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Christian Slater


Christian Slater joined ScottMadden as a partner in 2023 and has nearly 20 years of experience in the energy industry. He has held a variety of leadership and advisory positions in consulting and industry at Wood Mackenzie (formerly PowerAdvocate), Accenture, and Exelon. Christian has led numerous strategic sourcing, cost management, and operational improvement initiatives for electric and gas utilities, electric generation, oil and gas EPCs, and gas pipeline majors. He received a B.S. in statistics from Purdue University.

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Recent Assignments

  • Led a strategic sourcing transformation at a major North American electric and gas utility to implement a consistent, data-driven, strategic sourcing and category management function. Led a team that executed nearly 300 sourcing events to drive approximately $800 million in cost savings. Enabled the organization to effectively leverage technology to access data and market information to drive informed planning and decision-making
  • Directed all strategic sourcing and category management activities for $1 billion (annual) in construction contracting across an integrated utility with generation and T&D operations. Led group in developing sourcing strategies, RFPs, negotiations, and capital project support. Developed should-cost analysis to assess alliance supplier cost structures and implemented an enhanced alliance contractor program
  • Led supply chain management process and procedure review for global EPC firm. Standardized, consolidated, and simplified procurement and materials management procedures and processes across multiple business units and geographies
  • Managed efforts to develop a strategic sourcing playbook for utility scale solar for the project development function of a gas pipeline company. Playbook included strategies for procurement, warehousing, and project cost estimating
  • Led the identification and governance of cost management initiatives for an integrated utility, driving $200 million in annualized cost savings across direct and indirect spend categories through rapid sourcing, direct negotiations, process changes, and make-versus-buy assessments
  • Coordinated an effort to support EPC vendor negotiations for a solar BTA project, netting $20 million in project cost savings through data-driven cost modelling
  • Directed the development of a strategic sourcing and category management enterprise training program for a North American utility. Delivered a training curriculum that was rolled out to 75 supply chain employees

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