Marty Jacobsen

Partner

Marty Jacobsen is a partner with ScottMadden and has more than 25 years of management consulting experience. Marty possesses expertise across a broad range of industries, including electric (transmission, distribution, customer care, and generation), gas and water utilities, as well as project development and start-up enterprises. He has experience in re-engineering, transformation, project/program management/governance structures, innovative sourcing, agile practices, and executing key strategic initiatives. Marty leads with a focus on collaboration, team building, speed to results, and hands-on implementation. Marty has a B.S. in mechanical engineering from Cornell University and an M.B.A. from the Booth School of Business at the University of Chicago.

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Recent Assignments

  • Implemented a competitive bidding competency for a large transmission utility. Engagement included new bidding processes, identification/selection of competency and equity partners, and adoption of “mock” bidding to accelerate change management and alignment across all stakeholder groups
  • Worked with an 11-investor consortium to plan, permit, design, source, construct, and energize a $2 billion, 700-mile, 345kV electric transmission line in Minnesota, North Dakota, South Dakota, and Wisconsin. Co-developed sourcing strategies across all third-party spend categories: conductor, insulators, OPGW, monopoles, engineering, and construction services resulting in $100 million in savings through volume leverage, data-driven negotiations, and dispute management
  • Led the design, implementation, and operation of a PMO for a portfolio of capital projects. Service bundles included risk management, scope/schedule/cost standardization, insource/outsource strategy, project cost controls, training, executive/BOD reporting, and ad hoc consulting
  • Co-architected a new capital lifecycle process transformation for a mining and energy company. Engagement included co-designing a capital project lifecycle management process, integration of supply chain competencies, development of gated process governance, and pilot/rollout coaching
  • Led a client through a SAP business case refinement exercise to identify and secure real (vs. target) cost savings
  • Re-energized a strategic sourcing program, including introducing non-water best practices and adoption of a new cross-departmental PMO for a water company. Prepared the client for a competitive municipal water acquisition marketplace
  • Planned and implemented a construction unit-price transformation for a large gas distribution utility. Audited cost deduction averaged 16% across all capital segments (i.e., mains and services)
  • Implemented a new process for receiving and delivering community solar applications from developers serving the Minnesota market. Engagement included a PMO to manage the process, prepare external communications to manage public reaction, and align various stakeholder groups to remove pinch points
  • Restructured a utility’s new business construction function by clearly redefining goals and future vision, streamlining the hookup process, enabling new technologies, and improving contribution in aid of construction collections through micro-segmentation of leakage occurrences. Improvements yielded a 50% cycle time reduction, $4 million in cost savings, and 12 points in customer satisfaction
  • Led an engagement to rethink the process for credit and collections for an inner-city gas utility. Through advanced data analytics, the consulting team was able to identify the critical drivers of poor collection performance and establish a playbook for leakage prevention going forward. Client saw collection rates improve 35% to 50% across categories

Welcome to ScottMadden!

Sussex Economic Advisors is now part of ScottMadden. We invite you to learn more about our expanded firm. Please use the Contact Us form to request additional information.