Bob Lutz

Leader of the Utility Industry practice for ISG with a comprehensive understanding of industry dynamics and trends. Bob has responsibility for understanding the changing industry landscape inclusive of macro factors such as decarbonization, distributed energy and digitization. He has led business solution development and delivery across ISG’s largest Utility Industry clients. He offers expertise in enterprise agility, contract administration, performance management, relationship management. He has direct experience in all facets of Customer Information Systems, OT & IT, Regulatory and Security Compliance, Enterprise Resource Planning (ERP) systems, CX-UX, analytics, billing, IT and applications assessments. For business development, Bob is responsible for designing and executing business development activities in North America by positioning ISG services and capabilities. This role is in support of client CIO, CFO, CPO, CHRO, and Engineering operations stakeholders from advisory and strategy perspectives. For delivery of client engagements, Bob is responsible for the quality of client deliverables, client satisfaction, high-level client interaction, project status management and reporting, recommendation and implementation approach development and implementation management.

North Highland is a global consulting firm with a twist. We bring big ideas and challenge the norm. We work with our clients, not at them. We deliver value in a way that others cannot, through our seamlessly integrated offerings. Big public sector changes are all about efficiency. Workforce efficiency, services delivery efficiency, process efficiency.... Equipped with public sector industry leading best practices and a comprehensive library of tools, our team stands ready to accelerate workforces towards becoming more engaged, capable, and aligned with broader missions and strategies. Our solutions are based on the belief that satisfied people in clearly defined roles and with the right skills and capabilities drive business results.

Bob was a industry lead within ADP's HR-BPO team and worked collaboratively with geographic district sales managers to offer the best fit HR-BPO solutions at the best value to large government and education sector clients. Solution areas included human capital management, payroll, time and labor management, benefits management and related problem sets. In this effort, he orchestrates the positioning and delivery of high value solutions while, at the same time, adhering to complex public sector procurement rules and procedures.

Full spectrum technology services and outsourcing for what is now Atos and then ACS/Xerox's IT outsourcing business. Particular focus on leveraging technology solutions to reduce the cost of government while increasing citizen service. Primary target market was State and Local Government. Support IT Outsourcing and IT Services to the public sector nationally inclusive of solution visioning, sales, solutioning, partnerships, proposal and capture.

Advisory Consulting to start-up and existing organizations in terms of business development, market development, business plan development and execution. Workforce efficiency and supply chain consulting across multiple subject areas inclusive of sourcing, goods and services procurement, order management and invoicing/settlement.

Responsible of all areas of information technology team that included architecture and design, development, implementation, data center operations and the product management office. The multi-application offering was a SaaS technology implementation (multi-tenant single instance). It featured multi-language global customers and use cases. Production instances included both Windows/.Net and Java/Linux with extensive leveraging of SOA for customer integrations. Implemented the ITIL service delivery methodology to as a framework for service level management. ITIL was utilized in support in both management of product/service initiatives as well as customer satisfaction. Disciplines of ITIL particularly relevant to the then most critical issues facing the company were Availability Management, Change Management, Problem Management and Application Management. Additionally, during this time, had intermittent responsibility for product strategy and direction as well as customer service depending on specific company needs.

Responsibilities include product and company strategy with a particular focus on global growth. SaaS solution offering that addressed supply chain efficiency by supplementing an integrating with customer and supplier ERP processes. Core solution included strategic sourcing, e-procurement, supplier network, and invoice/pay. Additionally asked by the board of directors to lead efforts, with responsibility of reporting to a board subcommittee, that guide merger and acquistion strategy. In this effort, additionally coordinated efforts with company selected investment banker, CIBC.

Joined Pantellos in this role prior to its acquisition by Perfect Commerce. Product planning, inclusive of technology partnership management quickly evolved into strategic company integration planning and execution.

Lead a direct sales team in Eastern North America (Canada through Florida). This role was later expanded to add national responsibility for solutions sales to State and Local governments. Particularly focused on building and mentoring the sales team to embrace and exceed quota targets for solutions based sales. This was particularly critical as the company transistioned from licensed software sales into a solutions approach.