Mr. Higley returned to Deloitte Consulting in 1994 as a Principle and the Managing Partner ofthe Energy & Utilities Industry group. He ran the practice during a period of rapid growth andexpansion as the industry coped with restructuring and deregulation. The practice becamerecognized as one of the leading consultancies on new business strategies, competitivepositioning, mergers & acquisitions, merger integration analysis and synergy studies. Includedwere numerous studies… Show more Mr. Higley returned to Deloitte Consulting in 1994 as a Principle and the Managing Partner ofthe Energy & Utilities Industry group. He ran the practice during a period of rapid growth andexpansion as the industry coped with restructuring and deregulation. The practice becamerecognized as one of the leading consultancies on new business strategies, competitivepositioning, mergers & acquisitions, merger integration analysis and synergy studies. Includedwere numerous studies related to investment in fiber optics, wireless, PCS licenses, distributedgeneration, productivity improvement and mergers. The group became a major system integratorof enterprise resource planning systems including SAP, PeopleSoft and Oracle. He developedand executed a national and global strategy to grow revenues faster than any of the other sixindustry groups. Deloitte became the premier firm in the utility merger & acquisition practicearea having completed eighteen of the twenty-four announced mergers since 1994. Mr. Higleyused his knowledge of the Cleveland Electric Illuminating and Toledo Edison merger studieswhich he conducted in 1984 to leverage this practice area. Under his leadership, the practice wasnamed by the Gartner Group as one of the top system integrators for ERP implementation. Inaddition to the North American growth strategy, Mr. Higley initiated the globalization of theEnergy Practice. He pulled together the Asia Pacific groups to work as a team with support fromNew Zealand as privatization Show less