Request for Proposal: The University of California, Davis

� Request for Proposal: 

The University of California, Davis 

Shared Service Center Model Assessment and Implementation 

RFP No. 014339533DFD 

January 15, 2010

TABLE OF CONTENTS 

A. EXECUTIVE SUMMARY.................................................................................................................... 1 

B. COMPANY PROFILE ........................................................................................................................... 3 

Skills and Competencies ........................................................................................................................ 6 

Shared Services Focus ............................................................................................................................ 6 

Lessons Learned ..................................................................................................................................... 7 

C. ASSUMPTIONS .................................................................................................................................... 8 

D. PROJECT APPROACH AND DETAILED PROJECT PLAN ............................................................. 9 

Step 1 – Organize the Project ............................................................................................................... 10 

Step 2 – Assess the Current State ......................................................................................................... 11 

Step 3 – Develop Future State Options and Opportunity Assessment ................................................. 12 

Step 4 – Prepare the Business Case ...................................................................................................... 15 

Step 5 – Plan the Implementation ......................................................................................................... 16 

E. PROPOSED TEAM ............................................................................................................................. 18 

F. PROFESSIONAL FEES ....................................................................................................................... 20 

G. REFERENCES...........................................................................................................................Removed 

H. ADDITIONAL INFORMATION ........................................................................................................ 23 

1. ScottMadden Recent Projects ........................................................................................................ 23 

2. ScottMadden Team Resumes ......................................................................................................... 26 

3. ScottMadden Engagement Costs and Billing Practices .......................................................Removed 

4. ScottMadden’s Requested Changes to Terms and Conditions ............................................Removed 

5. ScottMadden Shared Services Insights .......................................................................................... 34 

I. SIGNATURE...............................................................................................................................Removed 

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A. EXECUTIVE SUMMARY 

Proposers should briefly summarize relevant experience and expertise as it relates to Shared Service 

Center Model assessments and implementations for administrative functions. 

As the University of California, Davis (UC Davis or the University) has expanded in complexity and 

size, so too has its infrastructure for providing basic administrative services (personnel, payroll, finance, 

technology support, etc.). This growth has occurred with a strong departmental focus, with units adding 

positions or functions as dictated by local demand and priority. This has resulted in opportunity for 

improving efficiencies and reducing costs. 

UC Davis seeks assistance to examine, redesign, and restructure its administrative service delivery 

model. Specifically, UC Davis seeks assistance to move select administrative functions into a shared 

services model. 

ScottMadden is well suited to assist with this important project. Founded in 1983, ScottMadden is a 

general management consulting firm providing independent and objective counsel and specialized 

business services to large organizations. While the majority of our clients are headquartered in North 

America, many have global operations. To that end, we work on projects all over the world, from 

Europe to Asia to South America. We have four primary practice areas—shared services, government, 

energy, and sustainability. Since the early 1990s, we are a leading consulting firm in the United States in 

the area of shared services assessment, design, implementation, and management. We have assessed, 

designed, and/or implemented shared services for human resources (HR), finance and accounting, 

information technology (IT), real estate, security, and other administrative services for organizations 

including Fortune 500, non-profit, universities, and major government departments and agencies. 

Our expertise in shared services consulting covers the range of relevant competencies and skills. Among 

them: 

• Shared Services Delivery Design and Implementation – We work with new and existing 

shared services organizations to design an overall service delivery framework that meets the 

needs of internal customers, while taking organizational strategies into account. Once the 

model has been tested internally and externally, we develop the components necessary to 

build and launch the framework; including delineating the discrete activities of each service; 

outlining activity ownership; designing service delivery organizations; setting staff sizes and 

outlining specific roles and responsibilities; redesigning processes and related tools; and 

selecting, designing, and integrating supporting technologies. We also assist organizations in 

developing comprehensive business cases to support implementation of the new framework. 

We work in many functions, including finance and accounting, HR, and IT. We also assist 

with multi-function implementations. 

• Service Center Design and Build – We design, build, and implement service centers as a key 

element of our shared services practice. Our staff has experience and expertise in the 

consolidation and integration of a business function or functions into one operational 

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organization, as well as deep experience with process flow design, technology selection and 

implementation, and staffing assistance. 

• Change Management – We assist our clients in identifying key criteria for a successful 

organizational change. This includes assessing and managing all aspects of change by means 

of a formal change management process. We assist in the development of strategies for 

adapting the structure of the organization to a changing environment. 

• Customer Surveys – We assist our clients in designing and implementing customer 

satisfaction measurement tools that determine the efficiency and effectiveness of the delivery 

system and functional programs. We have a proprietary shared services web-based customer 

survey that efficiently measures customer satisfaction. 

• Sourcing Strategy and Analysis – We have significant experience in assisting clients with 

sourcing initiatives, including opportunity assessment, detailed analysis and vendor selection, 

negotiations, transition, and relationship management. ScottMadden has its own sourcing 

process methodology and has developed numerous analytical tools to augment the process. 

• Strategy Development – We help organizations define the shared services mission and value 

proposition, create a business plan, and develop an implementation strategy. 

• Project Management Planning – Because we have a successful track record, our clients 

frequently request ScottMadden to project manage the build of a shared services operation or 

a service center. Our clients also lean on us to build the implementation or improvement 

project plan, based on our thoroughness and ability to ensure integration of key project 

components. 

We are a recognized expert on shared services and frequently chair and present at top conferences. 

Within the past three years, ScottMadden has sponsored, presented in, and held workshops for 26 shared 

services conferences. We are a partner with the International Quality & Productivity Center, Ltd (IQPC), 

an organization that facilitates networking among shared services organizations. Our senior vice 

president for shared services served for a number of years on the advisory board for the Shared Services 

News, a publication of the Shared Services Network. In addition, ScottMadden was named “Shared 

Services Vendor of the Year” in 2006 and was nominated again for 2007. Our consultants have 

published numerous articles and white papers, given speeches, and conducted workshops on shared 

services. Some recent examples appear in Section H-5 of this proposal. 

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B. COMPANY PROFILE 

Proposers should provide relevant information about their organization, including an organizational 

chart, the company’s business model (breadth and depth of services offered, even if outside the scope of 

this RFP), the number of staff, and an overview (sufficiently detailed to be evaluated) of experience in 

administrative functions Shared Service Center Model assessment and implementation consulting, 

especially in higher education or other government funded or not-for-profit organizations. Please 

include the company’s mission statement or corporate vision/values statement and overall consulting 

approach. 

Shared Services 

Samuel Poston 

SVP and Practice 

Lead 

Government 

Samuel Poston 

SVP and Practice 

Lead 

ScottMadden Organizational Structure 

President and CEO 

S. Bradley Kitchens 

Energy 

Stuart Pearman 

Partner and Practice 

Lead 

3 

Sustainability 

Jere Jacobi 

Partner and Practice 

Lead 

Director of Finance 

Logan Toms 

ScottMadden is a general management consulting firm with 18 partners and two offices in Atlanta, 

Georgia and Raleigh, North Carolina. 

Atlanta 

3495 Piedmont Road 

Building 10, Suite 805 

Atlanta, GA 30305 

404.814.0020 

Raleigh 

2626 Glenwood Avenue 

Suite 480 

Raleigh, NC 27608 

919.781.4191 

We have four primary practice areas in our business model—shared services, government, energy, and 

sustainability. ScottMadden began its shared services work in 1983 designing, building, and 

implementing internal and customer service centers for energy companies. In 1989, ScottMadden 

launched its shared services practice to focus on work outside the energy industry. Today, our work in 

shared services, including the assessment, design, build, launch, and improvement of shared service 

operations, accounts for nearly half of our consulting assignments. We have assisted a wide range of 

clients, including Advocate Health Care, HCA, Johnson Controls, Kamehameha Schools, NASA, 

Progress Energy, Seagate, Sempra Energy (parent company of San Diego Gas & Electric Co.), 

University of Illinois, University of Maine, Weyerhaeuser, and the Woodruff Arts Center in the design, 

build, launch, merge, and/or improvement of their shared services operations. A sample of additional 

ScottMadden shared services clients appears in Figure 1. For more information about ScottMadden, 

please visit our website: www.scottmadden.com.

Our firm is dedicated to helping clients understand, visualize, and realize their business objectives. We 

trace the source of that success to our focus, approach, culture, values, and our relationships. 

• Focus – We specialize in assessing, designing, building, and improving financial, HR, IT, and 

multi-function shared services. Our people are thought leaders in the shared services industry 

and have been working in this area for more than 20 years. We know shared services, and we 

take seriously the responsibility to improve the industry. 

• Approach – We work in small teams and strongly prefer that clients serve on those teams, as 

well. Our ratio of partners to consultants is about one to three. Our partners actively 

participate in engagements and devote more than 60 percent of their time to direct client 

consulting. Our experienced consultants have deep backgrounds in government, non-profit, or 

across industries as well as in our practice areas and often have advanced degrees. Our entrylevel 

consultants have business degrees and typically three to five years of work experience. 

Our partnership with our clients leads to more effective change management and practical 

solutions that can be implemented. 

• Culture – We believe each client’s situation is unique, and we produce a needs-based solution 

to match each requirement. Our consultants possess strong analytical skills, the ability to 

think creatively and, most importantly, the willingness to roll up their sleeves and get the job 

done. Our people are selected not only on their talent, but on their values and character. Our 

culture is reinforced through the ScottMadden mission and vision: 

Mission – ScottMadden is a general management consulting firm that has been established 

for the primary purpose of providing independent and objective advice and counsel to clients. 

The firm is dedicated to helping its clients understand, visualize, and realize opportunities for 

achieving their business objectives. In working with clients, we will always take the long view 

of the greater good for our client, and we will be empathetic, persuasive, and ethical in our 

assessments and recommendations. We will provide value to our clients through industryspecific 

expertise, knowledge of and skill in the application of business management 

practices, and a commitment on our part to advance carefully and positively the state of the 

management art within our client. 

Vision – We will be known for the surpassing quality of our service and the integrity of our 

relationships with clients. We will be successful if our clients are successful; and if we help 

our clients be successful, we will enjoy lasting and productive relationships with them. 

• Values – We sincerely believe it is an honor and a privilege to serve clients, and we treat each 

relationship accordingly. We do our best to exceed our clients’ expectations and to work 

cooperatively and positively alongside the managers and employees of our clients. This is 

reflected in our values: 

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In satisfying client needs: 

− We will place the good of the client above our own interests 

− We will do what we say we will do, we will do it extraordinarily well, and we will 

exceed our clients’ expectations 

− Our reputation is our most valuable asset and we will always preserve it 

− We behave and interact with our clients with decorum, sensitivity, maturity and most 

importantly, in a manner that conveys our pleasure in being able to serve the client 

− We will create a challenging work environment that demands a commitment to the 

Mission and Values and that promotes creativity, responsibility, satisfaction, and an 

overall esprit de corps 

• Relationships – For more than 25 years, we’ve been recognized as a relationship-based 

consulting firm. ScottMadden continues to work with its first two clients who engaged our 

firm in 1983. We are proud that a significant amount of our work is from past and current 

clients who continue to trust us! 

Public Sector 

and Government 

Consumer 

Products and 

Services 

Manufacturing 

Technology and 

Communications 

Energy and 

Utilities 

Healthcare and 

Pharmaceuticals 

Aerospace and 

Defense 

Figure 1 – A Sample of ScottMadden’s Shared Services Clients 

University of Illinois 

University of Maine 

Kamehameha Schools 

A large public university in the 

South Central United States 

Adidas 

Alpina Productos Alimenticios 

Avalon Bay Properties 

Burlington Northern Santa Fe 

CasaLuker 

Agility Global Logistics 

Bechtel 

Danfoss 

Dura Automotive Systems 

Ericsson 

Seagate 

Siemens 

Solectron 

Bahamas Electric 

Dominion Resources 

Dominion Virginia Power 

Georgia Systems Operation 

Advocate Health Care 

Blue Shield of California 

Hospital Corp of America 

Woodruff Arts Center 

Government Organizations 

- NASA 

- RTI International 

Domtar 

Georgia-Pacific 

MeadWestvaco 

Oakley 

Russell Corp 

Fluor 

Hercules 

Johns Manville 

Johnson Controls 

Sprint Nextel 


Time Warner Cable 

Integrys 

Kerr-McGee Corp 

Laclede Gas 

Mirant 

Lockheed Martin 

A large defense contractor with 125,000 employees 

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- International Monetary 

Fund 

- Other Government 

Organizations 

SAB Miller 

Sara Lee 

Thermo Fisher Scientific 

TravelPort 

Michelin 

Newell Rubbermaid 

Simmons Corp 

Turner Broadcasting System 

Nova Scotia Power 

Oglethorpe Power Corp 

Plains All America Pipeline 

PPL 

Nat’l Multiple Sclerosis 

Society 

Salt River Project 

Colorado Springs Utilities 

T. Rowe Price 

Unum Provident 

Vegas.com 

Weyerhaeuser 

Southern Calif Edison 

South Texas Project 

Williams Companies 

Wisconsin Public Svc Corp 

Note: ScottMadden has many other notable clients with whom we have close working relationships; 

however, we are contractually prohibited from listing their names.

Skills and Competencies 

ScottMadden brings a combination of skills and experience in shared services design, build, and 

implementation that relatively few consulting firms can match. Consultants in our shared services 

practice have deep expertise in all facets of shared services assessment, design, build, and 

implementation, including: 

• Opportunity assessment/business case development 

• Project planning 

• Project management 

• Communications, marketing, and change management 

• Service delivery scope, design, and definition 

• Organization design, staffing, and selection 

• Process redesign 

• Technology selection, design, implementation, and integration 

− Telephony (IVR, CTI, ACD) 

− Case and customer relationship management 

− Knowledgebase 

− Workflow 

− Document management 

− Multi-channel contact management 

• Infrastructure (including customer satisfaction measurement, metrics, reporting, and 

performance agreements) design, build, and implementation 

• Customer and staff training 

• Facility design, selection, and construction management 

Shared Services Focus 

Our shared services functional expertise covers the entire spectrum of today’s leading companies 

including HR, finance and accounting, IT management, as well as multi-function. Within shared 

services, we focus on the following functions: 

• Human Resource Management – The firm has assisted Fortune 500 companies, non-profit, 

and various government organizations in redefining their HR delivery strategy, including 

restructuring HR departments, establishing HR contact centers, reengineering HR processes, 

and conducting employee surveys. Our shared services practice partners are recognized 

national leaders in the design and implementation of HR shared services operations. 

• Finance and Accounting – ScottMadden consultants have significant experience in finance 

and accounting. Our innovative thinking, flexible service delivery models, deep experience, 

and collaborative approach help clients improve the operating performance of their finance 

and accounting organizations and deliver bottom-line results. The firm excels in the areas of 

evaluating and strengthening budgeting systems, designing and implementing financial 

control systems, and reengineering finance and accounting functions. 

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• IT Management – ScottMadden has been a leader in helping to apply business management 

concepts to the management of information services departments. We build on a foundation of 

products and services to create a delivery system that is customer focused and efficient. 

Service level agreements (SLAs), reasonable chargeback systems, effective governance, 

valued account management, and useful performance management information are hallmarks 

of our approach. Change management and leadership development are constant areas of focus 

in any of our IT shared services projects. 

• Multi-Function – ScottMadden has assisted a number of organizations across government and 

industries in the initial design and implementation of their service organizations. We have 

assisted many clients in strategy development, operating model infrastructure, and the 

implementation of multi-function shared services operations. This complex undertaking 

requires a significant change management initiative, as all functions which were stand-alone 

departments now must operate as a single entity to the internal customer. 

Lessons Learned 

ScottMadden evaluates each engagement at completion to identify areas of improvement and capture 

lessons learned. By nature, shared services implementations require significant integration and 

coordination to ensure success. Listed below are elements essential to shared services implementations. 

• Proper executive-level sponsorship, including both sponsorship within support organizations 

and operating units or divisions/departments 

• Well-articulated drivers for implementing shared services—quality-driven implementations 

often dictate different operating models and implementations than cost-driven 

implementations 

• Comprehensive, integrated, phased implementation plan 

• Customer and support service input and buy-in 

− Scope agreement 

− Service levels 

− Staffing levels 

− Pricing methodologies 

− Governance 

− Impact management 

• Detailed current state assessment that documents current costs, volumes, and service levels 

from which improvement can be measured and communicated 

• Detailed business case that specifies qualitative and quantitative benefits 

• Positions that are well-matched with skill set 

• Processes that are streamlined and reworked to fit the new shared services operating 

framework 

• Internal resources are leveraged to design and build the new shared services operation 

• The concept is marketed and communicated in a planned, strategic, and aggressive manner 

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C. ASSUMPTIONS 

Please state any assumptions that your company has made that may significantly affect this proposal. 

These assumptions may relate to anything that is not specifically mentioned. For example, any 

assumptions related to the timing of implementation, involvement of UC Davis personnel, or 

technological issues that were not specifically mentioned in the RFP document should be listed. 

ScottMadden would like to make the following assumptions for this project. 

• Key managers in administrative functions will be available for interview when and as they are 

needed 

• Responses will be provided to information requests in a timely manner 

• Employee data from payroll systems will be available when requested 

• Deliverables submitted for approval will be reviewed and returned within requested timeframe 

• Thirty percent of one full-time equivalent (FTE) from each functional area will be available 

for the duration of the three-month project 

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D. PROJECT APPROACH AND DETAILED PROJECT PLAN 

Please describe your company’s project approach and explain the methodology to be applied to this 

project based on the information provided in the RFP. Proposers must provide a detailed project plan 

including work breakdown by major milestones and tasks as well as timing and the expected 

involvement of the consultant and University team members. 

Experience has taught us that it is rare for any two organizational solutions to be designed, built, and 

implemented in the same way. While we follow similar methodologies, each project is framed to fit the 

cultural fabric of the organization, company, or university. For this project, we recommend an approach 

involving the five steps outlined below. During these steps, we will review your current service delivery 

model including organizations, processes, staffing, systems, and costs. We will then assess the various 

future state options for the University and work with the UC Davis team to validate those options with 

your key stakeholders. After gathering stakeholder input and making the necessary enhancements, we 

will conduct a gap analysis and assess the best opportunities for meeting your organization’s objectives. 

We will then work with the organization to build a business case and a realistic, achievable 

implementation plan. 

It is important to note that we have developed our approach in order to leverage UC Davis resources and 

minimize consulting resources. Functional leadership team members will be active participants in the 

evaluation. In addition, representatives from the major in-scope functions will participate in data 

gathering, analysis, and development of the future design of the shared services organization. 

Throughout this project, ScottMadden will provide: 

• Benchmarks 

• Best practices 

• Expert counsel 

• Change management support 

• “Straw man” starting points 

• Facilitation 

• Project management and task execution support 

Our proposed methodology for this engagement can be mapped directly to your work requirements as 

outlined in the RFP. We intend to accomplish this effort in the following five steps: 

• Step 1 – Organize the Project 

• Step 2 – Assess the Current State 

• Step 3 – Develop Future State Options and Opportunity Assessment 

• Step 4 – Prepare the Business Case 

• Step 5 – Plan the Implementation 

Each of these steps is described below in greater detail. 

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Step 1 – Organize the Project 

This first step is focused primarily on gaining an understanding of your situation and objectives, then 

developing a plan to achieve those objectives. It is during this step that we will work with you to 

organize and orient the project team. To ensure an efficient project start, we expect to complete several 

tasks before arriving on campus. Once on site, we will hold kickoff meetings with the executive sponsor 

and project team. One of your tasks during this step will involve the collection of background data. 

Additionally, we will finalize the detailed project plan and schedule. 

One of the most important aspects of this stage is to identify the key stakeholders for the project and to 

establish a communications plan to keep the appropriate individuals and organizations adequately 

informed throughout the assessment. 

Specific tasks that will be completed during Step 1 are listed below: 

ScottMadden Key Tasks UC Davis Key Tasks 

• Finalize and gain approval of the project plan 

• Develop initial data request including current 

state and future state information (e.g., staffing, 

organization, costs) already assembled by UC 

Davis, as well as current implementation plans 

or schedules 

• Submit initial data request and track collection • Collect and provide requested data 

efforts 

• Identify interview participants and key • Schedule interviews 

stakeholders 

• Develop project communication plan 

• Develop preparation instructions for 

interviewees 

• Prepare and test communication materials • Review and approve communication materials 

• Disseminate communication materials 

• Schedule project team and project sponsor • Assist in scheduling project team and project 

meetings 

sponsor meetings 

• Hold project kickoff meeting • Participate in project kickoff meeting 

Deliverables 

• Detailed project plan and schedule 

• Project communication plan 

• Initial stakeholder communication materials 

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Step 2 – Assess the Current State 

During this step, we will review how you currently deliver services to your customers and will look 

specifically at your service delivery models by function including organizational structure, processes, 

staffing, systems, and costs. The tasks outlined in the current state assessment will be completed through 

interviews of Human Resources, Accounting and Finance, Communications, IT Desktop Support and 

Systems Administration, Development, Research Compliance, and Gift Processing leaders and/or 

managers from UC Davis departments and by culling data from available sources, including 

organization charts, management information systems, human resource information system or payroll 

system queries (e.g., salary and bonus information, etc.), financial budgets, financial actuals, and similar 

sources. From our interviews, ScottMadden will compile information on current work to produce a 

detailed account of costs by discrete work activity. 

In addition to interviews and system or organizational data, existing customer satisfaction survey results 

will be reviewed. Additional customer satisfaction surveys for select functional areas may also be 

considered during this step. 

The current state assessment is foundational for an accurate future state design and business case 

preparation, and will be used as the baseline when conducting the Opportunity Assessment. 



• Review data collected from the initial data 

request and develop supplemental data requests 

to obtain additional current state information 

• Submit supplemental data requests and track 

collection efforts 

• Conduct interviews, as needed, to capture time 

spent on each work activity 

• Develop, populate, and run cost model 

− Load employees and salaries 

− Load work activity time allocations for 

each employee derived from interviews 

− Assign significant, non-headcount costs 

to each service 

− Calculate labor and non-labor costs by 

work activity 

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• Prepare for and participate in interviews 

− Preparation entails holding discussions 

to understand the work of a manager’s 

direct reports 

− Interviews typically require one to two 

hours depending on the size of the 

support organization


• Analyze data 

• Conduct follow-up, as required • Respond to follow-up questions and data 

requests, as necessary 

• Compile relevant leading practices and 

benchmarks from ScottMadden’s proprietary 

shared services database or other sources 

• Develop current state deliverable 

− Headcount allocations by organization, 

function (e.g., recruiting and staffing), 

and work activity (e.g., recruiting 

process design) 

− Description of current cost allocation 

processes 

− Comparisons to best practices 

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• Review charts of accounts and compile nonlabor 

expenditures for specified categories (e.g., 

headhunter fees) across business units 

− Current state strengths and weaknesses 

• Review current state results with project team • Review initial current state deliverable 

• Present current state findings to project • Participate in current state results review 

sponsors 

meeting 

• Develop communications for current state 

participants in accordance with project plan 

• Edit and disseminate communications 

Deliverables 

• Current state assessment 

− Work activity survey 

− Headcount allocations by organization, function (e.g., recruiting and staffing), and work 

activity (e.g., recruiting process design) 

− Labor and non-labor costs by function by business, sub-function, and work activity 

− Comparisons to benchmarks 

− Current state strengths and weaknesses 

• Communication materials 

Step 3 – Develop Future State Options and Opportunity Assessment 

Using the information gathered from the current state assessment, leading practices, benchmarks, and 

our experience, we will work with the UC Davis team to develop and validate a set of future state 

options that best accomplish your objectives as defined in Step 1. These options will comprise the 

Opportunity Assessment deliverable and will be used to develop recommendations on the future state 

design. The future state design is the strategic plan for shared services. 

With the future state design, future work activities for each function’s service delivery method (webbased 

self service, service centers, centers of expertise, and department-based resources) are determined

and the organizations required to deliver these activities are designed. A key component of this step is to 

reconfigure current state work activity data into the new future state organization design. 

This realignment of work activity enables you to set future staff levels and test the validity of the new 

organization design. Creation of the high-level implementation plan, phasing, and schedule is also an 

important task in this step. 



• Develop design criteria for the delivery model 

most suitable for UC Davis 

• Review the design criteria with the project 

team, the project sponsor, select customers, and 

other key UC Davis personnel 

• Modify the design criteria as needed based upon 

feedback received 

• Research ScottMadden’s client and project 

databases as well as other sources to identify 

organizations similar to UC Davis 

• Document potential service delivery model 

options for UC Davis based on design criteria 

and ScottMadden research 

• Prepare Opportunity Assessment deliverable by 

developing a listing of all future state work 

activities for each function, and identify various 

future state service delivery method options 

(web-based self service, service centers, centers 

of expertise, and department-based resources) 

based the end-state shared services vision at UC 

Davis 

• Plan and facilitate a future state design 

workshop(s) in which the following tasks will 

be accomplished by the project team and other 

UC Davis personnel: 

− Review the various service delivery 

options for each function 

− Assess the delivery model options 

against the future state design criteria 

− Select the delivery model that best meets 

the future state design criteria for each 

function 

− Modify the model, as needed, to align 

with the future state design criteria 

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• Review and provide feedback on preliminary 

future state design criteria 

• Participate in reviewing the proposed service 

delivery models during the future state 

workshop


• Based upon the results of the workshop, 

document the recommended future state 

delivery model and finalize the Opportunity 

Assessment deliverable 

• Review the Opportunity Assessment deliverable 

and recommendations with the project team 

• Present the Opportunity Assessment deliverable 

and future state recommendations to the project 

sponsor 

• Design high-level future state organization 

structure 

• Configure current state work activities into the 

draft future state organization design 

• Set staff sizes 

• Calculate labor costs for future state 

• Identify high-level, non-labor savings 

associated with the new organization and shared 

services operating model 

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• Review Opportunity Assessment deliverable 

and best-fit future state delivery model with the 

project team 

• Approve future state service delivery model 

• Price jobs for future state organization designs 

• Determine licensing and acquisition costs for 

internal IT-related items under assumptions for 

future state 

• Assist in identifying potential non-labor savings 

• Estimate high-level costs for required future 

state technologies and equipment or other nonlabor 

expenses 

• Build high-level implementation plan, including 

phasing approach 

• Determine high-level implementation costs 

• Review future state results with project team • Review initial future state deliverable 

• Present future state results to project sponsors • Participate in future state results review meeting 

• Develop communications in accordance with • Edit and disseminate communications 

project plan, including meetings with select 

internal customers to position the future state 

vision

Deliverables 

• Future state design criteria 

• Opportunity assessment and future state recommendations 

• Future state organization design 

• Implementation phasing options 

• Estimate of future state costs 

• Communication materials 

Step 4 – Prepare the Business Case 

To support the project team’s opportunity assessment and recommendations for the future state design, 

we will facilitate the development of the business case for moving to the new operating model. The 

business case will include one-time implementation costs, ongoing operating costs, and expected 

savings. The business case will also address qualitative benefits, such as service level improvements, 

improved controls and compliance, and increased customer satisfaction. 



• Modify ScottMadden’s gap analysis and • Review and approve gap analysis and business 

business case templates to fit UC Davis 

case formats 

• Prepare gap analysis using current state analysis 

and future date design 

• Quantify expected savings associated with the 

movement of identified work activities in 

Human Resources, Accounting and Finance, 

Communications, IT Desktop Support and 

Systems Administration, Development, 

Research Compliance, and Gift Processing to 

the new operating model 

• Identify qualitative benefits of shifting 

identified work activities to the new shared 

services operating model 

• Build the business case for shared services, • Review and provide feedback on gap analysis 

including: 

and business case drafts 

− Forecasted savings 

• Review and provide feedback on scenarios 

− Qualitative benefits 

and/or sensitivities to apply to the model 

• Build a gap analysis and business case 

presentation 

• Review initial gap analysis and business case • Review gap analysis and business case 

presentation with project team 

presentation 

• Present gap analysis and business case results to • Participate in final gap analysis and business 

15


project sponsor case presentation 

• Finalize go or no-go decision • Make final go or no-go decisions or changes to 

• Develop communications in accordance with 

plan 

Deliverables 

• Gap analysis 

• Business case 

− Current and expected operating costs 

− Expected one-time and recurring implementation costs 

− Required technologies 

− Financial analyses (breakeven/payback, IRR, NPV) 

− Qualitative benefits 

Step 5 – Plan the Implementation 

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the implementation phasing 

• Edit and disseminate communications 

Once the business case is complete, ScottMadden will develop an implementation project plan from the 

initial high-level implementation plan developed in Step 3 with the Opportunity Assessment. The project 

plan and initial change management plan will outline tasks, timing, and accountabilities for the 

implementation. In addition, during this step of the project, we will recommend an implementation 

project team structure and define the roles and responsibilities of the project team. While the full project 

team will not be required until implementation begins, identification of team members at this stage of 

the project will enable UC Davis to begin to arrange for these resources, some of which will be required 

full-time. 


• Develop an implementation plan, based on the 

initial phasing plan, for the implementation of 

the future state model at UC Davis 

− Comprehensive, multi-year phasing 

project plan 

− Risk assessment and mitigation plan 

• Develop initial change management plan 

− Organizational and system change plan 

− Internal communication plan 

• Validate project plan and adjust as necessary 

• Recommend a project team to launch the 

functional shared services operations 

• Define project team roles and responsibilities by 

position 

• Review and provide feedback on 

implementation plan 

• Review and provide feedback on initial change 

management plan 

• Review and provide feedback on the project 

team


• Develop communications according to plan • Edit and disseminate communications 

Deliverables 

• Implementation plan 

− Comprehensive, multi-year phasing project plan 

− Risk assessment and mitigation plan 

• Initial change management plan 

− Organizational and system change plan 

− Internal communication plan 

• Recommended implementation project team and project team roles and responsibilities 

ScottMadden can begin this project any time on or after February 1, 2010. Assuming the availability of 

required data and the availability of project team participants and leaders for reviews and decisions, we 

anticipate requiring approximately 12 weeks to complete the project. 

Our proposed project timeline can begin as soon as UC Davis would like to start the project. An 

approximate schedule with a detailed project plan is shown below: 

1 – Organize the Project 

Develop project plan 

Conduct data gathering 

Prepare project communication plan 

Hold project team kickoff meeting 

Initial stakeholder communications materials 

2 – Assess the Current State 

Current state assessment 

Work activity survey 

3 – Develop Future State Options and Opportunity 

Assessment 

Develop future state design criteria 

Perform opportunity assessment 

Construct future state design 

Establish future state cost estimates 

Identify implementation phasing options 

4 – Prepare the Business Case 

Perform gap analysis 

Develop business case 

5 – Plan the Implementation 

Implementation plan 

Initial change management plan 

Implementation project team recommendations, roles 

and responsibilities 

Milestone 

Steps 

Weeks 

1 2 3 4 5 6 7 8 9 10 11 12 

c 

c 

17 

c 

c 

c 

c 

c 

c 

c 

c 

c 

c

E. PROPOSED TEAM 

Please provide an overview (sufficiently detailed to be evaluated), resumes and introduction of the 

proposed team member(s), including their experience with similar projects in higher education, 

government funded and other not-for-profit organizations. University reserves the right to make any 

changes to the contract should the consultant change the project team structure once the contract has 

been signed. The proposed team must be available for the duration of the engagement. The strength and 

experience of the project team is considered a critical element of the project. 

ScottMadden organizes its engagements to include key client personnel as active participants. In UC 

Davis’s case, this will include project team members, part-time project participants, and subject matter 

experts (SMEs). In our experience, this involvement speeds our learning, facilitates the client’s buy-in, 

and produces better-fit recommendations. Furthermore, it typically produces less costly engagements for 

our clients. 

For purposes of our schedule and cost estimates that follow, we have assumed that UC Davis will make 

available one internal project manager that will be able to commit approximately 30 percent of his/her 

time to the project. In addition, other part-time participants and SMEs will be called on for brief periods 

to participate in specific tasks, including interviews. 

Actual ScottMadden project staffing will depend on the availability of key resources and the actual start 

date of the project. For this project, we will engage four individuals. All resources have significant 

functional (finance, human resources, or IT) and/or multi-function shared services experience. 

Douglas Utley will serve as engagement partner. As engagement partner, Mr. Utley will maintain 

responsibility for the project and its goals, manage the overall work of the project, and provide technical 

expertise. 

If UC Davis chooses to exclude a functional area from the project, ScottMadden may staff the project 

with fewer consultants as appropriate according to the combination of selected functions. The potential 

team selected for this project is listed below. Resumes for Mr. Utley and potential staff are included in 

Section H-2 of this proposal. 

Consultant Role 

Douglas Utley Engagement Partner 

Kevin Church Project Manager 

Dina Chanysheva Accounting and Finance, Research Compliance, and Gift 

Processing Workstreams 

Andrew Forbis Human Resources, IT, Development, and Communications 

Workstreams 

18

The following chart depicts a recommended project organization based on an engagement involving 

assessments of each functional area listed in the RFP. This structure may be modified depending upon 

the functional areas that are included in the assessment: 

� Doug Utley 

� Kevin Church 

� Dina Chanysheva 

� Andrew Forbis 

Research 

Compliance/Gift 

Processing 

Workstream 

Tentative Organizational Project Approach 

ScottMadden Team 

Accounting and 

Finance 

Workstream 

Administrative 

Process Redesign 

Team 

Executive Sponsor 

Project 

Management 

Human Resources 

Workstream 

Part-time Project Participants and 

Subject Matter Experts 

19 

Analytical and 

Administrative 

Support 

IT 

Workstream 

Change 

Management 

Development/ 


Workstream

F. PROFESSIONAL FEES 

Please identify a fee structure based on a review of each administrative function (A-G above) for which 

the services and key deliverables are provided. Functions A and B (Human Resources and Accounting) 

should be combined as these functions are so closely linked. Hence, the proposer will submit a fee for a 

Human Resources, Accounting and Finance services review, a fee for the Communication services 

review, a fee for the IT review, etc. Irrespective of the fees provided, the specific administrative 

functions that will be included in the consultant’s review are at the sole discretion of the University. 

Also provide a budget and overall cost for the project. Any additional costs that are expected to be 

incurred during the project that are not part of the budget and overall cost must be clearly identified. 

Our fixed price to perform the proposed scope of work is $350,000, plus associated travel and living and 

support fees. With this structure, we will perform the proposed assessment for all functional areas listed 

in the RFP including: Human Resources, Accounting and Finance, Communications, IT Desktop 

Support and Systems Administration, Development, Research Compliance, and Gift Processing. We 

estimate a breakdown by function according to the table below. Travel and living expenses are typically 

20 percent of professional fees and support costs are two percent of professional fees, both of which are 

in addition to professional fees. ScottMadden’s Engagement Costs and Billing Practices is included in 

Section H-3 of this proposal. 

20

H. ADDITIONAL INFORMATION 

Please provide any additional information considered essential to the proposal and not specifically 

requested in other sections. If there is no additional information to present, please state in this section: 

“There is no additional information we wish to present.” 

1. ScottMadden Recent Projects 

ScottMadden has undertaken numerous consulting projects in shared services design, implementation, 

and management for companies throughout North America and beyond. The following list is a 

representative sample of some of our most recent projects. 

National Not-for-Profit Organization 

Shared Services Business Case 

The organization had recently announced a strategic initiative to significantly increase fundraising 

revenue while reducing costs. We were able to interview business unit employees to understand existing 

business practices and establish potential cost savings; compare the organizations current practices 

against leading practices, highlighting opportunities for improvement; and produce a business case with 

detailed implementation plans, including a change management plan to transition the semi-autonomous 

business units to common practices with a shared services center. The organization was able to 

confidently choose to implement a shared services solution that could be implemented within its 

financial constraints, incorporate leading practices for the shared services operations, and help the 

organization meet its strategic goals to reduce business unit costs and refocus resources. 

Private Educational Institution 

HR Transformation 

After implementing an internal service center within their HR organization, our client asked for support 

in documenting current state operations and in redesigning a future state organization to deliver HR 

services more efficiently and at a high level of service. The goal of the client was to adopt HR leading 

practices across their three campuses and to implement standardized processes for all employees. We 

conducted key stakeholder interviews across HR to document the current state for all HR functions, 

validated the current state via workshops with key SMEs, and worked with SMEs to develop future state 

processes based on leading practices and key customer feedback. Future state processes were built 

around recommendations that included organizational restructuring, organizational skill development, 

and a technology implementation and project plan to result in an improved tiered service delivery model. 

Leading Not-for-Profit Health Care Organization 

HR Shared Services Redesign and Implementation 

With multiple hospitals and health care facilities and a high percentage of the HR customer population 

working on their feet and away from desks and computers, the need was high for quick answers to HR- 

and payroll-related questions. We were engaged by the client to design a service delivery model for 

human resources services that incorporated a service center and self service for employees. These efforts 

resulted in a new human resources delivery framework, standardized processes for HR service delivery, 

23

and self service functionality launched for employees in multiple areas, including access to the company 

knowledge base. 

Not-for-Profit Electric Utility Cooperative 

IT Organization Assessment 

The client’s objective was to supply low-cost reliable power to member organizations, and the client was 

characterized by low employee numbers relative to revenue when benchmarked against other utilities. 

The client had undergone significant growth in the need for IT. We worked with the client to identify 

benchmarks for operational and capital budgeting as well as planning priorities and technology adoption 

trends. A leading practice process model was employed to structure the assessment, a maturity matrix 

was developed to identify processes, and a recommendation roadmap created a phased approach. As a 

result, a two-tier IT governance board was established, a three-year IT strategic plan was drafted, an IT 

project coordination procedure was instituted, management systems were established, and a virtual 

project management office was launched. 

Federal Government Agency 

HR Shared Services Design, Business Case, and Project Plan Development 

Senior management for this government agency had a solid vision for HR shared services but needed a 

clear implementation plan. We were able to work with them to identify and prioritize processes to 

reengineer and document current state processes and design future state processes based on a tiered 

service delivery model. As a result, our client was able to gain approval and funding to implement an 

HR shared services model, develop a detailed implementation plan to build the model, reengineer select 

processes, define an initial knowledgebase structure, and create an initial draft of technology 

architecture required for the implementation of the tiered service delivery model. 

Federal Government Agency 

Service Level Agreement Development 

A recent consolidation of services led to opportunities for superior service providers to attract new 

customers. Immediately prior to the absorption of a relatively large customer, the multifunction service 

provider elected to develop and utilize SLAs to identify services and performance metrics and improve 

communication efforts. We identified and defined current services offered by the client, conducted 

customer focus groups to determine service level expectations, identified performance metrics, and 

developed a baseline for performance. We used benchmarks to establish targets, identified roles and 

responsibilities for both the service providers and the customers, and facilitated initial SLA discussions. 

As a result, SLA templates were developed for each functional service provider, including defined 

services, roles and responsibilities, points of contact, and performance metrics and targets. 

Large Fast Food Corporation 

Shared Services Strategy Development 

ScottMadden designed and facilitated the strategic planning process for the world’s #1 fast food chain. 

This strategy resulted in the original North American operation expanding to provide finance and 

accounting, human resources, and information technology services globally. 

24

Large Consumer Packaging Company 

Shared Services Strategy Development 

ScottMadden designed and delivered a series of strategic executive workshops for the senior 

management team of an international consumer packaging company to provide insight and 

understanding of shared services best practices and trends. The workshops required the senior leadership 

team to identify and agree on the top qualities and characteristics of outstanding shared services 

providers and determine what their team would strive to achieve. The team agreed on collective actions 

for closing gaps in performance and had individuals set personal goals and commitments for ensuring 

the success of their groups. The workshop was then rolled out to other shared services organizations 

within the company. 

Diversified Entertainment Company 

Accounting Shared Services Assessment and Implementation Support 

ScottMadden conducted an assessment project and a subsequent implementation support project for this 

centralized finance and accounting organization, which includes accounts payable, payroll, and treasury. 

Internal customers of the organization included all major operations in the United States: 11 strategic 

business units, 52 corporate entities, 12 states, 18,000 invoices per month, 4,500 expense accounts per 

month, and payroll checks for 15,000 employees. Phase I consisted of a broad-based assessment of 

processes, customer support, and organization structure. In Phase II, we provided implementation 

support for the new organization structure, re-staffing, establishment of a customer call center, creation 

of performance metrics and reporting, and incentives. ScottMadden also helped manage implementation 

and developed a customer satisfaction survey and report to help the organization monitor its progress. 

The resulting new organization has a better staff/organization “fit,” reduced operating costs, and 

customer satisfaction baseline and measurement processes in place. 

Diversified Entertainment Company 

Shared Services Assessment 

We assisted our client’s shared services center, which provides human resources, accounting, payroll, 

and some IT services, with a strategic planning project. The project was intended to identify issues and 

opportunities for the organization. The new strategy took into account opportunities at the parentcompany 

level and challenges of a new strategic partnership that provided client-hosted software and 

strategic staffing. The refreshed strategy included an evaluation of customer base, service portfolio, 

organization structure, service delivery, account management, processes, technology, talent, and a multiyear 

prioritization of initiatives. 

Large Communications Equipment Provider 

Corporate Controller Organization Assessment 

The global corporate controller organization consisted of more than 550 FTEs in 36 locations around the 

world. ScottMadden helped plan, organize, and conduct an assessment of the organization to determine 

a more efficient and effective service delivery model. During the current state assessment, all positions 

(company and contractor) in the organization were inventoried, labor costs were estimated, and 

management spans of control and layers in the organization were calculated. Next, alternative service 

delivery models were developed and assessed relative to company-specific criteria, and a model was 

selected as the basis for the future organization design. Step three included development of a future 

25

organization, specifying all positions and their reporting relationships. The final step was development 

of a business case for the new organization, including estimated savings and costs to implement. 

Leading Residential Construction Product and Service Provider 

HR Shared Services Planning, Design and Business Case 

Our client’s historical hands-off approach led to autonomous operating companies, resulting in myriad 

HR and payroll delivery models and systems across more than 15 companies and nearly 40,000 

employees. The client was interested in implementing HR shared services as a way to remove 

redundancy, reduce costs, improve reporting and compliance, and increase cross-company coordination. 

Senior management wanted to see a business case and plan to move forward before committing to a 

change that would affect so many independent operating companies. We were engaged by the client to 

evaluate their current service delivery model and design a new HR organization that incorporated 

centers of excellence, a service center, a single ERP solution, and self service for employees. The 

analysis and design was leveraged to develop a business case and a corresponding multi-phase 

implementation plan which demonstrated the significant cost savings and implementation steps desired 

by senior management. 

2. ScottMadden Team Resumes 

Resumes for the proposed ScottMadden team are included on the following pages. 

26

Summary 

27 

Résumé of 

Douglas E. Utley 

Partner 

Since joining ScottMadden, Doug Utley has specialized in organization design and staffing, process reengineering, and 

process automation. Mr. Utley has extensive experience in strategic and operational planning, organization design, concept 

marketing, and operational processes. He has done extensive work on designing, planning and implementing shared services 

centers. He has become a recognized leader in service center technologies and integration of multiple technology 

applications for service centers. His 25-year career in the U.S. Air Force included high-level policy formulation, 

organizational design, and strategic planning. He earned an M.B.A. from the Florida Institute of Technology and a B.S. in 

mechanical engineering from N.C. State University. 

Areas of Specialization 

� Shared services design and implementation 

� Shared services strategy 

� Shared services delivery systems 

� Human resources management 

� Organization design and restructuring 

� Financial business case and analysis 

Recent Assignments 

� Assisted a large defense contractor with planning, design, and implementation of HR shared services 

� Facilitated business case, planning, design, and implementation of HR service center for a large health care company 

� Assisted an automotive parts manufacturer with HR shared services design, business case, and implementation 

� Assisted major government bureau in developing strategy and plan for building capability to improve services and 

reduce cost 

� Facilitated the design and successful implementation of HR shared services for a large electric utility composed of five 

independent operating companies. In this project, he assisted with design, reorganization, re-staffing, process 

reengineering, technology requirements and design, training and change management 

� Assisted a large entertainment company with formulation of security policy and implementation of security profiles that 

greatly improved security, especially in sensitive HR and payroll systems 

� Consulted with a governmental shared services organization to compare costs of service providers and recommended 

service consolidations at four overseas locations 

� Assisted a department of the U.S. government in conducting a comprehensive baseline of IT personnel, contracts, 

infrastructure, and costs 

� Assisted an electronics manufacturer in designing a technology suite for its new HR service center 

� Assisted a department of the U.S. government in developing plans and designing technologies to web-enable and 

improve efficiencies of administrative services 

� Managed the staffing, organization, processes, and change management of an ERP support organization of a large forest 

products company 

� Managed the design, build, and implementation of the employee service center for a large forest products company 

� Managed the design, reorganization, and implementation of the shared services center for a large entertainment company

Summary 

28 


Kevin Church 

Director 

Mr. Church has more than 15 years of experience with operations and organization transformations. He has more than ten 

years of experience leading financial shared services transformation efforts in conjunction with the rollout of ERP systems 

and other leading technologies. Kevin implemented shared services solutions with sustainable results by utilizing 

collaboration, change leadership and effect project leadership. He has led or was the subject matter advisor on shared 

services projects in all major industries and in multiple continents (U.S., Europe, U.K., Latin America, Africa and Asia). As 

a result, Kevin has a deep understanding of how to manage in multiple cultures to exceed service expectations and engage the 

organization to embrace shared services concepts. Kevin holds a B.S. in mechanical engineering from Ryerson University 

and an M.B.A. from Queens University. 


� Project and change management 

� Program management 

� Shared services design, build, and implementation 

� Finance and accounting management 

� Performance management 

� Outsourcing advisory services 

� RFI and RFP development 


� Shared services lead on customs and border protection of the Department of Homeland Security with the department’s 

initial implementation of shared services and governance model. Led two other external consulting companies to 

integrate the three largest agencies within DHS. Worked closely with agency leads to develop a collaborative 

environment, supported DHS leadership in developing the strategy and workplan, formulated the structure of the 

governance council, and worked across the various shared services functions to establish SLAs 

� Completed detailed diagnostic for a $12 billion consumer goods company of their outsourced U.S. accounts payable 

function. Reviewed operational and transactional efficiencies for locations in the United States, Canada, and India. 

Identified process and system improvements, organizational changes, and quick wins. Led PMO to implement 

recommendations and coordinate other internal initiatives 

� Developed and designed shared services strategy for a global consumer goods organization with operations in Asia, 

Europe, and South America in conjunction with the implementation of SAP. Led the global process design team that 

included Europe, Asia, and Latin America (including Brazil) 

� Completed diagnostic for expanding shared services for a $16 billion global media company to identify opportunities to 

optimize their existing processes and expand shared services in Europe. Reviewed existing U.S. shared services 

operations and identified required process changes to support migration to SAP 

� Completed detailed diagnostic for a $10 billion global contract manufacturer of their outsourced accounts payable 

processing. Reviewed operational and transactional efficiencies for locations in the United States, Europe, Eastern 

Europe, and Mexico. Identified process and system improvements, organization changes and quick wins 

� Managed organization financial transformation projects that included the design and implementation of a redefined 

organization model. Typical project related activities included the assessment of current performance, development of 

process visions, establishment of performance targets, business case and organization design for the new shared services 

model in North America and Europe 

� Supported the transition of offshoring an existing shared service center for a U.S. healthcare organization from Chicago 

to Costa Rica 

� Led the assessment of A/P operations and developed the RFP to outsource to a third-party provider for a $4 billion media 

and entertainment company. Defined outsourcing requirements, developed RFP, managed vendors, developed scorecard 

for responses, and coordinated vendor presentations

Summary 

29 


Andrew S. Forbis, SPHR 

Senior Associate 

Andy Forbis joined ScottMadden in 2009 with more than 18 years of experience in industry and client service roles. Prior to 

ScottMadden, he worked in a shared services management role within human resources for Progress Energy. He has also held 

management consulting roles with PricewaterhouseCoopers where he focused on HR transformation, service delivery, and 

merger integration for clients. Recognized for leading teams through the design and implementation of solutions that simplify 

work, reduce cost, and increase quality, Andy uses technology and process improvements to reduce manual work and to 

increase the organization’s strategic focus. His background includes broad operational management and consulting expertise 

with experience in shared services management as well as consulting and outsourcing for companies across multiple 

industries including over six years in energy. He holds a Senior Professional in Human Resources (SPHR) certification. 

Andy earned a B.S. from East Carolina University and an M.B.A. from Babcock Graduate School of Management at Wake 

Forest University. 


� Shared services strategy and implementation 

� Project and change management 

� Human resources management 

� Infrastructure technology 

� Operations improvement and process redesign 


� Supported the governance model development and the strategic planning process for the finance organization of a large, 

investor-owned utility 

� Managed HR shared services center operations for a large energy company. Oversaw administration of employee and 

retiree benefit and retirement plans, employee data administration, and the corporate relocation program. Through the 

use of an HR outsourcing relationship, initiated a benefit eligibility audit of employee and retiree dependents generating 

$6 million dollars in O&M savings over two years. Also, led process and program improvements netting more than 

$5,000 in O&M savings annually 

� Provided support for the successful rate case of a Florida utility. Compiled more than six years of historical human 

resources data including changes in organization structure and headcount data following the merger with another utility 

� Partnered with client resources to develop the strategy for delivering HR services in conjunction with an implementation 

of SAP HR, an HR portal, a knowledgebase, and a data warehouse for a global pharmaceutical company 

� Collaborated on the implementation of an HR shared services center in conjunction with North American and European 

PeopleSoft HR implementations. Redesigned processes, performed benchmarking, and created an HR help desk and 

processing center for the large, contract research organization 

� Assisted with the integration of HR administration processes for the merger of two large, global, IT industry companies 

with a combined employee population of more than 170,000 

� Managed the development of HR case management technology, streamlining support of the HR service center at a large, 

energy company 

� Led the development of HR metrics reporting technology for a large utility enabling the organization to access and track 

key performance data 

� Assisted with pre-merger planning for the HR organization of a large pharmaceutical and consumer products company

Summary 

30 


Dina Chanysheva 

Senior Associate 

Dina Chanysheva joined ScottMadden in 2008 after receiving an M.B.A. from the University of North Carolina’s Kenan- 

Flagler Business School. While pursuing her degree, Dina interned in Home Entertainment Brand Management Group at 

NBC Universal, a division of GE. Dina also spent a semester working as an analyst for Dominion Enterprises, private equity 

investment firm. Prior to business school, she worked for Global Access, an international non-profit organization focused on 

providing medical treatments for children, as a patient services manager. Dina holds a B.S in mechanical engineering from 

the Ufa State University of Petroleum Technology in Russia. 


� Shared services design and implementation 

� Operations improvement and process redesign 

� Organization design and restructuring 

� Marketing analysis and modeling 

� Financial Analysis 


� Conducted a current state activity and cost analysis for the human resources shared services organization of a large 

global company. Built cost models to quantify HR services costs 

� Assisted a large nuclear energy generation company to review and redesign a management model to align with industry 

best management principles 

� Conducted an organizational benchmarking assessment for the real estate and corporate facilities functions at a $19 

billion electric utility. Documented common organizational models, trends, and industry best practices based on 

interviews with 15 companies. Recommended an improved real estate and facilities organizational model supported by a 

business case and implementation plan 

� Assisted a large electric utility in the development of budget assumptions to support capital and O&M budgeting process 

and a new forecasting processes for retail utility margin to support a rate case filing with state regulators 

� Identified and researched investment targets, performed financial modeling and made investment recommendations for 

media and information services buyout targets in the United States for a leading marketing services company 

� Analyzed key competitors in Eastern Europe and recommended a market entry approach for a mid-sized, U.S.-based 

diversified technology company 

� Analyzed competitors’ market strategy and market share to develop brand positioning and marketing strategy for a series 

of universal DVD titles for children and young adults 

� Developed a multi-channel marketing plan for introducing a series of universal DVD titles through retail and rental 

channels 

� Conducted primary research, created a plan, and recommended a strategy for an international non-profit organization to 

increase the number of patients receiving medical treatments in North America 

� Directed a team of eleven as a lead manager of an international non-profit organization. Developed new hiring practices 

which resulted in the reduction of employee turnover by 50% and an overall increase in number of new hires 

� Developed and implemented a business plan for start-up of a new international student travel organization. Grew 

company’s active client base from ten to more than 500 in a span of two years

5. ScottMadden Shared Services Insights 

ScottMadden consultants have published numerous articles and white papers, given speeches, and 

conducted workshops on shared services. The following list contains some examples: 

• Trey Robinson, “Increasing the Value of Shared Services in 2009 and Beyond,” White Paper (March 

2009) 

• Jim Murray and Trey Robinson, “Information Technology Assessment,” White Paper (January 

2009). 

• Brad DeMent and Scott Manning, “HR Shared Services 101” (workshop, IQPC HR Summit 

conference, Atlanta, December 2008) 

• “Shared Services in Challenging Markets,” Shared Services News (November 2008) 

• Sam Poston, “What an Economic Recession Means for Shared Services Organizations” (keynote 

presentation, IQPC Shared Services Summit West conference, Las Vegas, September 2008) 

• Sam Poston, Scott Manning, and Brad DeMent, “Building the Business Case around Designing, 

Implementing and Improving Shared Services Economically and Otherwise” (workshop, IQPC 

Shared Services Summit West conference, Las Vegas, September 2008) 

• Brad DeMent and Scott Manning, “Transformational Change Management” (workshop, IQPC 

Shared Services Summit West conference, Las Vegas, September 2008) 

• “2008 Shared Services Week Survey: Scope Continues to Expand,” Shared Services News (June 

2008) 

• “Getting Compensation Right for Shared Services Positions,” Shared Services News (April 2008). 

• “Moving the Masses (Physically and Mentally) to a Shared Services Center,” Shared Services News 

(March 2008) 

• “Using Surveys Results to Improve Customer Satisfaction – Exelon’s Business Service Company 

Shows the Way” Shared Services News (November 2007) 

• Brad DeMent, “Developing an Infrastructure Framework – A Key to Operating a Successful Shared 

Services Organization” (workshop, IQPC Shared Services Summit West Conference, Las Vegas, 

September 2007) 

• Walt Simpson, “Start Me Up! – Planning and Implementing Your F&A Shared Services Center from 

Business Case to Go Live” (workshop, IQPC Shared Services for Finance & Accounting 

Conference, Austin, July 2007) 

• Sam Poston, “Keys to Successful Shared Services Organization Expansion” (keynote presentation, 

IQPC Shared Services Exchange, June 2007) 

• Scott Manning, “Build Greater Value in Your HR Shared Services Center” (workshop, HR Shared 

Services Summit, Atlanta, May 2007) 

• Sam Poston, “Customer Relationship Management: Taking Your SSO to Greater Levels of Service 

Delivery” (featured presentation, Shared Services Week, Orlando, March 2007) 

34

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