dangerously close to failure.
By early November, with less than eight weeks remaining before the grant deadline, critical tasks—such as sourcing equipment, coordinating procurement, and planning installation—had yet to be completed. Compounding the situation was the fact that Northern Ontario winters are notoriously harsh, with snow and freezing temperatures making outdoor construction nearly impossible by mid-November. The project was now under an urgent timeline, with no clear plan in place and serious risks of failure.
Failure to meet the grant’s requirements posed significant risks for the municipality:
- Financial Impact: The $100,000 grant would be forfeited, requiring the municipality to either cancel the playground project entirely or fund it with local taxpayer dollars—an outcome that would strain the budget and anger residents.
- Community Trust: The playground project was widely anticipated by families and residents as a major quality-of-life improvement. Failure to deliver the project on time would damage the administration’s credibility and relationships with the community.
- Political and Reputational Risks: The mayor and council had publicly supported the project, and its failure would reflect poorly on their leadership, potentially impacting public perception and future elections.
The combination of financial, reputational, and political stakes made the timely completion of the playground an urgent priority.
Recognizing the urgency of the situation, the project was reassigned in early November. With just weeks remaining before the December 31 deadline, a comprehensive strategy was developed and executed to get the project back on track.
The first step was securing the playground equipment, which proved to be a significant challenge due to global supply chain bottlenecks and low inventory levels. A search was conducted across multiple suppliers, including international warehouses, to locate the necessary components. In some cases, parts had to be sourced from separate locations and color-matched to ensure consistency. Engineers were brought in to approve mismatched components when no direct replacements were available. After resolving these challenges, the order was finalized and expedited for delivery within weeks.
Next, transportation was arranged to bring the equipment to the municipality in early December. With no contractor available to receive and unload the equipment due to an ongoing public works strike, personal supervision and hands-on assistance ensured that the equipment was received and safely stored.
However, with winter conditions making installation impossible, an alternative solution was required. Direct contact was made with the Ontario granting agency to explain the situation, outline the progress made, and propose an extension to the installation deadline. After several meetings and detailed updates, the granting agency agreed to extend the timeline, giving the municipality until June 30 of the following year to complete the installation and verification.
Through coordinated action and decisive leadership, the $100,000 grant was secured, ensuring the playground project remained fully funded without burdening local taxpayers. The equipment was successfully procured and delivered to the municipality on schedule, despite numerous supply chain and logistical challenges.
The extension granted by the Ontario agency provided the municipality with the time and flexibility needed to complete the installation in the spring, avoiding the high costs and risks associated with a winter build. By June, the playground was installed, inspected, and opened to the public, delivering a high-quality community asset that fulfilled the administration’s commitment to local families.
In addition to preserving the $100,000 grant and delivering the playground, the successful management of this crisis bolstered the administration’s reputation for accountability and resourcefulness. The mayor and council publicly praised the effort, and community feedback was overwhelmingly positive. Residents not only gained a new playground but also renewed confidence in the administration’s ability to deliver on key projects, even under difficult circumstances.