About Us: Our People: Managing Associates:

Patricia Ferris, Managing Associate

Patricia Ferris joined ScottMadden in 2004. Her consulting experience spans a number of areas, including operations improvement and process redesign, organizational design, merger and acquisition integration, strategy development, and project management. Prior to joining ScottMadden, Ms. Ferris worked in management consulting for A.T. Kearney and at The Advisory Board Company where she conducted research and analysis and wrote tactical recommendations and implementation materials for hospital-related strategic and operational issues.  Ms. Ferris holds an M.B.A. from the University of North Carolina at Chapel Hill’s Kenan-Flagler Business School, and she received an undergraduate degree with a double major in Arabic Language and International Relations from Georgetown University.

Recent Assignments

• Designed the business processes for a new shared services center for a nationwide property management company. Identified and documented the business and technical requirements necessary for implementation. Conducted financial and marketing analyses to determine how best to collect rent and other payments. Created an in-depth cost model to test scenarios and evaluated customer and other qualitative impacts
• Provided project management support and worked with a public utility's finance department to update, revise and standardize its management model documentation. Established a standard hierarchy for all finance processes across the organization. Reviewed current state documents, mapped processes, updated existing documentation and drafted new finance policies, processes and procedures
• Created and deployed service level agreements between IT and internal customers for an independent system operator. Developed and defined product list, service level indicators and reporting processes. Facilitated negotiations and established account management and governance approaches
• Conducted interviews and evaluated remarketing activity and growth targets for the creation of a strategic plan for a competitive generation company. Built financial model to calculate market share, net income and cash flows and analyze feasibility and outcomes of various megawatt, technology and new market entry scenarios
• Co-authored merger integration manual to assimilate new nuclear plants into the client's fleet. Outlined resources, processes, generic tasks, documentation, analysis and tools required. Conducted high-level readiness assessment for nuclear plant acquisition
• Provided integration support for the merger of two nuclear companies, including transition management and standard plant organization and staffing. Authored playbook documenting required staff, processes, and tools and capturing lessons learned to more easily replicate and improve the merger integration process
• Evaluated the current state and created the business case for implementation of a shared service center for a non-profit organization
• Managed the development of a management reporting system to monitor a utility client's compliance against competitive market rules
• Conducted research and analyzed shared services centers across 25 multinational organizations. Evaluated and compared potential shared services center locations in Eastern Europe, Asia Pacific and North America
• Oversaw and assessed 18 spend categories across a large conglomerate and identified new savings opportunities through strategic sourcing. Analyzed more than $15 billion in purchases and 300,000 suppliers