SiaPartnersUSBid.pdf

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 1

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: Sia Partners US, Inc. _________________________________ Type/print full legal name of Bidder

Bidder’s Address: 10400 NE 4th Street, Suite 500, Bellevue, WA 98004________________ Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: ✓ Domesti c ◻ Foreign

Limited Liability Company (LLC): ◻ Domesti c

◻ Foreign

Partnership: ◻ Domesti c

◻ Foreign

Sole Proprietorship: ◻

State of Formation: New York_________________________________ Type/print the state where the corporation, LLC, or partnership is formed – e.g., ‘Washington’ if domestic and the name of the state if ‘Foreign’ (i.e., not Washington)

Bidder, through the duly authorized undersigned, makes this certification as a required element of submitting a responsive bid. Bidder certifies, to the best of its knowledge and belief, that the following are true, complete, correct, and made in good faith:

1. UNDERSTANDING. Bidder certifies that Bidder has read, thoroughly examined, and fully understands all of the provisions in the Competitive Solicitation (including all exhibits) and the terms and conditions of the Master Contract and any amendments or clarifications to the Competitive Solicitation, and agrees to abide by the same.

2. ACCURACY. Bidder certifies that Bidder has carefully prepared and reviewed its bid and fully supports the accuracy of the same. Bidder further understands and acknowledges that Enterprise Services shall not be responsible for any errors or omission on the part of Bidder in preparing its bid. Bidder certifies that the facts declared here are true and accurate. Bidder further understands and acknowledges that the continuing compliance with these statements and all requirements of the Competitive Solicitation are conditions precedent to the award or continuation of the resulting Master Contract.

3. NO COLLUSION OR ANTI-COMPETITIVE PRACTICES. Bidder certifies that Bidder has not, either directly or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 2

action in restraint of free competitive bidding in connection with this Competitive Solicitation.

Bidder certifies that Bidder’s bid prices have been arrived at independently, without engaging in collusion, bid rigging, or any other illegal activity, and without for the purpose of restricting competition any consultation, communication, or agreement with any other bidder or competitor relating to (a) those prices, (b) the intention to submit a bid, or (c) the methods or factors used to calculate the prices offered. Bidder certifies that Bidder has not been and will not knowingly disclose its bid prices, directly or indirectly, to any other bidder or competitor before award of a Master Contract, unless otherwise required by law. Bidder certifies that Bidder has made no attempt and shall not make any attempt to induce any other person or firm to submit or not to submit a bid for the purpose of restricting competition. Bidder, however, freely may join with other persons or organizations for the purpose of presenting a bid.

4. FIRM OFFER. Bidder certifies that its bid, attached hereto, is a firm offer which cannot be withdrawn for a period of ninety (90) days from and after the bid due date specified in the Competitive Solicitation. Enterprise Services may accept such bid, with or without further negotiation, at any time within such period. In the event of a protest, Bidder’s bid shall remain valid for such period or until the protest and any related court action is resolved, whichever is later.

5. CONFLICT OF INTEREST. Bidder certifies that, in preparing this bid, Bidder has not been assisted by any current or former employee of the State of Washington whose duties relate (or did relate) to this Competitive Solicitation, or prospective Master Contract, and who was assisting in other than his or her official, public capacity. Neither does such a person nor any member of his or her immediate family have any financial interest in the outcome of this bid.

6. NO REIMBURSEMENT. Bidder certifies that Bidder understands that the State of Washington will not reimburse Bidder for any costs incurred in the preparation of this bid. All bids become the property of the State of Washington, and Bidder claims no proprietary right to the ideas, writings, items, or samples unless so stated in the bid.

7. PERFORMANCE. Bidder certifies that Bidder understands that its submittal of a bid and execution of this Bidder’s Certification certifies bidder’s willingness to comply with the Master Contract, if awarded such. By submitting this bid, Bidder hereby offers to furnish the goods and/or services solicited pursuant to this Competitive Solicitation in compliance with all terms, conditions, and performance requirements contained in this Competitive Solicitation and the resulting Master Contract or, if applicable, as detailed on a Contract Issues List, if permitted, in this Competitive Solicitation.

8. INSURANCE. Bidder certifies as follows (must check one):

✓ BIDDER HAS REQUIRED INSURANCE. Bidder has attached a current, valid Certificate of Insurance with each and all of the required insurance coverages as specified in the Master Contract (note: Bidder must attach the Insurance Certificate).

OR

◻ BIDDER WILL OBTAIN REQUIRED INSURANCE. Bidder does not have a current, valid Certificate of Insurance with each and all of the required insurance coverages as specified in the Master Contract but, if designated as the Apparent Successful Bidder, Bidder will provide such a Certificate of Insurance, without exception of any kind, to Enterprise Services within twenty-four (24) hours of such designation or notification by Enterprise Services or be deemed a nonresponsive bid.

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 3

OR

◻ BIDDER DOES NOT HAVE REQUIRED INSURANCE. As detailed on the attached explanation (Bidder to provide), Bidder does not have a current, valid Certificate of Insurance with each and all of the required insurance coverages as specified in the Master Contract and, if designated as the Apparent Successful Bidder would not be able to provide such a Certificate of Insurance to Enterprise Services within twenty-four (24) hours of such designation.

9. DEBARMENT. Bidder certifies as follows (must check one):

✓ NO DEBARMENT. Bidder and/or its principals are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from contracting with any federal, state, or local governmental entity.

OR

◻ DEBARRED. As detailed on the attached explanation (Bidder to provide), Bidder and/or its principals presently are debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from contracting with a federal, state, or local governmental entity.

10. CRIMINAL OFFENSE. Bidder certifies as follows (must check one):

✓ NO CRIMINAL OFFENSE. Bidder has not, within the three (3) year period preceding the date of this Competitive Solicitation, been convicted or had a civil judgment rendered against Bidder for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a governmental contract;

violation of any federal or state antitrust statute; or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property. Bidder further certifies that it is not presently indicted or otherwise criminally or civilly charged by a governmental entity with commission of any of the offenses enumerated in this paragraph.

OR

◻ CRIMINAL OFFENSE. As detailed on the attached explanation (Bidder to provide), within the three (3) year period preceding the date of this Competitive Solicitation, Bidder has been convicted or had a civil judgment rendered against Bidder for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a governmental contract; violation of any federal or state antitrust statute; or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property.

11. WAGE THEFT PREVENTION. Bidder certifies as follows (must check one):

✓ NO WAGE VIOLATIONS. Bidder has NOT been determined by a final and binding citation and notice of assessment issued by the Washington Department of Labor and Industries or through a civil judgment entered by a court of limited or general jurisdiction to have willfully violated, as defined in RCW 49.48.082, any provision of RCW chapters 49.46, 49.48, or 49.52 within three (3) years prior to the date of the above-referenced Competitive Solicitation date.

OR

◻ VIOLATIONS OF WAGE LAWS. Bidder has been determined by a final and binding citation http://app.leg.wa.gov/RCW/default.aspx?cite=49.48.082 http://app.leg.wa.gov/RCW/default.aspx?cite=49.46 http://app.leg.wa.gov/RCW/default.aspx?cite=49.48 http://app.leg.wa.gov/RCW/default.aspx?cite=49.52

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 4

and notice of assessment issued by the Washington Department of Labor and Industries or through a civil judgment entered by a court of limited or general jurisdiction to have willfully violated, as defined in RCW 49.48.082, a provision of RCW chapters 49.46, 49.48, or 49.52 within three (3) years prior to the date of the above-referenced Competitive Solicitation date.

12. PAY EQUALITY. Bidder certifies as follows (must check one):

✓ PAY EQUALITY FOR SIMILARLY EMPLOYED WORKERS. Bidder’s similarly employed individuals are compensated as equals. For purposes of this provision, employees are similarly employed if the individuals work for the same employer, the performance of the job requires comparable skill, effort, and responsibility, and the jobs are performed under similar working conditions. Job titles alone are not determinative of whether employees are similarly employed. Bidder may allow differentials in compensation for its workers based in good faith on any of the following: a seniority system; a merit system; a system that measures earnings by quantity or quality of production;

a bona fide job-related factor or factors; or a bona fide regional difference in compensation levels. A bona fide job-related factor or factors may include, but not be limited to, education, training, or experience that is: consistent with business necessity; not based on or derived from a gender-based differential; and accounts for the entire differential. A bona fide regional difference in compensation level must be consistent with business necessity; not based on or derived from a gender-based differential; and account for the entire differential.

OR

◻ NO PAY EQUALITY FOR SIMILARLY EMPLOYED WORKERS. Bidder’s similarly employed individuals are NOT compensated as equals.

13. WORKERS’ RIGHTS (EXECUTIVE ORDER 18-03). Bidder certifies as follows (must check one):

✓ NO MANDATORY INDIVIDUAL ARBITRATION CLAUSES AND CLASS OR COLLECTIVE ACTION WAIVERS FOR EMPLOYEES. Bidder does NOT require its employees, as a condition of employment, to sign or agree to mandatory individual arbitration clauses or class or collective action waivers.

OR

◻ MANDATORY INDIVIDUAL ARBITRATION CLAUSES AND CLASS OR COLLECTIVE ACTION WAIVERS FOR EMPLOYEES. Bidder requires its employees, as a condition of employment, to sign or agree to mandatory individual arbitration clauses or class or collective action waivers.

14. TERMINATION FOR DEFAULT OR CAUSE. Bidder certifies as follows (must check one):

✓ NO TERMINATION FOR DEFAULT OR CAUSE. Bidder has not, within the three (3) year period preceding the date of this Competitive Solicitation, had one (1) or more federal, state, or local governmental contracts terminated for cause or default.

OR

◻ TERMINATION FOR DEFAULT OR CAUSE. As detailed on the attached explanation (Bidder to provide), within the three (3) year period preceding the date of this Competitive Solicitation, Bidder has had one (1) or more federal, state, or local governmental contracts terminated for cause or default.

http://app.leg.wa.gov/RCW/default.aspx?cite=49.48.082 http://app.leg.wa.gov/RCW/default.aspx?cite=49.46 http://app.leg.wa.gov/RCW/default.aspx?cite=49.48 http://app.leg.wa.gov/RCW/default.aspx?cite=49.52

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 5

15. TAXES. Bidder certifies as follows (must check one):

✓ TAXES PAID. Except as validly contested, Bidder is not delinquent and has paid or has arranged for payment of all taxes due to the State of Washington and has filed all required returns and reports as applicable.

OR

◻ DELINQUENT TAXES. As detailed on the attached explanation (Bidder to provide), Bidder has not paid or arranged for payment of all taxes due to the State of Washington and/or has not timely filed all required returns and reports as applicable.

16. LAWFUL REGISTRATION. Bidder, if conducting business other than as a sole proprietorship (e.g., Bidder is a corporation, limited liability company, partnership) certifies as follows (must check one):

✓ CURRENT LAWFUL REGISTRATION. Bidder is in good standing in the State of Washington and the jurisdiction where Bidder is organized, including having timely filed all required annual reports.

OR

◻ DELINQUENT REGISTRATION. As detailed on the attached explanation (Bidder to provide), Bidder currently is not in good standing in the State of Washington and/or the jurisdiction where Bidder is organized.

17. SUBCONTRACTORS. Bidder certifies as follows (must check one):

✓ NO SUBCONTRACTORS. If awarded a Master Contract, Bidder will not utilize subcontractors to provide the goods and/or services subject to this Competitive Solicitation.

OR

◻ SUBCONTRACTORS. As detailed on the attached explanation (Bidder to provide), If awarded a Master Contract, Bidder will utilize subcontractors to provide the goods and/or services subject to this Competitive Solicitation. In such event, Bidder certifies that, as to the State, Bidder shall retain responsibility for its subcontractors, including, without limitation, liability for any subcontractor’s acts or omissions.

Note: Bidder must provide the precise legal name (including state of organization), business address, and federal tax identification number (TIN) for each subcontractor.

Note: If the TIN is a SSN, provide only the last four (4) digits.

18. WASHINGTON SMALL BUSINESS. Bidder certifies as follows (must check one):

◻ WASHINGTON SMALL BUSINESS. Bidder is a Washington Small Business as defined in RCW 39.26.010. To qualify as a Washington Small Business, bidder must meet two

(3) requirements:

1. Bidder’s principal office/place of business must be located in and identified as being in the State of Washington. A principal office or principal place of business is a firm’s headquarters where business decisions are made and the location for the firm’s books and records as well as the firm’s senior management personnel.

2. Bidder must be owned and operated independently from all other businesses and have either: (a) fifty (50) or fewer employees; or (b) gross

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 6

revenue of less than seven million dollars ($7,000,000) annually as reported on its federal income tax return or its return filed with the Washington State Department of Revenue over the previous three consecutive years).

3. Bidder must have certified its small business status in WEBS.

OR

✓ NOT WASHINGTON SMALL BUSINESS. Bidder is not a Washington Small Business as defined in RCW 39.26.010.

19. VETERAN-OWNED BUSINESS. Bidder certifies as follows (must check one):

◻ VETERAN-OWNED BUSINESS. Bidder is a certified Veteran-Owned business under RCW 43.60A.190 and is identified as such on WEBS (which is confirmed by the Washington Department of Veterans’ Affairs).

OR

✓ NOT VETERAN-OWNED BUSINESS. Bidder is not a certified Veteran-Owned business under

RCW 43.60A.190.

20. REFERENCES. Bidder certifies that the references provided to Enterprise Services have worked with Bidder and that such individuals and firms have full permission, without any additional requirement or release, to provide such references and information to Enterprise Services. Bidder hereby authorizes Enterprise Services (or its agent) to contact Bidder’s references and others who may have pertinent information regarding Bidder’s prior experience and ability to perform the Master Contract, if awarded. Bidder hereby authorizes such individuals and firms to provide such references and release to Enterprise Services information pertaining to the same.

Bidder further certifies that it shall provide immediate written notice to Enterprise Services if, at any time prior to a contract award, Bidder learns that any of its certifications set forth herein were erroneous when submitted or has become erroneous by reason of changed circumstances.

http://www.des.wa.gov/services/ContractingPurchasing/Business/Pages/WEBSRegistration.aspx

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 7

I hereby certify, under penalty of perjury under the laws of the State of Washington, that the certifications herein are true and correct and that I am duly authorized to make these certifications on behalf of the Bidder listed herein.

BIDDER NAME: Sia Partners US, Inc. _____________________________________________________ Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By: __________ Signature of Bidder’s authorized person

Title: Partner, Seattle Market Lead_________ Title of person signing certificate

Date: 1/23/2021_________________________

Mark Birzell_____________________________ Print Name of person making certifications for Bidder

Place: Seattle, Washington________________ Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

DESContractsTeamCedar@des.wa.gov mailto:DESContractsTeamCedar@des.wa.gov

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 1

EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.: 01620 – Business Consulting Services

Bidder: Sia Partners US

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

Sia Partners US, Inc._________________ Business Name 10400 NE 4th Street, Suite 500, ___ Address Bellevue, WA 98004_____________ City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI)

604-427-419___________________

Federal Tax ID No. (TIN):

Note: If your TIN is a Social Security number, provide only the last four digits.

74-3243189___________________

Is your firm certified as a minority or woman owned business with the Washington State Office of Minority & Women’s Business Enterprises

(OMWBE)?

Yes ☐ No ☐ If yes, provide MWBE certification no.

Is your firm a self-certified Washington State small business?

Note: See definitions of ‘microbusiness,’ ‘minibusiness,’ and ‘small business,” set forth in

RCW 39.26.010.

Yes ☐ No ☐

If yes, what is your business size?

Small ☐ Mini ☐ Micro ☐

Is your firm certified as Veteran Owned with the Washington State Department of Veteran Affairs?

Yes ☐ No ☐ If yes, provide WSDVA certification no.

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 2

CONTRACT MANAGEMENT POINTS OF CONTACT

Authorized Representative Name: Mark Birzell Email: mark.birzell@sia-partners.com Phone: 206.856.4405

Contract Administrator Name: Amy Jo Stolmeier Email: amyjo.stolmeier@sia-partners.com Phone: 206.795.2384

Sales Reporting Representative Name: Mark Birzell Email: mark.birzell@sia-partners.com Phone: 206.856.4405

Sales Reporting Alternate Name: Marci Marra Email : marci.marra@sia-partners.com Phone: 425.214.2663

Management Fee Representative Name: Finance team Email: finance-us@sia-partners.com Phone: 646.496.0160

Management Fee Contact Alternate Name: Shaun McGaughey Email: shaun.mcgaughey@sia-partners.com Phone: 206.422.4027

Address for Enterprise Services to send management fee invoices:

Company name: Sia Partners US, Inc.

Attn: Accounts Receivable Address: 40 Rector Street, Suite 1111 City/State/Zip: New York, NY 10006

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

Mark Birzell 206.856.4405 mark.birzell@sia-partners.com

All

Marci Marra 425.214.2663 marci.marra@sia-partners.com

OH&E

Amy Jo Stolmeier 206.795.2384 amyjo.stolmeier@sia-partners.com

CM

Shaun McGaughey 206.422.4027 shaun.mcgaughey@sia -partners.com

M&BA

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 3

REFERENCES

Provide a minimum of two (2) commercial or government references for which bidder has delivered goods and/or services similar in scope as described in the Competitive Solicitation. Additional references may be required if Bidder intends to submit a bid for more than one category. See instructions in Exhibit C-1 – Bid Evaluation Criteria, Item No. 2 Experience.

Reference 1 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Amazon Alisa Hess, Principal Product Manager - Technical 830.431.3126 alihess@amazon.com

Reference 2 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

The Foundry Lisa Anderson, Owner 509.386.2930 lisa@wallawallafoundry.com

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Starbucks Joe Bowers, Director of Continuous Improvement and Business Transformation 206.669.2483 jobowers@starbucks.com

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Puget Sound Energy Winter Sanders, IT Services OCM manager winter.sanders@pse.com

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Microsoft Ross Cook, SR Business MGR, Automotive 425.421.0571 ross.cook@microsoft.com

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

F5 Amy Cayse, Program Manager, Organizational Change – M&A 513.307.8899 a.cayse@f5.com

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 4

PURCHASE CARDS (I.E., CREDIT CARDS)

Please indicate which types of purchasing (credit) cards are accepted (note: any card fees must be included in the unit price of the bid):

☐ Visa ☐ Master Card ☐ American Express ☐ Discover ☐ Other:

Return this Bidder’s Profile to Procurement Coordinator at:

EXHIBIT A-3 – RESPONSIBLE BIDDER (COMPETENCIES) - 01620PAGE 1

EXHIBIT A-3 - RESPONSIBLE BIDDER (COMPETENCIES)

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder, through the duly authorized undersigned, makes this certification as a required element of submitting a responsive bid. Bidder certifies, to the best of its knowledge and belief that the following are true, complete, correct, and made in good faith:

Diversity, Equity, and Inclusion (DEI) is important to Washington State must be present in the fabric of the work we do in all areas. For professional services, where outside entities are coming into and directing the work of our civil servants, it is essential that they align with these values. As a requirement for responsibility, your firm must attest to the state’s values and culture. This will become part of any resultant contract and Bidder will be required to meet or exceed the commitments listed herein.

ATTESTATION

☐ I and the named leader(s) below have read and understand the Washington State Enterprise Leadership Competencies and the Enterprise DEI Competencies for all employees posted by the DEI Committee of the Office of Financial Management, and titled “Enterprise DEI Competencies – All Employees – A pathway for success [PDF]”. The named leader(s) below have the authority to, and shall ensure, that Bidder, Bidder’s employees, and Bidder’s subcontractors will follow the base expectation for values and culture established by Washington State. As Washington State continues to listen to our state family, this leader will enhance diversity, equity, and inclusion within this organization. I will notify Enterprise Services within 30 days if these named leader(s) need to be changed.

Marci Marra, Partner__________________ ___ 1/22/2021______ Name, Title Signature Date

Amy Jo Stolmeier, Director_________________ ________ 1/23/2021______

Mark Birzell, Partner, Seattle Market Lead_____ ___ 1/23/2021_____ https://des.wa.gov/sites/default/files/public/documents/Training/LeadershipDevelopment/Leadership_Competencies.pdf?=420bb https://des.wa.gov/sites/default/files/public/documents/Training/LeadershipDevelopment/Leadership_Competencies.pdf?=420bb https://ofm.wa.gov/state-human-resources/workforce-diversity-equity-and-inclusion/diversity-equity-and-inclusion-resources/dei-committee-documents https://ofm.wa.gov/state-human-resources/workforce-diversity-equity-and-inclusion/diversity-equity-and-inclusion-resources/dei-committee-documents

EXHIBIT A-3 – RESPONSIBLE BIDDER (COMPETENCIES) - 01620PAGE 2

CERTIFICATION

Bidder further certifies that it shall provide immediate written notice to Enterprise Services if, at any time prior to a contract award, Bidder learns that any of its certifications set forth herein were erroneous when submitted or has become erroneous by reason of changed circumstances.

I hereby certify, under penalty of perjury under the laws of the State of Washington, that the certifications herein are true and correct and that I am duly authorized to make these certifications on behalf of the Bidder listed herein.

BIDDER NAME: Sia Partners US, Inc. _________________________________________________ Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By: __________ Signature of Bidder’s authorized person

Title: Partner, Seattle Market Lead__________ Title of person signing certificate

Date: 1/23/2021________________________

Mark Birzell______________________________ Print Name of person making certifications for Bidder

Place: Seattle, Washington__________________ Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

Bidder Name: Sia Partners

EXHIBIT C - 2 – BIDDER RESPONSE SHEET / 01620-BUSINESS CONSULTING SERVICES

Categories that your company is bidding on (Mandatory, Not Scored)

Check the box(s) next to each category that your company is bidding on:

☒ Organizational Development ☒ Change Management ☒ Management and Business Analysis

Bidder’s Organization

We are a next generation consulting firm focused on delivering superior value and tangible results to our clients as they navigate the digital revolution. Our global footprint and expertise allow us to enhance our clients' businesses worldwide. We guide their projects and initiatives in strategy, business transformation, IT & digital strategy, and Data Science.

Over the last 20 years we have steadily grown to over 1800 consultants and $200M in revenue, including a 19% revenue increase despite the Covid pandemic. Key to our consistent stability and growth is our highly diversified base of 500 clients, spanning 31 global offices, 20 service offerings, and representing 16 industry sectors. Specific to our local expertise, the Puget Sound office are recognized leaders in Organizational Health and Effectiveness (includes Change Management), Business and Data Analysis, Process Improvement, and Project and Program Governance.

We have been able to grow steadily by providing outstanding client service over the last 20 years. We start with our culture, values, and the professionals we recruit. This culminates in providing clients the best overall experience. We provide the right resource (individual or team) at the right time (our talent is deep, so we can be responsive and jump in at any phase of the life-cycle) and provide the greatest return (solutions, results, more value). Our local focus provides the market and client relationships that enable best-fit resources and solutions, while our global scale deepens the functional and industry expertise that provides even greater return on investment for our clients.

We believe that knowledge sharing is the key, not only to innovation, but to the growth and development of our people. Working together allows us to challenge one another and, as a result, raise the bar in our commitment to excellence, both individually and collectively.

Consulting for Good is our global Corporate Social Responsibility approach, by which we integrate CSR into the core of our business strategy, operations, and culture. The scope of Consulting for Good covers our practices and policies, as well as the support we offer our clients via innovative offerings centered on sustainability. Our belief is that, beyond our own performance, incorporating CSR into how we serve our clients will allow us to have next-level impact. Since 2004, we have focused on our program of “Going Green” and being early adopters of paperless operations and cloud-based solutions.

Collectively, we bring a pioneer mindset, enhanced by a unique blend of capabilities to better serve our clients:

● Business Expertise & Transformation - Delivering results through Business Expertise, the core of Consulting

● Consulting 4.0 - Leveraging AI, emerging tech, and open innovation for augmented consultants

● Consulting by Design - Reshaping projects and experiences through design & creativity for next-level impact

● Consulting for Good - Making CSR a lever for profitable transformation

We operate with a bench of resources so we can be ready when our clients need us. And we focus on building long term relationships, with transparency and regular communication. The basis of our practice success can be described in the graphic below.

The approach to excellent client delivery starts with hiring and retaining strong candidates with diverse backgrounds and experiences. We do this by providing a competitive salary and benefits, continuous learning opportunities, all FTEs have a career advocate, engagement support through account managers and owners, access to Partners who listen to feedback and adjust appropriately, and an overall positive culture of collaboration and respect. This is reinforced through our referral program which results in 30% of our overall hires.

Our recruiting strategy is to build long-term relationships with talent coming out of top Universities, and Consulting Firms, we typically have already begun conversations with candidates we hire before a specific need arises. The interview process assesses culture fit, experience, skillset, problem solving and methodical approach. We do this through an initial recruiter screening of applications and/or sourcing for qualified candidates online, followed by a phone screen to ensure the candidates can speak to what’s on paper. This is followed by a skills assessment interview, and finally a case study performed by our leadership team.

The result is over 500 satisfied clients across the globe representing diverse industries and service groups whether in for-profit, not-for-profit, or government settings.

Our local Puget Sound practice of over 100 consultants are leaders and experts in Organizational Health & Effectiveness, Program Management, Process Improvement, and Data Analytics that work across 15 diverse industries, having completed more than 1,000 client engagements. The four Partners who manage our Puget Sound office collectively have more than 100 years of experience in these disciplines.

From our Partner level through our whole local practice, we strive for diversity, equity, and inclusion.

We have two female and two male Partners, our practice is 52% female and 48% male, and our pay is equal regardless of gender or race. We are proud to be leaders in our industry for these important aspects of a healthy business, practicing internally what we consult to our clients externally.

Our ability to exceed client expectations and provide deep expertise in business and digital transformation has been supported by our success in hiring some of the best people with diverse interests and backgrounds, though we all share a common cultural bond of client servant leadership, collaboration, hard-work, and finding joy in helping our clients to a better place.

Organizational Development

Engagement 1 Information

Size of company: Global technology company focused on e-commerce, cloud computing, digital streaming, and artificial intelligence with approximately 1.2 million employees worldwide.

Scope of engagement: Team building and personal development for a division of 400 employees through an examination of Social Styles

Length of engagement: 2 months

Problem Statement

Newly formed team struggling to work cohesively in a 100% virtual environment, under tremendous stress to meet a new and growing demand for supplies related to Covid-19 safety. The team was struggling to connect with each other and with their business partners, which caused redundant work miscommunication to business partners, and errors that all could have been avoided with better communication.

Goal Definition

Bring the team together to understand communication styles, how to build better relationships and how to work more collaboratively.

Actions Taken

To help this new team grow together, we introduced the world’s leading Behavioral Style model, the Social Style model.

The Social Style model assesses each team member’s personal style and versatility, allowing them to take steps to improve their relationships and performance. Taking these steps is especially important for increasing leadership performance, developing coaching skills, increasing sales, building relationships, working in teams and enhancing communications.

Why Understanding Others Social Style is Essential Of the three elements of Social Intelligence, your Social Style, often known as your Behavioral Style, is the easiest for others to assess. They may not see your Emotional Intelligence or identify your Mindset, but they can tell if you’re animated, rushed or sulking. The way you behave has a direct impact on your interactions with others and on your success in the workplace. We’re judged on our behaviors.

Each of the four Styles displays positive and negative characteristics when working with others, and research shows that people of any Social Style can be successful in any profession. If someone’s Social Style is not inherently good or bad, what is the point of studying these behavioral preferences? The Social Style model teaches people to identify the preferences of others and modify your behavior to https://www.mentortopsolutions.ro/social-style-by-tracom/whats-social-style-model/ make others more comfortable. This is known as Versatility, and it is strongly linked to career and business success.

1. Began by surveying each team member for personal assessment and assessment of other team members’ Social Styles.

2. Created individualized reports outlining findings from assessments.

● How you view your own style

● How other see you

● Your level of Versatility (how much are you willing and able to flex to others personal style needs)

3. Conducted Social Styles Fundamentals training to team members

4. Provided 1:1 coaching to better understand personalized reports

5. Conducted Versatility training, included team Social Styles mapping exercises

6. Final coaching session with team manager to outline next steps for team development

Results

● Framework with common language to use to diffuse tension and facilitate difficult conversations

● Improved self awareness and better understanding of individual works and action have on others

● Actionable development plans to improve team dynamics and build trust with business partners

Engagement 2 Information

Size of company: One of four providers globally providing best in class facility, equipment, technical, and artisan support for art works and installations across the globe at scale, generating approximately $18M of revenue and employing 100 local professionals.

Scope of engagement: To work with executives and leadership team members to identify, define, gap, and prioritize key business activities that will set forth a multi-phased business maturity roadmap. The roadmap will identify immediate actions to take, as well as the short, medium, and long term -- including the areas of mission/vision/values, governance/decision making, leadership team structure/purpose, annual planning, rhythm of the business, organizational effectiveness, facilities management, business/client development, voice of the customer, roles and responsibilities, compensation/total rewards, budgeting/reporting, technology, and the synchronization of strategy, brand, and culture.

Length of engagement: 3 months and ongoing currently

Problem Statement: The organization is currently managing through an inflection point in their business lifecycle, with the passing of the organization’s founder, as well as the abrupt departure of the company President. The current management team is working expeditiously to set the direction of the organization, yet being opportunistic to make improvements, while keeping true to the foundational strength that has made them a success for more than 40 years.

Goal Definition: At the conclusion of the engagement, the organization will have a phased, multi-year business maturity roadmap with underlying actions, tools, and approaches to help guide the successful and sustained change desired.

Actions Taken:

● Coaching sessions of one or two key leaders in a weekly 1:1 setting to discuss the opportunities, challenges, and alignment on next actions.

● Facilitation of various family, leadership, or team meetings across the myriad of topics described in the scope section that would benefit from an outside perspective.

● Organization of working documents, the business maturity roadmap, and a repository of supporting documents that can be leveraged along the business roadmap journey.

● Gap Analysis of the current state to the desired future state; and indicate the level of effort to close the gaps over time.

● Prioritization and Planning of the actions the leadership team agrees to, based on a logical framework that is documented and available for reference.

● Communication of weekly status to the identified leadership or stakeholder team. Assistance with the themes and messages communicated to leaders and employees.

● Training and Development of the leadership team on a few select topics that can be on strategy, change management, process improvement, total rewards, etc.

● Measurements and performance metrics for departments and key processes to be defined and agreed upon with the leadership team that are traceable and meaningful.

● Accountability of leadership team members to take actions committed to during weekly meetings via an action item log.

Results:

● Conducted 12 person management team interviews to assess maturity of organization across four dimension of leadership, org design, processes, and data/tools

● Created, issued, analyzed, and presented 80 person employee interview results around employee engagement

● Worked with company owners to create and share a 2021-2022 goal statement that began the cascading of leadership team and departmental goals

● Facilitated multiple management team sessions with the result of consensus on the 3 year strategy, operating plan, budget, and job duties.

● Created a detailed gap analysis and program plan with prioritization of actions to move the organization from a level-1 maturity to a level-2 maturity as described on a custom built organizational health maturity model

Change Management

Engagement 1 Information

Size of company: $1.56B global retail coffee company with 32,000 company operated stores and approximately 349,000 employees in 82 markets around the world.

Scope of engagement: Design, build, test, implement, and adjust a reliable framework for internal team to support business transformation across teams and departments

Length of engagement: 2 years 6 months

Problem Statement

The global coffee company was investing in ways to cut operational costs in support of growth through scale. A Scalable Services team was formed to collaborate with business units to identify key areas of waste, such as duplicate work and underutilization of talent, like-work to consolidate, work that doesn’t provide value to customers, or could be automated.

Goal Definition

We partnered to develop, apply, and adjust processes and tools to reach the following goals, while introducing the least amount of risk possible:

● Develop a repeatable business transformation framework that addresses people, process, and technology opportunities

● Incorporate decision makers and individual contributors into the process

● Include change management to ensure successful implementation and sustainment

● Baseline the current scope of work each team contributes

● Establish scalable operating models

● Build a sustainable roadmap for strategic initiatives

● Identify improvement opportunities for process, organization, and technology, with a focus on process and organization to align with budgetary practices, for realistic change opportunities.

Actions Taken

Our approach to the transformation framework was to build change practices into each step. Starting with leadership to understand their drivers for transformation, expected goals, possible opportunities, and gaps. We helped them create a clear vision and define governance for the framework moving forward, including single owners for processes and decisions. We guide leaders through the change and allow them to make and own key decisions; this helps them paint a picture when communicating to their teams, and cross-functional stakeholders, what they are doing, why, how and where to get support from the get-go. A strong vision and strategy supports in building a communications plan, resistance management and a change roadmap to understand when best to bring others into the fold.

We leveraged the current operating model to identify gaps in knowledge, ownership and processes connections. We then conducted side by sides, interviews and workshops to better understand current processes, risks if changed, opportunities to remove waste, and the value to the business and customers.

We facilitated interviews at other organizations regarding strategy, operating models, industry standards, and challenges for inspiration of the future vision and design. We provided tools to support the leaders in understanding the gaps of today, and what their vision is, followed by workshops to design a prioritized portfolio as a roadmap to close the gaps.

Results

We built a repeatable, reliable, unbiased approach to transforming organizations by guiding them through an assessment of their people, process, and technology. Our transformation framework resulted in business cases founded on process and metrics for leadership to clearly understand requests for budget, allocation, and business value for quick assessment, modifications, and approvals. The approved, prioritized portfolio of projects resulted in recalibrated staffing needs; reduced transactional work; focus on core business processes; improved process maturity, alignment on a path forward;

reduced waste and optimized resources. We applied the framework with various internal customer teams with the following results:

● Across Human Resources - resulting in work moved to a shared service for growth at scale, and more time to support retail store leadership and employees with career paths, development opportunities, and people strategy.

● A focused effort on Facilities - a scalable Facilities operating model and strategic roadmap that shifted work to combine similar cross functional processes for growth at scale, removed shadow functions, and strengthened the value of the team with a greater focus on the vision and goals of the department.

● Baselined Marketing Operations – leveraged a portion of the framework to document processes, create clarity in taxonomy and operating model, identify gaps in process and opportunities to streamline operations with reduction of duplicate activities across multiple teams.

● Shared Services – clear and concise strategy, operating model, and activate plan to support decisions of what could and should move to this team, what should be outsourced or eliminated, and what fits within other teams or areas of the business.

Each leadership team matured skills in strategy, process improvement and change management throughout and was able to apply similar tools for future use.

Engage

Current landscape

Vision

Identify &

Clarify

Process Baseline

Understand &

Document

Design

Define &

Prioritize

Activate

Deliver against the prioritized

Engagement 2 Information

Size of company: $3.23B energy utility in Washington state with 3,140 employees

Scope of engagement: Design and establish organizational change management office, design and deploy framework, toolkit, training, and change management plan to create awareness of value for internal customers, and embed into the way of working.

Length of engagement: Phases lasting from three (3) months to two (2) years.

Problem Statement

The company created a new, centralized transformation team focused on process improvement, change management and project and program management. Change Management was a new practice to the organization, and therefore required external support to build the framework and tools, train their staff, and create measurement and governance structures for stakeholder transparency across the enterprise.

Goal Definition

Design, build, test and adjust a holistic approach to an organizational change management center of excellence (COE) that is integrated into the way of working, applies the right level of rigor to the project, can be leveraged by non-certified change practitioners, and generates organizational buy-in to change management as a valuable practice in support of realizing the benefits of project investments.

Actions Taken

Given this was a new team, we applied a strategic methodology, first understanding what the internal business case was for creating the team, followed by the vision for what / who they wanted to be, the value they wanted to provide to the organization, the scope of centralized span of control, partnering departments, and a short (3 months) and longer term (9 – 12 months) roadmap for success.

We worked with our client on strategy, process, and chance management delivery while standing up their change management center of excellence.

Strategy

Business Case / Value & Vision Charter Roadmap

Build –

Project and Team

Framework Develop customer change plan (CM for CM) Team di &

Build & Test –

Portfolio & Customer

Test & Adjust framework Deliver CM for

CM

Portfolio comms & t i i

Mature & Embed

Partnership with related departments Community of practice Integrate t

Within three months we were aligned on the strategy and roadmap, a framework for delivering change management, tools and templates for each phase of the project aligned to the project management phases, and had trained the FTE change practitioners.

We then transitioned the focus from the COE build to delivery, testing the framework across the portfolio of projects. From large team-based change delivery to advising other vendor partners to reinforce the client’s methodology, even providing part-time change management coaching to PM’s and BA’s on smaller efforts. Examples of projects our firm applied change management during this phase include:

● Inventory management system implementation

● Customer Service call reduction

● HR System replacement

● Procurement system replacement

● Workplace redesign

● Efficient meeting best practices

● New document repository pilot

While delivering on the projects we applied change management for the organization to adopt the new COE, and created a process for internal customers to engage with the COE of change support that fit within current processes for customer ease of use, and reducing barriers of entry by design.

Throughout the engagement we collaborated with current full-time employees and other vendors to create a process that allowed for different working styles, while still holding true to a consistent experience for project sponsors. Practitioners provided feedback to allow for continuous improvement and learning, and we held intentional continuous improvement checkpoints to share what’s going well, what isn’t, suggestions for improvement. We included success story sharing in the team governance to continue to reinforce learning from one another and celebrating success.

Leadership plays a key role in the success and speed to adoption; therefore applying change management to this population upfront was a key to success for the COE. By bringing them through the adoption curve first, they had awareness and could lead the team through reinforcement. Leadership has full visibility into the reporting metrics within each phase.

Results

Reinforcement of the process, tools, and actions from the tools continued to build on the maturity and success of the COE. Practitioners were equipped to empower non-practitioners with change basics to further embed chance management in the organization, for a broader reach, greater success and awareness to other career ladders.

The COE increased full time employees from three to seven within two years, with continued support from vendor partners. The success of the projects and programs with support from the COE, and awareness of how to engage the COE increased request for support, both for active projects, and helped sponsors realize the value of change management through the lifecycle of the program.

Management and Business Analysis

Engagement 1 Information

Size of company: $3B global technology company with 5k employees, delivering application services and application delivery networking to fortune 500 companies.

Scope of engagement: Deployed an agile framework to gather requirements for over 300 business use cases for data and data services.

Length of engagement: 2.5 years

Problem Statement

Our client’s goal was to capture a complete backlog of their current business requirements and requests for data capabilities…