Heidrick & Struggles – Executive Search Consultant RFP Response
Transcript of Heidrick & Struggles – Executive Search Consultant RFP Response
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Table of Contents
Heidrick & Struggles 2
Company Overview 3
Integrated Leadership Services 4
Approach and Process Overview 5-17
Our Experience and Representative Work 18-28
Commercial Terms 29-32
Sample Candidate Presentation Materials 33-37
Contact Information 38-41
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Heidrick & Struggles
Heidrick & Struggles is the only leadership and talent firm on Forbes’ 100 Most Trustworthy Companies in America
Each year, Forbes turns to GMI Ratings to review the accounting and governance behaviors of more than 8,000 publicly traded companies in North America. GMI assigns each company an accounting and governance risk score based on proprietary modeling designed to identify practices that historically have had a high correlation with increased shareholder risk. The companies that make the list garnered the 100 highest scores for trustworthy behavior over the four quarters of the previous fist year.
“Trust is the foundation for all our firm's relationships," said Tracy Wolstencroft, Chief Executive Officer. "We are committed to winning and keeping the trust of all our stakeholders, including shareholders and debt-holders that rely on the integrity of our operations. Being named one of Forbes’ 100 Most Trustworthy Companies in America is recognition that our stakeholders' trust in Heidrick & Struggles is well placed."
This is the seventh year that Forbes has published the survey; Heidrick & Struggles also made the list in 2012.
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Company Overview
► An international, premier provider of leadership advisory services,
including executive search, talent management, board
composition, executive on-boarding, culture shaping and M&A
effectiveness
► Over 60 years of industry experience and brand equity
(including nonprofit and utility work)
► Global team of over 320 consultants working from more than 50
locations in principal cities of the world and emerging markets
► In January 2013, Heidrick & Struggles acquired Senn Delaney, a
recognized leader in corporate culture-shaping consulting that
focuses on aligning senior teams and engaging entire
organizations to create thriving, high-performance cultures with
all employees from top to bottom operating at their best
Heidrick & Struggles Overview
► Our Leadership Advisory approach, a blend of search, consulting
and culture shaping services, helps our clients meet the
challenges inherent in leadership risk by determining:
― The leadership they need to deliver on future strategy
― The leadership they have today
― How to close the gap between the two
► Our access to a large, global candidate pool drives success in
engagements for Board, CEO and other C-Suite roles across a
broad range of regions and industries
We Help Clients Build Winning Leadership Teams
Industry and Functional Search Practices
Global Industry Practices
Global Functional Practices
Specialty Practices
Consumer MarketsEducation, Nonprofit &
Social EnterpriseFinancial Services
Global Technology & Services
IndustrialLife Sciences &
Healthcare
Supply Chain & Operations
Human Resource Officers
Legal, Risk, Compliance & Government Affairs
CEO/Board of Directors
Information & Technology
Officers
Marketing, Sales & Strategy Officers
Financial Officers
Diversity ServicesBig Data & Analytics
Private Equity & Venture Capital
Heidrick & Struggles Office LocationsInternet of Things
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Integrated Services Core Capabilities Core Capabilities
Integrated Leadership Services
► Executive Search
► Board Effectiveness
► Executive Succession Planning
► Top Team Performance
► Leadership Assessment
► Leadership Development
► Leadership Talent Strategy
► Culture Shaping
Leadership Consulting
Assess and benchmark the capability, fit, and future potential of senior leaders and then create customized development paths
Culture Shaping
Assess and bridge the gap between your current and desired corporate culture to propel the organization to be at its best
Executive Search
Build leadership teams based on your strategic needs and culture fit; leveraging our deep insights and global access to talent
Leadership Signature
LEEED - a competency framework
Executive Culture Profile
SD Culture Assessment (CCP)
DURAM Culture Shaping methodology
Proprietary Assessment Tools & Methodologies
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Formal & 3rd Party ReferencingPosition Specification Long List Short List & Interviews
1-2Weeks
PhaseI
2-3Weeks
PhaseII
4-7Weeks
PhaseIII
PhaseIV
PhaseV
Organizational Consulting
► Understand industry
dynamics and client’s
current situation
► Develop position
specification; Leadership
& Experience Criteria
► Develop and finalize
search strategy with
stakeholders
► Senior team leadership &
Executive Culture
Profile™ analysis & profile
Identifying & Reviewing
► Conduct research to identify relevant candidates in target industries and companies
► Review team diagnostics to help minimize candidate risk and enhance selection criteria
► Determine suitability, availability, and potential interest
► Meet with client to review Long List
► Prioritize outreach
Interviewing &
Presenting
► Interview and qualify
target candidates
► Administer Leadership
Signature™
► Prepare candidate profile
presentations
► Coordinate interviews
with client
► Conduct informal
referencing and begin
degree verification
Selection & Presentation
of Offer
► Initiate compensation
discussions between
client and candidate
► Conduct 360-degree
referencing; review with
client
► Client makes formal offer
to candidate
Closure, Transition &
Follow Up
► Support transition
process of placement
► Conduct 1:1 coaching
and on-boarding sessions
with placement based on
references and
team/candidate analysis
► Full debrief with client
regarding process and
integration
Conducting the Search – A Partnership
This is an indicative map for the executive search process we propose for each client. We seek to adapt our approach to suit your
circumstances; in addition to formal reviews, we communicate with you regularly to ensure that you are updated on the progress of
your assignment. The search process generally proceeds in five major phases, resulting in the first panel of candidates ready to
present to the client within weeks.
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Proposed Search Process and Timeline for FMPA
Throughout the search assignment, we will be in contact with the selection committee on a continuous
basis, including formal status updates on either a weekly or bi-weekly basis via written reports and status
update calls.
(1) Timeframe subject to client and candidate availability for scheduling interviews.
Organizational Consulting
H&S conducts research, strategic analysis, and interviews with client’s Directors and other stakeholders to gain agreement on position specification and Leadership & Experience Criteria.
H&S conducts telephone sourcing and initial candidate identification and development.
H&S conduct in-depth internal and external candidate interviews.
Finalist candidates interviews with client.
Finalist candidate references are checked; offer is made and/or negotiated.
Search is completed; assist in transition planning; review search; follow-up to assure successful transition and integration.
Identifying and Reviewing
Interviewing and Presenting
Interviewing and Presenting
Selection and Presentation of
Offer
Transition and Closure
1-2 weeks 1-2 weeks
2-3 weeks 3-5 weeks
2-3 weeks 5-8 weeks
2-4 weeks 7-12 weeks
1 week 8-13 weeks
1 week 9-14 weeks
Phase Key Activities Timeframe (1) Total time elapsed
At this time, a full status report is given.
At this time, a panel of 3-5 candidates is presented.
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Understanding FMPA as an organization and the charter of the role is crucial to developing the right
candidate profile
Conducting the Search – Phase One
Phase one
► Set meetings with the Board and/or other stakeholders to ascertain required information regarding ideal candidates for the position.
► From the existing job description, refine the job description, develop a candidate profile, including the knowledge, skills and abilities required to become a successful candidate for the position. Coordinate with the Board and/or other stakeholders to ensure the list meets its requirements/desires.
► Assist the Board and/or other stakeholders in developing a strategy for carrying out the recruitment of the candidate executive, including outreach to encourage applicants from diverse backgrounds to apply.
Organizational Consulting
►What are FMPA’s organizational goals, recent successes, biggest challenges?
►What defines FMPA’s culture? How are executives successful with FMPA?
►What is the vision for the role in question? How will the role support FMPA’s goals and culture?
► Create an “acid test” for candidates. Define required and preferred competencies, leadership and managerial behaviors, and personal characteristics.
►Define critical 30/60/90 day goals.►What are the long-term goals for the role? What
does success look like for the candidate over the next five years?
Key Points to Consider
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Project Analysis & PlanningOrganization & Leadership Assessment: Business Review
As a key early step in the CEO transition, an organizational and leadership assessment provides the analysis for defining
the specific CEO needs and broader organization capabilities required to deliver on corporate strategy, both immediate
and longer term. The process commences by interviewing select members of the executive leadership team and the
Board.
Business Review – What it is
Through the business review we conduct one-hour interviews with select Board members, incumbent CEO, members of
the top management team and other stakeholders as directed by the committee to produce an in-depth assessment of
FMPA’s strategy, market opportunities, market challenges, industry trends and desired culture.
Business Review – Why it matters
► Findings of the business review become the foundation for a forward-looking profile of FMPA’s next CEO
► The process helps to create alignment among Board members and other key stakeholders
► The review uncovers additional risks and challenges related to the succession process
Assessment may include:
► Understanding current performance, the market forces, critical strategic imperatives and priorities
► Understanding the broader organization and leadership
► Assessing the required organizational values and leadership culture going forward, including: capabilities, style and
performance dynamics to set expectations for the rest of the enterprise
► More precisely defining the underlying values, competencies and behaviors required from the successor CEO in
order to deliver on the strategy and truly create shareholder value
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Customized Competency Model
We believe one of our key differentiators is the style and technique in which we interview, assess, screen and present the suitability
of candidates for the positions. We have spent many years creating and evolving a Learning Agility, Envision, Engage,
Execute, Deduce (LEEED) framework of competencies against which all interviews are conducted.
Our competency model can be adapted to fit your unique leadership requirements, strategic position, and culture. We would work
with you to ensure that the appropriate competencies are identified at the outset of the search processes.
►Visionary leadership
►Organizational buy-in
Envisionleading visionary change
►Driving results
►Decisiveness/decision making
►Self-confidence and
determination
►Managing innovation
Executeleading results
►Openness of communication
► Team leadership
►Relationship building
►Modeling key values/ethical
►Delegating and empowering
► People development
Engageleading involvement
► External awareness
►Best practice perspective
►Customer orientation
► Internal awareness
Learning Agilityunderstanding the environment
Deducemastering complex business problems
►Analytical thinking
►Conceptual thinking
►Creative thinking
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Candidate Assessment FrameworkCEO Experience Criteria Example
H&S Evaluation
“Score”
Safety and Environment
Sector BackgroundCommodity Risk
ManagementLabor Relations Negotiations
Capital Intensive Industry
Asset Management
Has built organizational capability to manage
safety and the environment in the
power industry.
Executive with extensive senior experience in the
regulated power generation and
transmission market.
Strong track record as a driver of operational
improvement in process asset-based multi-site
industries. Has successfully led multiyear
capex programs.
Has led power trading and risk management teams. Has significant experience developing hedge and other risk
management strategies.
Regarded by all stakeholders as a world-
class champion of effective workforce
relations and community engagement.
Viewed by industry and government as a leader in defining the industry
landscape. Respected by all as key to the solution.
Has built organizational capability to manage
safety and the environment in a major public hazard industry.
A renowned power sector executive with deep
operational background in power generation, with limited or no exposure to transmission operations.
Has driven improvement in asset operations as a
divisional leader, including new capex
investment but not in a multi-site environment.
Has experience as a member of an executive team in a commodity-
driven environment and has been involved in
setting price risk management strategies.
Good record of successful union
relations. Has a proven strategy for workforce
and community engagement.
Has led high-level bilateral/multiparty
negotiations with senior executives and others. Consummate deal doer and strong negotiator.
Regards safety and environment as critical to an integrated strategy to
create value. Has not worked in a major public
hazard industry.
Has worked in capital intensive sectors,
including petroleum refining and/or
chemicals.
Has worked in environment where asset improvement and capital investment have been
strategic imperatives but has not led process
personally.
Has been a member of commodity trading team
during career, but no experience in the power
sector.
Clearly understands value of close
relationships with unions and has specifically built
organizational IR capability.
Has deep negotiating experience but limited to
contractual/M&A transactions within a
corporate environment.
Has held overall corporate responsibility
for the safety/ environmental agenda;
may regard both as necessary processes but
not as strategic.
Has worked in capital intensive industries
throughout career but no or limited experience in
complex process industries.
Has operations background but has no track record of driving significant performance improvement or of large
capital programs.
Has worked in a commodity-driven
environment but has not had executive
involvement in price risk management strategy.
Some experience of union management but
regards workforce relationships as an
ongoing battle rather than a valued partnership.
Understands fundamentals of
commercial negotiation and has been involved in M&A/contract negotiation
but not as leader.
Has worked in companies where safety and the environment are
important but has not held executive
responsibility for either.
Understands the complexities and
challenges of capital intensive industries but has little direct relevant
experience.
Little exposure to asset operations. Experience more on the marketing
or commercial functions.
Has no experience in a sector where commodity
price variations affect corporate performance.
Has not held direct responsibility for union
relations. Displays intolerant rather than collaborative attitude.
Has not held a commercial role and has
had little exposure to contractual or M&A
activity.
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Candidate Assessment FrameworkCEO Leadership & Behavioral Criteria Example
H&S Evaluation
“Score”Strategic Thinker
Team Builder and Change Agent
Able to Drive Performance in a
Complex Organization
Strong Commercial and Value Mindset
Public Reputation Communicator
Uncanny depth, breadth and impact of intellect. Approaches problems or challenges by developing
new perspectives.
Has established inspirational working cultures, teams and
leadership across a multi-divisional organization.
Has built a positive vibrant culture that
appropriately balances accountability,
responsibility and authority; delivers
results.
Has built an organization-wide
shareholder value ethos and commercially-
focused decision making culture.
Regarded as best-in-class by government and
regulators and has demonstrated steely
regard for governance and leadership in the
past.
Persuasive communication skills which increase job
performance and engage others in all situations.
Spontaneously generates new ideas. Comfortable
with innovation even with a risk of failure.
Has led inspirational change through a major division and built strong direct reporting teams.
Masterminded new ways for engaging people
across the organization and designed delegation
structures to drive delivery.
Has a vision of business as a tool to create shareholder value.
Absolute clarity around commercial drivers and
decision making.
Strong track record and extensive experience on
Board of public companies. Well
respected by public stakeholders.
Speaks succinctly and convincingly. Thinks
before speaking. Displays confidence while speaking with
others.
Receptive toward new ideas and approaches,
but wants a good business case before applying them in the
organization.
Has driven significant change through a
function or process and built cultural cohesion
across a complex business.
Respected team leader in multiple settings and
built an infectious sense of urgency and
performance disciplines.
Naturally uses a value imperative to direct decision making. Pragmatic and
commercially savvy.
Well known externally and regarded as a solid
performer with no substantive issues
arising from past roles.
Conveys ideas and thoughts in a cohesive manner. Comfortable speaking aloud and
organizes thoughts well.
Will consider new ideas but wants to make certain that new
approaches have worked well in comparable
situations.
Strong evidence of small project team leadership; no long-term operational roles. More thinker than
leader.
Has built high-performing team(s) aligned to a
strong system of performance management.
Uses commercial drivers to support decision making but has a
tendency to “deep dive” into operational detail.
Known in government circles but some
questions as to track record and/or judgment
stemming from past roles.
Attempts to organize thoughts on subjects but tends to ramble and get off topic when speaking
for a period of time.
Relies upon “tried-and-true” ideas and
approaches. Is generally cautious about changing the way things are done.
Numbers driven leader. Has achieved solely through driving hard
performance. Not a team builder.
Tends to emphasize logic over EQ and overly focused on detailed
performance management; poor
delegation.
Tends to focus on process and operational detail rather than taking a broad commercial and
strategic view.
Not known by financial community, no
experience on Board of public companies, little governance exposure.
Communication skills hinder job performance. Unable to speak or write
effectively. Disorganized and lacks focus when speaking.
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Developing a thoughtful search strategy and target universe together will get the search off to a fast
start
Conducting the Search – Phase Two
Phase two
► Identify potential contacts and conduct personal outreach recruiting, including potentially posting the position through national channels.
►With FMPA’s approval, prepare an appropriate strategy and place advertisements for the position in relevant journals and publications.
► Review resumes of each applicant, determine those meeting minimum qualifications.
Identify and Review
► Are there internal candidates that have expressed an interest in the role? We will outline different approaches to managing internal candidates formally and informally; in addition, we will recommend the appropriate timing for considering internal candidates during the overall search process.
► Relative to external talent, what organizations are respected by FMPA as having high caliber, culturally aligned executive talent? What organizations are not viewed as a strong fit with FMPA?
► Fully leverage H&S’s internal network and industry contacts to ensure exhaustive market coverage.
► Review initial prospective candidate backgrounds together to level-set and ensure alignment on the “acid test” early in the process.
Key Points to Consider
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Conducting the Search – Phase Three
Together we can identify and assess the right potential candidates and establish the right approach for
FMPA to interview the most qualified and interested candidates
Phase three
► Conduct interviews to clarify applicant’s experience, qualifications, competencies and compensation.
► Prepare a written summary of the 5 to 6 candidates with the most promising qualifications.
► Evaluate candidates for serious consideration (4 to 6) by conducting in-depth reference checks with individuals who are or have been in a position to evaluate the candidates’ performance on the job. Through referencing, ascertain the candidates’ strengths and personal dimensions that would qualify him or her for the position. Include areas in which FMPA should delve deeper during its interview process.
►With FMPA’s input, and final approval, design and finalize the interview process, questions, panel makeup. Coordinate interviews. Conduct an Executive Assessment for the leading candidates.
Interviewing and Presenting
►H&S will conduct a thorough, multi-step evaluation of the candidates jointly selected with FMPA. Through the evaluation process H&S will continually update FMPA on progress, marketplace observations and project challenges and opportunities.
► For qualified candidates, H&S will provide a full assessment based upon the “acid test” developed with FMPA at the beginning of the project. This assessment will include developmental areas and commentary on the ability to recruit to FMPA.
►H&S will work closely with FMPA to determine the most effective interview process for qualified candidates. This will encompass how and when to engage peers and the role of the subordinates in the recruitment process.
Key Points to Consider
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H&S will serve as a trusted partner in final candidate selection, offer negotiations, in-depth referencing
and successful on-boarding into FMPA
Conducting the Search – Phase Four
Phase four
►Debrief with the FMPA following interviews, and identify additional candidates if necessary.
► Verify selected candidates’ educational background, and conduct criminal and financial background checks.
► Assist FMPA with compensation negotiations.
Selection and Presentation of Offer
► Timely and in-depth feedback on candidates to H&S helps ensure alignment with the “acid test”.
►H&S continues to develop the candidate “pipeline” as selected candidates are interviewed to ensure continual search progression.
►H&S will serve as an effective partner managing compensation structuring and negotiations.
►H&S does 360 referencing on all candidates that are extended an employment offer. Candidates are referenced at the superior, peer and subordinate level. This ensures a robust perspective on the candidate’s skills and behaviors. This process can be used to develop a thoughtful onboarding program into FMPA.
►H&S can assist FMPA with utilizing third party, independent services to conduct criminal and financial background checks.
Key Points to Consider
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We are committed to the long term success of our clients and placements
Conducting the Search – Phase Five
Phase five
►Notify applicants who are not selected. ► If the successful candidate leaves the employment
of FMPA within one year of placement, re-initiate a one-time additional executive search in accordance with the specification of H&S, at no fee to FMPA
Follow-up
►H&S manages candidates thoughtfully throughout recruiting process. We ensure that unsuccessful candidates are “signed off’ respectfully at the appropriate time and with appropriate feedback.
►H&S has a commitment to continuous improvement and will request feedback on our team’s performance through a quality survey. We value your input and use the information to refine our search approach.
►We are committed to client satisfaction. We offer a 12-month guarantee to conduct the search again, at no fee, as outlined in our search confirmation letter.
► For key executive roles, H&S can provide FMPA with a coaching plan. H&S will offer robust on-boarding services for the candidate under an additional agreement to this project.
Key Points to Consider
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Best Practices in Recruitment
Key Factors for
Success (KFS) are
developed jointly with
the client and with
constant link back to the
position profile to ensure
that our work is a unique
reflection of the client
and the position. After a
candidate has been
interviewed, the KFS
summary is utilized in
creating an assessment
document presented to
the client.
LEEED Framework
allows Heidrick &
Struggles to work with
you to select the most
critical leadership
competencies for the
position under review
and also define the
desired leadership style
for the role.
As a standard practice,
our formal referencing
process includes
individual reference
reports for each of the
finalist candidates.
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► Visionary leadership
► Organizational buy-in
Envision
leading visionary change
► Driving results
► Decisiveness/decision making
► Self-confidence and
determination
► Managing innovation
Execute
leading results
► Openness of communication
► Team leadership
► Relationship building
► Modeling key values/ethical
► Delegating and empowering
► People development
Engage
leading involvement
► External awareness► Best practice perspective► Customer orientation► Internal awareness
Learning Agility
understanding the environment
Deduce - mastering complex
business problems
► Analytical thinking
► Conceptual thinking
► Creative thinking
► Qualifications
► Experience
► Knowledge
► Technical Skills
► Functional Competencies
Technical & Functional
► Values
► Motivation
► Personal style
► Personality traits
Personal Characteristics
► Leadership and management
behaviors
Behavioral Competencies
► We will speak with a group of
individuals who have had a first-
hand working relationship with
the candidate as a peer, superior
or subordinate
360-degree coverage
► Our objective is to extend the
assessment of the candidate’s
critical competencies and
relevant professional experience.
We seek to corroborate
previously gathered information
Assessment against selection
criteria
► Reference discussions are
conducted with those the
candidate provides as well as
with individuals with whom we
have a separate relationship
On- and off-list names
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Select Utility, Water and Waste Clients Include
Integrated Energy Clients: Generation Clients:
2020
Select Utility, Water and Waste Clients Include (continued)
Transmission and Distribution Clients: Water & Waste Clients:
Retail Energy & Natural Gas Clients:
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Select Relevant AssignmentsPublic Sector Utilities
Company Position
Atlanta Housing Authority ► Chief Human Resources Officer
City Public Service of San Antonio, Texas ► Senior Vice President, Transmission and Distribution
Detroit Water and Sewage ► Director
Empire State Development Program ► Executive Director
Federal Retirement Investment Board ► Executive Director
JEA (Jacksonville Energy Authority) ► Chief Financial Officer
Long Island Power Authority ► Chief Executive Officer
Milk Processors Education Program ► Chief Executive Officer
New York Power Authority ► Senior Vice President, Human Resources
► Senior Vice President, Internal Audit
► Senior Vice President, Enterprise Shared Services
New York City Department of Finance ► Chief Information Officer
Philadelphia Gas Works ► Chief Executive Officer
► Chief Operating Officer
► Chief Financial Officer
South Martin Regional Utility ► Chief Executive Officer
The Energy Authority ► Chief Executive Officer
The Federal Reserve Board of Governors ► Market Assessment Project
United States Postal Service ► Vice President, Facilities
► Vice President, Finance
► Manager, Realty Asset Management
► Manager, IT Computing Services
► Manager, IT Service Center
Washington Metropolitan Area Transit Authority ► General Manager
Washington Suburban Sanitary Commission ► Deputy General Manager
2222
Select Relevant AssignmentsUtility CEO/COO/President
Company Position
Allegheny Energy ► Chairman, President and Chief Executive Officer
Boston Power ► Chief Operating Officer
Capstone Turbine Corporation ► Chief Executive Officer
Comverge, Inc. ► Chief Executive Officer
Detroit Water & Sewer ► Chief Executive Officer
DPL Inc. ► President and Chief Executive Officer
El Paso Electric Company ► President and Chief Executive Officer
Energy Conversion Devices Inc. ► Chief Executive Officer
EnergySouth, Inc. ► Chief Executive Officer
Global Energy Decisions LLC ► President, Global Energy Software
► Chief Operating Officer
GoodCents ► Chief Executive Officer and President
Iberdrola Renewables, S.A. ► Chief Executive Officer
Intelligent Energy ► Chief Operating Officer
ISO New England ► Chief Executive Officer
Long Island Power Authority ► Chief Executive Officer
New York ISO ► Chief Executive Officer
North American Energy Alliance ► Chief Executive Officer
Northeast Utilities ► President, Connecticut Light & Power
► President, Non-Regulated
Prenova Inc. ► Chief Executive Officer
Southwest Water Company ► Chief Executive Officer
Spark Infrastructure ► Chief Executive Officer
SunEdison, LLC ► Chief Executive Officer
The Energy Authority ► Chief Executive Officer
2323
Select Relevant AssignmentsEnergy and Utility
Company Position
AES Corporation ► Vice President, Controller and Chief Accounting Officer
► Chief Operating Officer, Brazil
► Vice President, Mergers and Acquisitions
► Vice President, Distributed Energy
► Vice President, Internal Audit and Advisory Services
► Global Sales Director, Channel Sales
ALLETE, Inc. ► Non Executive Directors (3)
Arizona Public Service Company ► Vice President and Chief Information Officer
► Vice President, Communications
► Vice President, Human Resources
► Director, Total Rewards
Atmos Energy Corporation ► Chief Information Officer
► Senior Vice President, Human Resources
Calpine Corporation ► Senior Vice President, Human Resources
► Vice President, Procurement
Centrica Plc ► Chief Information Officer, British Gas
► Chief Financial Officer, Centrica Energy Midstream
► Group Head of Sustainability
► Head of Talent, Learning and Development
► Group Talent and Capability Director
► Group Head of LNG
► Head of Nuclear
► Head of Power
Direct Energy ► Head of Information Services, Direct Energy Upstream and Trading
► Chief Marketing Officer, Direct Energy Residential
Dominion Resources, Inc. ► Director, Asset Management
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Select Relevant AssignmentsEnergy and Utility (continued)
Company Position
DPL Inc. (now AES) ► President and Chief Executive Officer
► Senior Vice President, General Counsel and Corporate Secretary
► Vice President, Human Resources
Duke Energy Corporation ► Operating Executive – Chief Executive Officer Succession Planning
► Senior Vice President, Construction
Edison International ► Non Executive Director
► Vice President, Business Customer Division
Edison Mission Energy ► Vice President, Chief Information Officer
El Paso Electric Company ► President and Chief Executive Officer
Energy Future Holdings Corp. ► Chief Marketing Officer, TXU Energy
► Chief Executive Officer, Europe
Equitable Resources Inc. (Now EQT Corporation) ► Senior Vice President, Geoscience
ERCOT (Electric Reliability Council of Texas) ► Vice President, Grid Operations
► Vice President, Commercial Operations
Evergreen Energy Inc. ► President, Chief Executive Officer and Director
Eversource Energy (formerly Northeast Utilities and
NSTAR)
► Corporate Secretary
► Vice President, Information Technology and Chief Information Officer
► Vice President, Accounting and Controller
► Vice President, Communications
► President, Connecticut Light & Power
► Vice President, Customer Service
► Vice President, Strategic Planning
FPL Group, Inc. ► Executive Vice President, General Counsel
Matep LLC (Morgan Stanley Infrastructure) ► President and Chief Executive Officer
National Grid Plc ► General Counsel
► Vice President, U.S. Talent and Organization Development
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Select Relevant AssignmentsEnergy and Utility (continued)
Company Position
Natural Systems Utilities ► Chief Executive Officer
New Mexico Gas Company ► Vice President and General Counsel
New York Independent System Operator ► President and Chief Executive Officer
► Vice President, Human Resources
North American Energy Alliance, LLC ► Chief Executive Officer and President
NRG Energy, Inc. ► Senior Vice President, Asset Management and Development
NYPA ► Senior Vice President, Internal Audit
► Senior Vice President, Human Resources
Pepco Holdings, Inc. ► Senior Vice President, Chief Financial Officer
PG&E Corporation ► Non-Executive Directors (4)
Pike Electric Corporation ► Non-Executive Directors (2)
PPL Corporation ► Non-Executive Directors (2)
Sempra Energy, Inc. ► Non-Executive Director
► Vice President, Government Relations
Sempra Utilities ► Vice President, Regulatory Affairs
Seven Seas Water ► Chief Executive Officer
► Chief Financial Officer
► Vice President, Business Development
Severn Trent ► Vice President, Water Purification (now CEO, Water Purification)
► Senior Vice President, Operations, Operating Services U.S.
► General Manager, Gulf, Operating Services U.S.
► Vice President, Commercial and Procurement
South Jersey Industries, Inc. ► Non-Executive Directors (2)
South Martin Regional Utilities ► Chief Executive Officer
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Select Relevant AssignmentsEnergy and Utility (continued)
Company Position
Southern Company ► Vice President, Transmission
► Vice President, Innovation
Southwest Generation ► Leadership Services
Southwest Water Company ► Chief Human Resources Officer
SunEdison, LLC ► Chief Executive Officer
► President, North America
► Vice President, Utilities
The Energy Authority, Inc. ► Chief Executive Officer
The Gas Company ► Chief Executive Officer
UGI Corporation ► Non-Executive Directors (3)
UniSource Energy Corp ► Vice President, Human Resources
Vulcan Power ► Chief Executive Officer
► Chief Operating Officer
► Vice President, Development
Washington Suburban Sanitary Commission ► Deputy General Manager
Xcel Energy ► Vice President and Chief Information Officer
► Senior Portfolio Director, ERP
► Portfolio Director, Corporate Systems
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Our Industry Relationships & Diversity Leadership
National Alliances where we have relationships and insights include:
New World Alliance
► We interact with key industry leaders and speak at key Industry association events about emerging human capital talent trends, talent assessment and C-suite succession strategies.
► From Investor Owned Utilities to Public Power to Local Gas Distribution to Nuclear Power Development, Heidrick & Struggles has long been recognized as a thought leader on executive recruitment and leadership advisory services.
► Heidrick & Struggles is uniquely positioned to present our clients with a diverse slate of the world’s most experienced and successful candidates across a broad range of experiences and disciplines.
Our Commitment to the Sector & Diversity
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Our Commitment to Diversity, Equal Employment & Affirmative Action
Mission Statement
At Heidrick & Struggles, we
realize diversity is a reality
created by individuals and
groups from a broad spectrum
of demographic and
philosophical differences. It is
extremely important to
support, encourage and
strengthen diversity for our
business partners because
when we value individuals free
from prejudice fostering a
climate where equity and
mutual respect are intrinsic,
our business partners create a
success-oriented, cooperative
environment that draws
intellectual strength and
produces innovative solutions
from the synergy of its people.
Diversity and civility are
essential for corporations to
continue world-class distinction
with commitment to
excellence, equity and equality.
For decades, companies large and small have competed successfully in the global
marketplace. Only recently, in the age of instant access, has the globe and the
marketplace become, at once, so small and so expansive. In an effort to create or
extend an advantage over their competitors, companies are not only scrutinizing
cost reduction initiatives and investment decisions; they are focusing on employee
productivity and the workplace issues that affect it.
Leading companies are now looking at the workplace through the lens of inclusion
– making welcome a diverse spectrum of nationalities, perspectives and
competencies. Though workplace diversity is not a new concept, the synergy
created by globalization and the resulting sensitivity to corporate culture has given
it new life.
Heidrick & Struggles understands diversity and is poised to present our clients
with a diverse pool of the world’s most experienced, talented candidates for
executive-level positions in all industries and disciplines.
Diversity Overview
Heidrick & Struggles is committed to a policy of equal opportunity for all
employees and applicants including members of minority groups and women, and
will endeavor to make reasonable accommodation to the limitations of physically
and mentally handicapped or disabled employees and applicants, and to fully
utilize the skills of veterans. The company expects all employees to support this
policy and to comply with all applicable laws prohibiting discrimination in
employment.
Equal Employment and Affirmative Action Overview
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Fees and Expenses
As a professional service firm, Heidrick & Struggles works for clients on a cash retainer basis, with our standard retainer for professional services calculated at 33% of the first year’s estimated cash compensation for each individual employed. Cash compensation includes base salary and any actual, projected bonuses and sign-on bonuses that the placed executive receives.
Professional fees (Retainer)
Expenses to be reimbursed by the client fall into two general categories. We are reimbursed for direct expenses, indirect expenses, and value added (VAT)/sales taxes. Direct expenses are costs associated with the interviewing and selection process and with visits to the client location. Direct expenses may also include VAT/sales taxes arising from services performed on this assignment that are not invoiced directly to you. Indirect expenses are costs that are attributable to our client projects as incremental costs but are not possible to attribute to each individual project. Indirect expenses are 3% of the Retainer, billed monthly, for the duration of the assignment.
Expenses
Our cash retainer is invoiced over a three-month period. At the beginning of the search, a mutually agreed upon target compensation is used for billing purposes. One-third of this target compensation is then billed in three equal installments.
Invoicing
At the conclusion of the search, if the placed executive is employed at a higher cash compensation level than originally estimated, a final cash retainer invoice is issued reflecting an adjustment to one-third of actual cash compensation. If the executive is employed at less than the originally estimated annual cash compensation, the full cash retainer is considered earned. If this project is cancelled within the first 30 days, we will charge one-third of our initial fee, plus expenses. Should an assignment be terminated by the client after 30 days and before 90 days, the client is obligated only for the pro rata portion of the cash retainer (based upon 90 days), plus expenses. Should the search not be completed during the time our retainer is billed, we would continue to work for up to six months, if necessary, charging only direct out-of-pocket expenses, which would continue to be billed on a monthly basis until the assignment ends. In the unlikely event that a solution is not at hand after six months of effort, experience has taught us that it is mutually desirable to re-evaluate the entire project. If it becomes necessary to cancel the search after our retainer is billed, the full cash retainer is considered earned.
Reconciliation
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Code of Business Conduct and Commercial Terms
We pride ourselves in placing our clients’ best interests first in all that we do. We strive for exceptional client
satisfaction.
Our Commitment
Client Relations
We will engage our clients in a consultative process aimed at advising them in selecting capable and effective
organizational leaders and improving leadership teams. Success in this process depends on developing a
comprehensive understanding of our clients’ business needs and being candid and responsive in helping them to
achieve their objectives.
We will not recruit the Manager of or the Direct Reports of the Placement for a period of 12 months from his/her start
date.
Off Limits
We will protect, to the extent not prohibited by law, client information that is sensitive, private or confidential. Strict
confidentiality. Critical and sensitive information about our clients is limited to the assigned team only.
Client Information
If the employment of the candidate identified by us and employed by you is terminated by you for specific reasons
within the first 12 months following the date of employment, we would restart the assignment in accordance with the
terms and conditions of this letter, charging no further fee except for direct out-of-pocket expenses plus indirect costs.
Guarantee
We maintain separate teams to serve each client. Each team operates independently with resolute focus on their respective client’s needs.
Independent Team
Meticulous adherence to our Global Contact Protocol to ensure fair access to candidates.
Global Contact Protocol
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Responses to Additional RFP Provisions
Heidrick & Struggles has all applicable business insurance. If selected, we will supply necessary documentation and/or
proof of insurance as required.
Sec. 6.1.7 – Insurance
Sec. 6.1.8 - Contract
At this point Heidrick & Struggles has no significant exceptions to the proposed language. Upon award, additional
clarifying terminology may be appropriate to confirm specific project scope.
Heidrick & Struggles has a clear policy around the use of alcohol and controlled substances being grounds for
termination.
Sec. 15 – Drug Free Workplace
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Sample Candidate Presentation Materials
For each candidate considered, Heidrick & Struggles will present a summary grid and an assessment scorecard, which will be based upon the core competencies you identify.
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Sample Candidate Report
For each candidate that the Search Committee selects to interview, we will provide a full summary of the candidate’s professional history.
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Kay M. Fuhrman
Kay Fuhrman is a Partner in the Dallas office. Kay’s work focuses on senior level search
assignments including CEO, President and Boards of Directors. She serves in the Industrial
practice focusing on Energy, Utilities and Technology. Kay’s clients have included regulated
and unregulated electric, natural gas and water companies as well as the infrastructure
development, equipment and technology supporting the industry.
Prior to joining Heidrick & Struggles, Kay served as Vice President of Business Development
for Alliance Data leading large scale business process and information technology outsourcing
transactions and systems integration engagements for energy, power generation and utility
companies across North America. In this role, Kay also managed the company’s strategic
partnerships with technology and key service providers leveraged for the delivery of Alliance
Data’s solutions to utility clients.
Kay began her career in Dayton Ohio with DPL, Inc, where she started and led the company’s
unregulated businesses including an energy trading and risk management operation, retail
energy company serving industrial and commercial customers throughout the Midwest, an
energy efficiency and engineering business serving industrial companies throughout the
region and DPL’s street lighting operations serving communities across West Central Ohio.
Following DPL, Kay was responsible for leading Aquila Energy’s retail energy business across
the central United States.
Kay holds an MBA with a concentration in Finance from The University of Dayton. She also
holds a BS in Business Administration from Wright State University.
Kay served on the board of directors for Texas Energy Association for Marketers. In addition,
Kay has served as National Committee Chair for National Energy Marketers Association.
5949 Sherry Lane
Suite 1200
Dallas, TX 75225
tel: +1 (214) 706 7781
mob: +1 (214) 868 6526
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Sean O’Neal
5949 Sherry Lane
Suite 1200
Dallas, TX 75225
tel: +1 (214) 706 7740
mob: +1 (228) 860 6265
Sean O'Neal is an Engagement Manager with Heidrick & Struggles based in the firm’s Dallas
office. He serves as a member of the Industrial practice with a core focus on US Power and
Water Utilities. Sean’s functional expertise spans the Chief Executive Officers, Financial
Officers, Information Officers, Human Resources, Sales, Engineering, and Operations
practices.
Sean has over five years of executive search experience in both regional and national
searches across the United States. He has partnered on successful engagements in public
and privately-held organizations, as well as private equity-owned and governmental entities.
Prior to his work in executive search, Sean worked as an accountant and auditor in public
accounting. He graduated from the University of Mississippi (Ole Miss) with both Bachelor's
and Master's degrees in Accounting.
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