Raymond Ellis Email and Phone Number

Dr. Ellis is the Managing Director of Raymond Ellis Consulting which specializes in providing public private partnership (P3) ‘sell side’ advisory services to public sector clients - including alternative project delivery planning and implementation, sell side procurement and negotiation support, federal regulatory and compliance support, financial and feasibility studies, and economic analyses. Raymond Ellis Consulting has provided P3 advisory services for a range of transportation facilities… Show more Dr. Ellis is the Managing Director of Raymond Ellis Consulting which specializes in providing public private partnership (P3) ‘sell side’ advisory services to public sector clients - including alternative project delivery planning and implementation, sell side procurement and negotiation support, federal regulatory and compliance support, financial and feasibility studies, and economic analyses. Raymond Ellis Consulting has provided P3 advisory services for a range of transportation facilities including highways, rail transit, and ports. Major clients of Raymond Ellis Consulting for P3 Advisory Services include the City of Edmonton, Canada for the Valley Line Light Rail Transit [LRT] Project; Port Everglades (Broward County, FL) for the Foreign Trade Zone [FTZ] P3 Relocation and the Intermodal Container Transfer Facility [ITCF]; North Carolina Department of Transportation for the Appalachian Highway P3 Project, the Metropolitan Atlanta Rapid Transit Authority [MARTA} for the development of innovative project delivery and financing solutions for major transit capital projects; and the Federal Railroad Administration [FRA] for a review of the New York Metropolitan Transportation Authority [NYMTA} East Side Access [ESA] Railroad Rehabilitation and Improvement Financing [RRIF] Act loan application. Show less

The AECOM Alternative Delivery Practice is responsible for marketing, negotiating, and delivering all AECOM alternative delivery engagements (Design Build (DB), Design Build Operate Maintain (DBOM), and Design Build Finance, Operate Maintain (DBFOM or concession projects) with a construction value of over $300 million. Provided services to all segments of the alternative delivery industry including owners (or grantors), concessionaires, and contractors. Major clients during this period… Show more The AECOM Alternative Delivery Practice is responsible for marketing, negotiating, and delivering all AECOM alternative delivery engagements (Design Build (DB), Design Build Operate Maintain (DBOM), and Design Build Finance, Operate Maintain (DBFOM or concession projects) with a construction value of over $300 million. Provided services to all segments of the alternative delivery industry including owners (or grantors), concessionaires, and contractors. Major clients during this period included the Harris County Toll Road Authority (HCTRA) for the Grand Parkway P3 program development Government of the Republic of Trinidad and Tobago for the National Network Highway Program, Sonoma Marin Area Regional Transit (SMART) for its 60+ mile commuter rail development program, and the New York State Department of Transportation (NYDOT) for the Tappan Zee Bridge / I-287 replacement and redevelopment program. Show less

AECOM Consult was established as a wholly owned subsidiary of AECOM Technology Corporation after the KPMG LLP Transportation Consulting Practice was acquired by AECOM. This allowed AECOM Consult to maintain a distinctive industry image as it transitioned from KPMG LLP to AECOM and to establish an overhead rate which was separate and higher from AECOM’s, Served as the President of AECOM Consult during this period - Annual Net Service Revenues (NSR) increased from about $9 million in 2001 to… Show more AECOM Consult was established as a wholly owned subsidiary of AECOM Technology Corporation after the KPMG LLP Transportation Consulting Practice was acquired by AECOM. This allowed AECOM Consult to maintain a distinctive industry image as it transitioned from KPMG LLP to AECOM and to establish an overhead rate which was separate and higher from AECOM’s, Served as the President of AECOM Consult during this period - Annual Net Service Revenues (NSR) increased from about $9 million in 2001 to about $14 million in 2006; profit margins were maintained in the range of 10% to 16%; and staff size grew from about 30 in 2001 to about 50 in 2006 – Importantly, the client base was transitioned from the legacy KPMG LLP client base to a client base with reflected AECOM’s business objectives - Finally, the business, human resources, and financial practices and policies were realigned from KPMG LLP to AECOM and the practice was fully integrated into AECOM – Show less

Assumed responsibility for the KPMG LLP TCP in 1980 - The practice was experiencing significant challenges – inadequate quality control, frequent write downs of engagement valuation, one-off engagements rather than continuing client relationship – all resulting in consistent poor financial performance ranging from losses to profits significantly below expectations and inadequate annual Net Service Revenue. Over the 18 year period from 1982 to 2000, the TCP as completely restructured to focus… Show more Assumed responsibility for the KPMG LLP TCP in 1980 - The practice was experiencing significant challenges – inadequate quality control, frequent write downs of engagement valuation, one-off engagements rather than continuing client relationship – all resulting in consistent poor financial performance ranging from losses to profits significantly below expectations and inadequate annual Net Service Revenue. Over the 18 year period from 1982 to 2000, the TCP as completely restructured to focus on a set of core services delivered by a team of highly trained industry professionals to a client base which was 80+% composed of repeat clients. As a result, annual Net Service Revenues increased from about $3 million to about $9 million, annual profitability was consistently maintained in the range of 8% to 11% of Net Service Revenue, and the staff size increased from about 15 to about 30 personnel. Throughout the period of the 1990’s, the TCP was recognized as the premier transportation consulting practice in the United States for financial, economic, and market analyses and for management consulting services.From 1968 to 1980, Dr. Ellis had positions of increasing responsibility within the KPMG LLP TCP:• 1968 – 1970 - Senior Consultant, KPMG LLP, Washington, DC office• 1970 – 1973 – Manager, KPMG LLP, Washington, DC office• 1973 – 1976 – Senior Manager, KPMG LLP, Washington, DC office• 1976 – 1980 – Engagement Partner, KPMG LLP, Washington, DC office Show less