For Austria’s Transmission System Operator TAG, the start of 2023 marked more than just a new year—it was a transformation point. Long-term shipper contracts, signed two decades ago, were coming to an end. While these agreements had provided financial stability and near-full capacity utilization, they also locked the company into legacy ways of working.
“As we move into a landscape of much shorter-term bookings, our dependence on resilient IT infrastructure increases dramatically,” explains Nicolas Terracol, responsible for Capacity Marketing & Data Management at TAG. “Even a one-day failure could result in significant financial loss.”
This shift was not unique to TAG—it's a broader industry trend. As gas markets evolve, TSOs must become more agile, cost-effective, and user-focused. TAG recognized it was time for a fundamental change. The legacy system had run its course. What they needed was a solution fit for the future.
“From the very beginning, PRISMA made it clear—they weren’t your traditional IT provider,” says Project Manager Philip Stratakis. “But what they offered was compelling: increased efficiency, lower internal costs, and a vastly improved user experience.”
Initially, TAG had envisioned building a proprietary system. A traditional approach, with full ownership, seemed like the logical next step. But with regulators pushing for greater efficiency, and growing competitive pressure, TAG reconsidered.
Opting for PRISMA’s software-as-a-service model was a bold move—economically and strategically. “We realized that by outsourcing, we could unlock much broader value across our business,” Nicolas says.
PRISMA's vision went beyond providing a booking tool. For the first time, they aimed to take on the full capacity lifecycle—from auctioning and allocation to calculation and re-auctioning.
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The partnership wasn’t just about technology—it was about bridging two different ways of working. PRISMA’s agile methods contrasted sharply with TAG’s more traditional project structures.
“For TAG, not having a fully defined scope at the beginning was a real mindset shift,” says Svenja. “But we worked in two-week sprints, giving TAG visibility and input at every step. It was a learning curve, but they adapted incredibly well.”
Philip agrees: “We weren’t familiar with agile methods at first, but we’ve embraced them. It’s helped us grow not just in terms of IT, but as an organization.”
Of all the beneficial outcomes that TAG envisioned when they reviewed PRISMA’s proposal, among the most attractive was the basic economic principle of competition. If other TSOs were to join PRISMA’s service, the expenses would be shared between them, reducing costs for everyone. This gave rise to what is known in crowd psychology as the ‘penguin effect’.
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But as soon as the first penguin jumps in the water, then all the others follow. After seeing how PRISMA had reduced the risk of us being the only ones to jump, we decided, okay, let’s be the first penguin.”
In December 2020, TAG committed to the next phase of development with PRISMA. It was a strong vote of confidence in the collaboration, the results achieved so far, and the promise of what’s to come.
“The moment we saw the first product on the platform, it felt like we’d just welcomed our first baby,” Svenja recalls. “That’s the level of connection we’ve built with TAG.”
For Philip, the benefits go far beyond the software itself. “We’ve learned to embrace ambiguity, make more efficient decisions, and improve the user experience. Those lessons will serve us well into the future.”
Nicolas adds, “What I appreciate most about working with PRISMA is their energy and positivity. They tackle every challenge with enthusiasm, and that mindset has even influenced how I approach my own work.”
“And the best part? We’re only just getting started.”