About Us: Our People: Managing Associates:

Sean Lawrie, Managing Associate

Sean Lawrie joined ScottMadden in 2005. His consulting experience in the nuclear energy generation industry spans a number of areas, including business planning, performance management, financial analysis and project management. Prior to joining the firm, he was a lead credit and risk analyst with the Commercial Equipment Finance division of General Electric Capital. Mr. Lawrie graduated with a B.Comm in Marketing Management from the University of Guelph, in Ontario, Canada and earned an M.B.A. from the Babcock Graduate School of Management at Wake Forest University. While at Wake Forest, he won the Babcock Award for managerial potential based on scholastic performance, leadership, and integrity, and the Luther Award, which is given to the international student who fosters a spirit of cooperation and better international understanding.

Recent Assignments

• Coordinated the design and implementation of business-planning and cost-management processes for a multi-site nuclear generation division
• Developed and implemented a comprehensive performance -management program for a large nuclear generation company, which included payroll reduction initiatives, equipment reliability improvements, management model integration, and business plan coordination
• Led a benchmarking staffing study for a nuclear generation company by documenting the current state organization, aligning its workforce/hiring plan to match industry trends and industry best staffing levels, and conducting a work-program analysis
• Served as project manager for the future state organization design and implementation of a 3,800-employee reorganization nuclear energy generation company. This included facilitating meetings for 26 functional area managers and four executive vice presidents to align the organization with the industry’s leading organizational structure and accountability models
• Created and implemented the management infrastructure for a large nuclear generation company to bring visibility and focus to the issue of absenteeism, resulting in a 21% reduction in employee absences due to illness and medical appointments
• Assisted the station leadership team to prepare technical and financial performance-management assessments for the industry regulatory board, the board of directors, and investors at a large nuclear energy generator
• Led a team to review and redesign a large utility company’s management model to align with industry best management principles
• Performed a current state analysis to support the design and implementation of a new human resources service-delivery model for a large health care corporation
• Helped an energy generation company automate the correction of approximately 28,000 billing system errors in preparation for its state government rate case
• Facilitated meetings between 60 site and corporate managers to coordinate the implementation of more than 2,300 management model documents as part of the integration plan between two nuclear energy generation companies. Constructed a database to track the implementation of all policies, processes, programs, and procedures used in the daily operations of the power plant
• Analyzed and recommended improvements to the financial controls and processes as part of a Sarbanes-Oxley initiative for a medium-sized online education corporation
• Analyzed the financial impact of implementing a new Six Sigma documentation and operations process for a financial institution, which resulted in a 29 % reduction in operating expenses