Dean Sorensen Email & Phone Number

Gig Harbor, Wa, Us

New York, Us

I am a voluntary member of PACE, a non profit organization dedicated to advancing cost and profitability management. As the leader of the manufacturing interest group, I facilitate thought leadership around planning, forecasting and performance management processes, methods and technologies that enable manufacturers to more effectively optimize, costs, profits and value. A key focus of the group is on integrating financial and operational processes to achieve this objective. By extension, it drives discussion about leading practices relating to the integration of rolling forecasts, sales and operations planning, Integrated Business Planning and Integrated FP&A.

The IBP Collaborative helps organizations understand and leverage Innovative Business Practices and technologies that enable step change improvements in how they plan and manage their business. It is especially relevant to those that have already implemented Business Intelligence (BI), Strategic Corporate Performance Management (CPM) and Sales & Operations Planning (S&OP) processes and technology. Many have reached a point where further process improvements can’t be squeezed out of existing systems. As a result, they are seeking new and innovative approaches to:- Improve the accuracy of profit and cash flow forecasts- Provide more effective scenario planning that exposes risk- Connect strategy to budgets to support executable plans- Establish a monthly or quarterly rolling forecast (RF) process- Establish a profit-based Sales and Operations Planning (S&OP) process - Integrate RF and S&OP processes to enable connected decisions- Embed activity-based costing into RFs to drive sustainable cost reductionAn important part of helping organizations achieve these objectives is creating an understanding of capability gaps that prevent organizations from achieving these objectives – especially in complex organizations. This entails helping to create a deeper understanding of:- The need to integrate strategic, financial and operational planning processes- Incremental capabilities that result from integration that are relevant to all functions- How Prescriptive Analytics and IBP technologies are key enablers of such processes- The value of such integrated processes, which can approach 5% of sales

Medford, Massachusetts, Us

I am a voluntary member of the International Institute of Forecasters, a non profit organization dedicated to advancing planning, forecasting and performance management processes. I serve as the editor for Integrated Business Planning. As a subject matter expert, I review articles relating to Integrated Business Planning and Sales and Operations Planning. In this role, I also seek thought leaders that can help to drive a deeper understanding of mature forms of IBP, which extend beyond supply chain into strategic and financial processes. In my article in the Winter 2020 edition of Foresight magazine, I outlined my point of view on this subject. A copy of this article can be accessed here https://bit.ly/2WplIT3.

Jackson, Wy, Us

As a voluntary member of the international advisory board of the Operational Excellence Society, I am part of non-for-profit organization is dedicated to change agents and practitioners who embrace the ideals of Operational Excellence, defined as the continuous and deliberate improvement of company performance AND the circumstances of those who work there — to pursue Operational Excellence by design and not by coincidence.

Boston, Ma, Us

Responsible for developing, marketing and delivering highly impactful and differentiated solutions that leverage leading technologies to address complex business challenges. For global organizations, key features of our services include the following:• Rolling forecasts that leverage Integrated Business Planning to drive sustainable cost reduction• Profit-based sales and operations planning that drives strategy execution• Cash flow and working capital forecasting that is driven by integrated supply chain planning• Quantifying foreign exchange, supplier and tax risk through integrated cash flow forecasting• What if analysis that quickly quantifies the impact of outlying scenarios on all the above• Leveraging the above to manage riskFor healthcare providers, key features of our services include the following:• Rolling forecasts that drive effective service line management and sustainable cost reduction• Cross entity planning and forecasting to effectively manage integrated delivery systems• Scenario planning for evaluating the impact of operating in a world of medicare-based rates

Seattle, Washington, Us

Responsible for developing and marketing applications enabled by Jonova’s Predictive Analytics Planning platform. Prototyped a solution that supports a continuous, monthly, top-down and bottom-up planning and forecasting process, taking less than 20 days. Breakthrough capabilities enabled by full integration of strategic, financial, sales and operational planning models:• Translate balanced scorecard targets into executable plans, profit & cash flow forecasts.• Simultaneously plan from process & functional perspectives, across business units & entities.• Reconciliation of cost, sales, profit, cash flow, working capital, head count and KPI forecasts.• Forecast activity-based costs, customer profits & cash flows - reconcile to functional views.• Forecast after tax (project & product) portfolio ROI forecasts, as part of a continuous process.• Isolate risk from outlying scenarios, by simulating how internal and external factors affect profit and ROI.

Chandler, Az, Us

Responsible for developing and delivering services that leverage Enterprise Performance Management (EPM), Sales & Operations Planning (S&OP), Supply Chain / Integrated Business Planning (IBP) and other technologies to address business challenges, including profitability and performance improvement, cost and working capital reduction, planning and closing effectiveness and strategy execution and alignment.• Sold & designed an operationally driven planning and budgeting process for a $10 Billion Utility.• Led the design of a cash flow forecasting process / system for a $12 Billion Energy Company.• Led research study for CFO magazine , resulting in a report called “EPM in Complex Organizations”.• Led development of an S&OP and IBP service offering • Led development of a marking program entitled “Achieving 10 to 50 Times ROI and EPM and BI Investments”

Esher, Surrey, Gb

• Designed an S&OP and financial planning / forecasting process for a $2 Billion Book Publisher.• Drove change management work as part of supply chain project for $4 Billion Government agency• Authored research for FEI that assessed the capabilities of 50 EPM vendors.• Sold and conducted strategic planning projects for 2 EPM software vendors.• Facilitated the purchase of an SOA software company by an EPM vendor.

Dublin 2, Ie

Member of practice providing services spanning all aspects of planning and managing organization performance, including planning, bugeting, forecasting, balanced scorecard, activity-based costing,and other related services.• Coauthored an Integrated Performance Management service and methodology• Developed Balanced Scorecard for a $ 5 Billion Government Agency to support ERP project• Developed change management plan for Balanced Scorecard project at an $18 Billion company• Developed planning, budgeting, costing & measurement for shared service center, while also identifying $5 million in savings

Chicago, Illinois, Us

• Helped to develop a national Finance Excellence consulting practice• Designed processes and managed change as part of large ERP project• Defined improvements to cost and performance management systems for $1Billion manufacturer• Improved profits by 20% for a $2 Billion Chemical company by rationalizing products and services• Achieved $10 million in savings for a global bank as part of a strategic sourcing project• Coauthored enterprise transformation and change management methodologies

New York, Ny, Us

A partner owned strategy and manufacturing consulting firm associated with KPMG.• Improved profits by 10% for a $2 Billion manufacturer by rationalizing products & processes.• Improved profits by 15% for a $.5 Billion food processor by rationalizing products and services.• Reduced inventories by 5% while improving customer service for a major automotive company.• Valued and prioritized capital investment options for a Forestry company.• Achieved 5% cost reduction by optimizing distribution network for food manufacturer.

New York, Ny, Us

Member firm of the KPMG International Cooperative offering audit, tax and advisory services. Includes 1 year away from firm to work as an internal auditor for a $2 Billion manufacturer. Worked primarily in the manufacturing sector for more than 30 companies. Other experience includes:• M&A due diligence.• Corporate and personal tax compliance.• Corporate planning and budget support