CASE STUDY 1: Reynolds Hefty Operating Model Redesign

---

  Middle-East turnaround of Reynolds/Hefty/Diamond brand: Vincent was the Lead Strategist and Architect in the Kingdom of Saudi Arabia and the greater Middle East in a multi-year business transformation program in the consumer-packaged goods space to reset the Enterprise Architecture for the region. The highly recognized Diamond products were no longer contributing consistent revenues across the Middle East (Kingdom of Saudi Arabia, United Arab Emirates, Bahrain, Oman, Kuwait, Qatar, and Jordan) and the product line was experiencing declining sales.

APPROACH

• Evaluation of Middle East client team and current business processes, and conducted a capabilities assessment
• Conducted a 5 point check on manufacturing and distribution effectiveness
• Retail Store Analysis in 7 countries: Product portfolio availability, pricing, shelf space control, product placement, visibility
• Distribution Analysis: Evaluate current distributors for brand reach, brand awareness, brand protection in market, competitive conflicts of interest
• Manufacturing Evaluation: Assess current manufacturer for brand pricing, expansion, product line extensions, competitive conflicts of interest
• Marketing Analysis: Evaluate current Middle East marketing team (internal and external), evaluate brand identity, points of competitive advantages, evaluate co-op marketing, collect evidence
• Competitive Analysis: Evaluate competitive products throughout the Middle East, pricing strategies, quality, packaging
• Business Process and Reporting:  Evaluate all internal reports for the Middle East, evaluate industry data by product sector and product line, establish business process for product line extension, identify gaps in reporting need

VALUE DELIVERED

• Analysis yielded failures across multiple business points and built a business plan to address all issues
• An economic study was built for the Middle East with a focus on the Consumer Packed Goods space to identify an appropriate budget to stimulate growth across the Diamond Brand Portfolio
• Competitive analysis revealed copyright and trademark infringement concerns across multiple products
• Business processes developed for store checks, and recommendations for raising product awareness
• Distributor search conducted due to current inability to protect the Diamond Brand, scorecards created for 100+ distributors across 7 countries, interviews and site visits conducted, distributor recommendations weighted to KSA
• A new contract was negotiated with the Manufacturer with protective covenants for Reynolds-Hefty
• Built a new Middle East Marketing Plan with a new pricing strategy, with a focus on strategic initiatives to elevate Diamond Brand Portfolio identity and unique points of difference to the competition
• Product line expansion plan was designed to bring more green products to align with Vision 2030 

Designed of a new Enterprise Architecture and integration for the $1b enterprise of Dentsu Network West responsible for 20 offices in 8 countries with 1,100 employees throughout North American, Latin American and Europe (U.S., Canada, Argentina, Brazil, Belgium, Italy, UK, Germany).

• $3.5m IT savings over 5 years by designing a Technology Operating Model to combine LAN-VPN, Active Directory, Microsoft Exchange and Outlook across all Dentsu businesses
• Led the design of a new Enterprise Architecture that included the building of a Dentsu Shared Services and back office efficiencies platform savings of $2.7m over 3 years by negotiating contracts for 7 businesses (Dentsu America, Attik, McgarryBowen, Innovation Interactive, 360i, Netmining, SearchIgnite)
• Built worldwide IT Support Help Desk and consolidated all IT software and hardware purchasing to achieve a 15% reduction in software costs and a 30% reduction in hardware costs
• Designed and implemented a plan to sell-off office leases to consolidate space to save $5m over 10 years, including the negotiation of a new leases, architectural office design and the move of 500 employees.
• Led the strategy team to design, build and implement worldwide rollouts of Yammer and Salesforce.
• Designed a Microsoft Sharepoint Portal for all worldwide offices for Dentsu Japan to support 45,000 employees in 145 countries, with product developments that included shared calendars, address books, news, IM, Twitter, document versioning, creative showcase, case studies, online invoice workflow, IO’s, PO’s
• Built a HR Benefits Management System in U.S. to cut costs & encourage collaboration and negotiated a $1m annual savings for health insurance premiums by consolidating all U.S. companies into one plan
• Built reporting and analysis tools that enabled renegotiating of Toyota and Canon advertising contracts through an extensive data evaluation of costs and fees across the industry
• Developed, implemented and trained a new Harris Encoda Accounting and Media Buying System for all North American companies for Project Management, Media Planning & Buying, AP, PO, AR, GL, Billing, Time, Contracts, T&E and Reporting

Design and Implementation of Oracle Peoplesoft ERP System for this ad group headquartered in New York NY with 35 offices in North America. Led the Oracle Peoplesoft implementation for this 2,800 employee user group across multiple business processes in Advertising, Digital, Direct Marketing, e-mail Marketing, PR, Data and Mobile. Responsible for build and rollout across all modules (Projects/Contracts Management, Estimates, Billing, AR, AP, PO, GL, Time, Expenses, Reporting, Workflow, HR, Business/Data Warehouse).

• Led the team documenting the Current State of legacy accounting systems (Peachtree, Great Plains, QuickBooks, DDS, Encoda, etc.) and the Blueprint Design for the Future State of Oracle Peoplesoft.
• Led the design and implemented all phases of ERP process including Discovery, Planning, Requirements, Fit-Gap, Configuration, Implementation, Integration, Conversion/ Migration, Testing (Unit, System, Integration, User Acceptance Testing), Customizations, Deployment, Security and Training
• Led the strategy and workflow design for a new Hiring Process across 35 businesses
• Designed the Workflow for Purchase Order Approvals, Expense Report Approvals, Timesheet Approvals
• Led the process for normalizing the Chart of Accounts across 35 businesses (CFO, Financial Directors and Controllers) and development of a standardized Profit & Loss Statement
• Led the design for Revenue Planning, Revenue Recognition (Percent Complete, Milestone, As Incurred, Apportionment) and Revenue Sharing 
• Led the design and build for ADP Payroll integration
• Led the design for all Documentation and the Training of all users (Basic, Technical, Financial)
• Designed methodology, tracking, implementation and analysis of Customer Satisfaction Surveys
• Designed the in-house SAP Support Desk rules of engagement and Remote Monitoring Services Agreement
• Led the IT team through the Data Center Process for redundancy, backups and uptime guarantees
• Led all Reporting Design and development for standard reports and customized reports (AR Aging, Utilization, YTD Gross Margin, Revenue Forecast, Client Profitability, AP /PO Reconciliation, Compensation-to-Revenue Projections, Client Expenses, Labor Distribution, Net Cash by Client, etc.) in the Oracle Peoplesoft Business Warehouse/Data, including design of the Warehouse, Cubes, Reports, Security

Designed the strategy for the Ministry of Health in the Kingdom of Saudi Arabia to complete an audit of 200+ hospitals for incident rate success, while collecting data and designing a country wide value based healthcare system supported by that data analysis.

The Ministry of Health (MoH) in the Kingdom of Saudi Arabia (KSA) has identified the need to drive better healthcare outcomes through a renewed focus on smart and impactful healthcare regulatory policy. To achieve this ambition and realize the objectives of the Vision 2030 Health Sector Transformation, the MoH needed to build a best-in-class value-based healthcare (VBH) system, bolstered by streamlined clinical audit practices and meaningful data-driven care. The MoH policy decisions will bring greater alignment for healthcare initiatives as they relate to key objectives of KSA’s Vision 2030 Strategic Plan, and ultimately enhance the quality of life of citizens in the Kingdom.

These three foundational components in the strategy were:

1. Clinical Auditing Excellence—Building a Better Clinical Audit Program
2. Information Integrity—Enabling Access to Trustworthy Data 
3. Value-Based Healthcare—Focusing on Outcomes & Efficiency

ASSESSING & REDESIGNING THE CLINICAL AUDIT PROGRAM

The pilot design was set to evaluate and enhance the clinical audit function at 10 hospitals, focusing on capabilities, processes, and technology for three chosen diagnoses (Stroke, Sepsis, Post-Partum Haemorrhage). The strategy was designed to develop a scalable, robust audit program, including training for hospital teams and expanding to 21 MoH hospitals. The data from this wider plan lays the groundwork for a future clinical audit system and a value-based healthcare approach.

ASSESSING & REDESIGNING THE APPROACH TO CLINICAL DATA

Accurate and trustworthy data is needed to make a clinical audit and Value Based Healthcare (VBH) meet the high standards set for this project. The strategy was designed to assess the MoH’s clinical data landscape and identify improvements necessary to support the redesigned clinical audit program and VBH system with a focus on complete, consistent, and accurate data.

ASSESSING & BUILDING A FOUNDATION FOR VALUE-BASED HEALTHCARE (VBH) SYSTEM

Working with baseline data gathered on MoH current care delivery practices, preventative care measures, and patient experience, along with the clinical audit data from the three (3) chosen diagnoses, the strategy was designed for the MoH to assess its ability to implement a Value-Based Healthcare system and build an engine for continuous improvement of clinical outcomes.

DELIVERABLES

1. Clinical Audit Program Assessment and Redesign: Included a detailed evaluation of current practices and the design of a future state clinical audit program.
2. Clinical Audit Training Program: Comprehensive training modules for MoH personnel on various aspects of clinical auditing.
3. Data Landscape Report and Roadmap: A current and future state analysis of the data landscape, including a gap analysis and a roadmap for achieving the desired future state.
4. VBH System Charter/Strategy and Baseline Assessment Report: Documents outlining the strategy, expectations, and baseline performance for the VBH system.
5. Performance Measurement Tools and Policy Recommendations: Development of new metrics and tools for measuring the performance of the VBH system.

OUTCOMES

1. Improved Clinical Auditing System: Enhanced capability to conduct effective clinical audits across MoH-owned hospitals.
2. Data-Driven Decision Making: Establishment of a system for using reliable and actionable data to drive healthcare decisions and improvements.
3. Increased Healthcare Quality and Efficiency: Through the implementation of VBH principles, aiming for better patient outcomes and more cost-effective healthcare services.
4. Skilled Workforce: Development of a well-trained MoH workforce capable of sustaining and scaling the clinical audit and VBH systems.
5. Alignment with Vision 2030 Goals: Supporting the broader objectives of KSA’s Vision 2030 by enhancing healthcare quality and efficiency.

Designed the Integration Strategy for Wilton and Chicago based advertising firm through 4 acquisitions (Forbes Dallas, RMG Richmond Data, RMG Toronto, NRS Danbury) and 3 office openings (San Francisco, New York, Durham)

• Led the Enterprise Architecture strategy and integration design, implementation and training for building a Shared Services Center for AP, AR, Payroll, HR to reduce back office costs by $1.8 mil annually.
• Built the strategy for designing and implementing a Worldwide Digital Asset Management System and Automation Technologies across 7 offices in North America that yielded $4m reduction in creative services staffing write-offs in the first year
• Designing and Implemented a Technology Operating Model to combine LAN-VPN, Active Directory, Microsoft Exchange and Outlook across all Blau businesses
• Designed and built the operating model to reduce subcontracted services by bringing outside digital services in-house for Prepress, Web Development, Online Content Development which generated an additional $8m in yearly revenue across 3 offices
• Designed and built the operating model for a Digital Online Advertising business that led to quadrupling theIBM account revenue to $30m, winning the $7m Merck account (Fosamax, Propecia, Zokor, Maxalt) and a $8m account with Fleet Boston Bank
• Designed and led the strategy for a North American rollout of Salesforce and allAccess™ Portal

The main objective for KAFD was to establish a new department – the IT Project Management Office (IT PMO) – to bring project management rigor to the organization. KAFD wanted to use comprehensive and effective project management methods and tools to manage the entire lifecycle of projects, including establishing the hybrid project management office within the corporate department for project management. The aim was to reimagine an IT PMO to enhance efficiency, improve the level of governance, and comply with project management best practices. The Office was intended to support KAFD through key management activities including effective project management, enhanced reporting, unified processes, improved quality assurance, and capability development of KAFD’s departments and work teams to help them manage their projects for optimized outcomes.

GOALS

• Enhance the quality of the project management practice through best practices and insights from existing and ongoing industry-leading insights and experience 
• Design, build, and operate a robust and effective IT Project Management Office that coordinates and organizes project management activities through appropriate prioritization to meet the KAFD’s objectives
• Implement tools and processes to offer a comprehensive and integrated view of all your projects and tasks to key stakeholders
• Unifying methodologies 
• Optimizing the use of human resources in the implementation of projects, as well as reduce implementation costs 
• Improving consistency and standardization of project management procedures – by building capability 
• ·Enabling the IT PMO to work in a manner that allows enhanced flexibility to meet changing needs 
• ·Enhancing transparency through embedding robust reporting and communication plans – across all levels of governance 
• Coaching people on the principles of benefits management and stakeholder engagement to enhance effectiveness 
• · Designingrobust escalation and issue resolution processes

APPROACH

Designed a structured four-phase approach where Phases 1 and 2 are centered on understanding current state, then setting up the IT PMO to succeed. Phase 3 was centered on project delivery and Phase 4 was centered on improving capability and transitioning knowledge to KAFD. We recommended running Phases 3 and 4 in parallel so that while the plan is executed, we were also continuously improving IT PMO caliber, for example by acting on performance indicators and learning lessons.

1. Mobilize, Discover, & Prioritize
2. Design & Establish the IT PMO
3. Run the IT PMO
4. Improve & Transition

PHASE: Initial Assessment

PRELIMINARY TIME FRAME: Week 1-4

TASK: Kick-off meeting & Initial Review

OBJECTIVE: Understand current state and expectations

DELIVERABLES: Initial report on current state and resource capacity

MEASURES OF SUCCESS: Clear understanding of current state and gaps; Initial report on resource capacity

PHASE: Framework Enhancement

PRELIMINARY TIME FRAME: Week 3-10

TASK: Enhance IT PMO project framework & Define KPIs

OBJECTIVE: Align IT PMO framework with KAFD's goals

DELIVERABLES: Comprehensive IT PMO framework; Acceptance criteria and KPIs

MEASURES OF SUCCESS: Comprehensive IT PMO framework; Clearly defined KPIs

PHASE: Handbook Development

PRELIMINARY TIME FRAME: Week 5-10

TASK: Review & Enhance IT PMO handbook

OBJECTIVE: Develop a comprehensive guide for IT projects

DELIVERABLES: Enhanced IT PMO handbook

MEASURES OF SUCCESS: Comprehensive IT PMO handbook for all IT projects

PHASE: Resource Assessment

PRELIMINARY TIME FRAME: Week 7-10

TASK: Assess resources & Submit recommendations

OBJECTIVE: Optimize resource allocation

DELIVERABLES: Detailed resource assessment report

MEASURES OF SUCCESS: Detailed report with recommendations

PHASE: Reporting & Data Capture

PRELIMINARY TIME FRAME: Week 5-12

TASK: Define report structure & Develop templates 

OBJECTIVE: Establish reporting standards

DELIVERABLES: Reporting standards; Initial report templates & dashboards

MEASURES OF SUCCESS: Established reporting standards; Initial templates

PHASE: Portfolio & Governance Enhancement

PRELIMINARY TIME FRAME: Week 9-10

TASK: Review & Enhance IT Portfolio and Governance

OBJECTIVE: Improve IT Portfolio framework and governance processes

DELIVERABLES: Improved IT Portfolio framework; Enhanced governance processes

MEASURES OF SUCCESS: Improved IT Portfolio framework; Enhanced governance processes

PHASE: Implementation Monitoring

PRELIMINARY TIME FRAME: Week 11+

TASK: Monitor IT Governance implementation

OBJECTIVE: Ensure adherence to governance processes

DELIVERABLES: Feedback report on governance implementation

MEASURES OF SUCCESS: Successful implementation of IT Governance processes

PHASE: Finalizing Reporting Tools

PRELIMINARY TIME FRAME: Week 12-14

TASK: Update report templates & dashboards

OBJECTIVE: Finalize reporting tools based on feedback

DELIVERABLES: Final report templates & dashboards

MEASURES OF SUCCESS: Finalized and approved templates & dashboards

PHASE: Training & Workshops

PRELIMINARY TIME FRAME: Week 10-14

TASK: Organize training sessions & workshops

OBJECTIVE: Enhance staff skills in project management and IT Governance

DELIVERABLES: Training sessions & workshop materials

MEASURES OF SUCCESS: Successful training sessions; Positive feedback from participants

PHASE: Review & Approval

PRELIMINARY TIME FRAME: Week 14

TASK: Review all work & Seek KAFD-IT approval

OBJECTIVE: Ensure all deliverables meet KAFD-IT standards

DELIVERABLES: Approval documentation

MEASURES OF SUCCESS: All deliverables approved by KAFD-IT

Led Project Design and Implementation of SAP ERP System for this ad group headquartered in Wilton CT with 9 offices in North America. Led the SAP implementation for this 1,300 employee user group across multiple business processes in Advertising, Digital, Direct Marketing, e-mail Marketing, Data and Mobile. Directed all operations, maintained operational budget and was Strategic Lead in developing processes for inter-company collaboration. Responsible for Worldwide IT Budget/Strategy for SAP build and rollout across all modules (Projects/Contracts Management, Estimates, Billing, AR, AP, PO, GL, Time, Expenses, Reporting, Workflow, Assets, HR, Business/Data Warehouse).

• Led the team documenting the Current State of legacy accounting systems (Peachtree, Great Plains, QuickBooks) and the Blueprint Design for the Future State of SAP.
• Led the design and implemented all phases of ERP process including Discovery, Planning, Requirements, Fit-Gap, Configuration, Implementation, Integration, Conversion/ Migration, Testing (Unit, System, Integration, User Acceptance Testing), Customizations, Deployment, Security and Training
• Led the strategy and workflow design for a new Hiring Process across 9 businesses
• Designed the Workflow for Purchase Order Approvals, Expense Report Approvals, Timesheet Approvals
• Led the process for normalizing the Chart of Accounts across 9 businesses (CFO, Financial Directors and Controllers) and development of a standardized Profit & Loss Statement
• Led the design for Revenue Planning, Revenue Recognition (Percent Complete, Milestone, As Incurred, Apportionment) and Revenue Sharing 
• Led the design and build for ADP Payroll integration
• Led the design for all Documentation and the Training of all users (Basic, Technical, Financial)
• Designed methodology, tracking, implementation and analysis of Customer Satisfaction Surveys
• Designed the in-house SAP Support Desk rules of engagement and Remote Monitoring Services Agreement
• Led the IT team through the Data Center Process for redundancy, backups and uptime guarantees
• Led all Reporting Design and development for standard reports and customized reports (AR Aging, Utilization, YTD Gross Margin, Revenue Forecast, Client Profitability, AP /PO Reconciliation, Compensation-to-Revenue Projections, Client Expenses, Labor Distribution, Net Cash by Client, etc.) in the SAP Business Warehouse/Data, including design of the Warehouse, Cubes, Reports, Security

Designed and built reporting standards, application development and implementation, as well as the training strategy and process of a Business Intelligence Datawarehouse to measure profitability, utilization, forecasting, compensation trends, revenue and expenses in accordance with GAAP

• FIN is an acronym for Finance Integrated Network, an intranet that serves as a centralized portal of 90+ modules for Havas/Arnold Worldwide to report, forecast and monitor financial and employee data in a Microsoft IIS web server using Adobe ColdFusion 8 upon Microsoft SQL Server 2000.
• FIN normalized data between Accounting and Time systems (Donovan Data Systems), HRIS system (Ceridian HR/Payroll), and internally forecasted data. It was a suite of tools including expense/revenue reporting, gross margin reporting, cost accounting, contract modeling and staffing, and salary plan projections.
• Inadequate reporting tools in DDS and Ceridian created a need to integrate historical data from these two systems with forecasted data to be maintained in FIN, reducing the need for licenses of DDS and Ceridian.
• FIN was created as a single, secure data repository; eliminating the distribution of data using email and file attachment by increasing accessibility to data through an intuitive design for non-technical employees to reduce time within HR and Finance to retrieve critical data.
• Reporting was designed to pull data from three separate systems to provide accurate analysis of the following key areas: Human Resources Benefits and Work History, Salary and Payroll Plans, Missing Timesheets, Time, Cost and Utilization, Profit & Loss, Gross Margin, Balance Sheet, monitor and forecast Expenses, Revenue and Capital Expenditures, Resource Staffing, 
• Designed security settings to determine what the user can do in the system: read, add, edit and/or delete content.

Vincent joined the board at Magnetic 3D to write a business plan for a $3m capital raise to build a technology driven strategic experiential agency. He focused on creating meaningful customer engagements with hyper-measurable results. Upon the successful capital raise, Vincent became the CMO/President of Magnetic 3D while pioneering measurable technologies; No-Glasses 3D Video, Mobile Proximity Marketing and VR/AR technologies. Vincent wrote the business plan and operating model including building financial projections for 5 years and writing/designing the marketing plan, including advertising messaging and competitive analysis. 

• Concert Tours - Our technology based experiential agency designed a multi-city rock concert series for Jack Daniel's and a multi-city Hip-Hop Tour & Art Show for Gentleman Jack that yielded sold-out attendance.
• Retail Store Experiences – Designed Southern Comfort award-winning 3D Video national end that jumped sales 181%. Designed a Woodford Reserve multi-state in-store 3D platform that improved sales 116%.
• Stadium Experiences – Designed and produced exclusive Jack Daniels bars for MLB that were installed in Baltimore Oriole’s Camden Yard and the Washington National’s Stadium.
• 3D Video Walls – 300% increase in viewer engagement at the Gartner Security & Risk Management Summit and at the IBM 3D Video Wall Registration Desk for the IBM Smarter Commerce Summit.
• Super Bowl Experiential - Partnered with the NFL and TicketMaster at two Superbowls with 3D Video Walls and tablets to validate tickets and promote their new TicketMaster Exchange program.
• Multi-Brand Experiences – Designed and produced upscale experience (The House of Whiskey) by taking over a Mansion in New Orleans for (Gentleman Jack, Woodford Reserve, Old Forester, Jack Single Barrel).
• TEDx Wallstreet – At this state-of-the-art technology event for TED, we installed 3D displays throughout the exclusive NYSE floor and created 12 minutes of 3D sponsored content while simulcasting the event.
• Pop-up Stores – Designed a high-end 15 foot tall Pop-up Store and Bar for “elit by Stoli” that toured multiple airports across the USA, paired with Duty-Free Shops, doubling sales for these airport markets.

Designed the RFP process for building the Strategic Plan for the Dubai Petroleum Electronic Documents, Records Management, and Information Management System. Dubai Petroleum (“DPE”) maintained multiple systems through which unstructured content (documents, records) was managed throughout its lifecycle, including network shared drives, Livelink and SharePoint. However, providing and maintaining a varied landscape of tools, accompanying processes, and unified approach to both architecture and management of these systems was challenging, expensive, and inefficient:

• Duplication of documents/records across multiple systems led to waste in both capital and time – maintaining unnecessary, multiple copies of content requires expensive infrastructure (hardware/software/supporting services), as well as software licensing. Additionally, duplication creates “noise” which can overwhelm search indexes and a user’s overall ability to find and use/re-use correct documents and records.

• Multiple systems, no single version of the truth – without a definitive model of content versioning and maintenance; there is inconsistent retention, classification, and collaboration,  resulting in multiple copies of a versioned document, which led to confusion regarding the most current, correct document. 

Defined the Objectives and Approach for the Engagement

A. Vendor needs to work with DPE’s Information Management (“IM”) resources to assess, recommend, and develop an Information Architecture Framework that is attainable, sustainable, and delivers value to its DPE corporate users.

B. To provide a clear path from review of current state, design of information architecture that is fit-for-purpose to the O&G sector, procedural improvements, competency assessment and development, and a go-forward strategy for enterprise implementation of the same.

C. The intent of this work is to provide clear and direct action for change based on specific gaps identified. This may be identified through limitations in system functionality and / or an absence of structure to Records and Information Management. 

D. Vendor’s Professional Services to provide a comprehensive and tailored approach to information governance. 

E. Defining and developing an actionable plan for DPE to deploy a future state Information Architecture model through which regulatory compliance requirements might be met (i.e., records retention), as well as international standards and associated controls which have been adopted by DPE (e.g., ISO 27001)

F. Maintaining alignment with both DPE’s enterprise architecture and technology roadmap for business productivity tools.

G. Develop a strategy to help DPE Maximize the best use of current Client implementations of Microsoft Teams, SharePoint One Drive and Livelink for working and sharing documents. 

Defined the Description of the Deliverables:

The following described the deliverables for the Electronic Document and Records and Information Management Solutions (“Solution”) and Related Services Deliverables.

1. Information Management Model

The Vendor should provide their Information Management Model that shows a cohesive approach to organizational alignment around change management, data governance and document / content management. Their comprehensive framework should consist of both quantitative and qualitative analysis for solving transformation problems through a clearly defined roadmap of measurable phased steps and checkpoints.

2. Experience and Credentials

The Vendor should supply 3 business case studies of document and/or information management solutions supported by the implemented phased approach and the value driven results achieved by the Client.

3. Discovery

Discovery assessment of Existing Records, Systems, and Policies and Procedures shall include discovery assessment sessions in order to develop a detailed assessment and strategic roadmap for a comprehensive Records Management Program.

Vendor shall provide the strategy and design of a Solution and Related Services for; 

a) Electronic Document and Records Management System(s)

b) Information Management System(s)

c) Professional Services for managing above Systems

Vendor shall perform the following tasks including but not limited to;

i. Conduct a data-led assessment of the use and management of DPE’s unstructured content stores, including (but not limited to) networked shared drives.

ii. Determine the current state of DPE’s Information Architecture throughout the enterprise and recommend an IM framework.

iii. Recommend an architectural model for unstructured content storage that takes into consideration currently licensed solutions, as well as operational conditions.

iv. Define the requirements and roadmap for use of systems to manage records.

v. On-site assessment/discovery interview sessions, with teams from participating Client’s departments/divisions.

vi. Assess current records requirements by the participating departments/divisions and types of records generated (e.g., data, documents, messages, etc.)

vii. Assess current systems utilization for stored records for both current and legacy documents.

viii. Assess current taxonomy and metadata implementation.

ix. Evaluation of adherence to the current Retention Schedule/Record Destruction Policy.

Defined the Strategic Recommendations:

Using the combined quantification from data analytics obtained from internal discussions with DPE resources, vendor to provide strategic recommendations for;

i. How the existing systems might be developed or improved through best practices to improve the immediate situation and provide a bridge to future improvements. This may include introduction of specific naming conventions, standardization, and/or simplifying naming conventions.

ii. Ways to restructure shared drive folders to better align to best practice and international standards (e.g., a file plan that represents the Functions, Activities and Transactions of each business to increase findability and disposal management). 

iii. New systems (where appropriate) or enhancements to existing systems that could enable the reduction of documents and records, minimising over retention and duplication, and implementing best practices for archiving.

iv. Updating the operating model for information management to introduce accountability across the organisation, assess and develop IM-related skills, and meaningful ways to measure improvement.

v. Definition of consistent standards for go-forward state.

• Including prescriptive retention periods and tombstoning aligned to industry standards and regulatory requirements.
• Taxonomy constant with DPE ways of working, aligned to O&G expectations and the appropriate ISO/industry standards.
• Staffing and operating model that is fit to DPE ways of working and organization for consistent cross organization implementation.
• Guide DPE in the process to recruit a content manager. 

Defined the Deliverables for Document Management/Records Management Functionalities 

Vendor shall provide the strategy and design of a future state Solution, and support to implement; 

i. Records Management: Strategic design concept of an improved centralized repository of records to include; classification(s), tracking, and version control. 

ii. Records Retention Management: Strategy for a Solution design for the policy for the Client’s records retention management, controls, functions and responsibilities for retaining such records.

iii. Records Classification – Taxonomy: Best practices Solution design concept that supports the Client’s classification system, naming conventions and metadata. 

Search Capabilities (Search, Retrieve and View): Best practices Solution design concept that supports the Client’s search requirements and permissions / security needs around such functionality.

iv. Reporting and Management: Best practices Solution design concept that supports the Client’s reporting requirements around document management.

Defined the Professional Services Needs for Business Processes and Workflow 

Consulting Related Services to Client(s) in the planning stages of implementation of the revised Solution with the following deliverables;

i. Current State Cleanup: Provide an assessment for an audit and cleanup of current document and information records.

ii. Retention Schedules: Conduct a review of current classification systems and retention schedules and make recommendations for improvements. 

iii. Key Stakeholder Alignment: Provide assessment / evaluations and recommendations for alignment with Client’s identified engagement team.

iv. Business Transformation: Provide recommendations for change management, and other ongoing program management activities to correct the current state document management and information management issues.

v. Policies and Procedures: Provide general guidance on executing strategies for successful adoption of new policies, processes and procedures.

vi. Roles and Responsibilities: Provide guidance for the required roles and responsibilities required to fulfill a sustainable approach to acceptable documents and information management.

Provide a Solution design that can automate and streamline workflows and/or processes for the Client to create and add records into the Solution from various sources and formats using various methods;

a) Email messages and attachments

b) Network shared drives

c) Microsoft Office applications

d) Other File Servers

• Combining DPE’s scan and analysis of its Livelink content store(s) and network drives and other operational record store(s) (e.g., SharePoint, Teams, network drives) – a cohesive taxonomy and recommended file structure for DPE’s records landscape shall be produced, balancing both DPE’s legacy structures and O&G industry best practices.

Defined Needs of Commercials Requirements:

Vendor to provide man days and lumpsum cost. Vendor to provide a Work Plan/Timeline with estimated days/hours required to complete the Discovery/Assessment of Existing Records, Systems, and Procedures to complete all components of this Engagement. Vendors should submit their price proposal to include pricing for all services identified in the proposal. If any components of the vendor proposal are “optional” and not included in the summary or total price, those features must be clearly labeled as “optional” in the vendor proposal. All “optional” items not included in the total price must identify a price separately.

i. Vendors must submit costs as fully loaded rates that include all necessary travel (or list travel as a fixed or not-to-exceed amount) that is anticipated to complete the full Engagement.

ii. Cost Schedules being proposed are to include all components and services necessary to meet the requirements of this RFP. 

iii. Costs not identified cannot be added or considered at a later time and will not be accepted in the final contract. 

iv. All pricing is exclusive of relevant taxes and tariffs.

v. Note any exceptions to the RFP terms and conditions.