Friday, October 30, 2015

FTI Consulting (FCN) Q3 Earnings Fall Y/Y, Shares Plummet – Zacks.com

FTI Consulting, Inc. (FCN Analyst Report) reported third-quarter 2015 adjusted earnings of 53 cents per share, beating the Zacks Consensus Estimate of 52 cents. However, adjusted earnings compared unfavourably with the prior-year figure of 63 cents, reflecting a decrease of 15.9% year over year.

Investors were sorely disappointed with the company’s results, as shares plunged 23% in the trading session following the earnings release.

Adjusted net income came in at $22.2 million, down 13.6% year over year, hampered by top-line weakness in Technology and Economic Consulting segments. Adverse foreign currency translation impact further weighed on the company’s results.

Revenues for the quarter inched up 1% year over year to $455.5 million, and lagged the Zacks Consensus Estimate of $458 million. Notable growth in Corporate Finance/Restructuring and Strategic Communications practices was more than somewhat offset by top-line weakness in Technology and Economic Consulting segments.

Adjusted EBITDA for the quarter came in at $56.1 million, down 11.5% from $63.4 million in the prior-year quarter.

Segment Details

Corporate Finance/Restructuring segment revenues showed significant growth at $113.5 million, rising 13.4% year over year despite a 4.3% negative impact due to foreign currency translation. Enhanced demand for the distressed service offerings in North America. Adjusted EBITDA for the segment was $26.7 million, up 72.3% from the year-ago quarter.

Economic Consulting revenues continued to show sustained weak performance, falling 4.9% year over year to $114.5 million. Weakness in demand for the segment’s non-mergers and acquisitions (“M&A”) related financial economics and antitrust services and negative impact of foreign currency translation contributed to the feeble performance of the segment. Adjusted EBITDA came in at $16.7 million versus $18.4 million in the prior-year quarter, dragged down by lower utilization in the non-M&A related antitrust and financial economics practices.

Forensic and Litigation Consulting segment revenues fell 4.6% year over year to $116.2 million, dragged down by unfavourable FX translation effect. Revenue growth was hurt by soft demand in the global disputes and investigations practice, partially offset by strength in the financial and enterprise data analytics practice and success fees in the health solutions practice. Adjusted EBITDA for the segment plummeted 39.9% year over year to $13.4 million in the reported quarter, dragged down by the ramp up of hiring in certain core practices, weaker demand in the global disputes and investigations practices, and higher bad debt expenses compared to recoveries in the comparable period last year.

Technology segment moved toward weakness again after a feeble attempt at growth last quarter. Revenues declined 10.9% year over year to $55.6 million. The weak performance was led by a decline in consulting, while other services related to financial services and cross-border investigations also contributed to the contraction. Higher M&A-related “second request” work partially offset the decline. Adjusted EBITDA came in at $10.8 million, down from $17.8 million in the prior-year period. Lower utilization and realized pricing related to client mix and reduced licensing revenues led to the significant year-over-year decline in adjusted EBITDA.

Strategic Communications segment rebounded strongly after a dismal performance in the last quarter, as revenues increased 19.7% year over year to $55.7 million in the quarter, despite a 7% negative impact of foreign currency translation. Higher pass-through revenue and organic growth driven largely by higher M&A and public affairs project-based revenue in EMEA and North America were the primary drivers of the impressive growth. Also, an increase in higher priced project revenues, combined with improved staff leverage, led to a 31.8% year-over-year increase in adjusted EBITDA to $8.7 million.

Other Financial Aspects

At quarter-end, FTI Consulting had cash and cash equivalents of $105 million versus $178.8 million on Sep 30, 2014. Long-term debt (net of current portion) stood at $520 million, compared to $700 million as at Dec 31, 2015. Net cash provided by operating activities for the quarter amounted to $74 million, compared with $97.6 million in the prior year.

Guidance

The company revised its guidance for 2015 downward once again, and now expects adjusted earnings per share to lie in the range of $1.80–$1.95, compared with previous expectations of a range of $1.95–$2.15. Also, FTI Consulting expects its revenues for the year to lie between $1.74 billion and $1.78 billion, down from previous expectations of $1.75 billion to $1.85 billion.

FTI Consulting currently sports a Zacks Rank #2 (Buy). Other stocks in the consulting industry that are worth considering include CBIZ, Inc (CBZ Snapshot Report) and Navigant Consulting Inc (NCI Analyst Report), both sporting a Zacks Rank #1 (Strong Buy), along with Exponent Inc (EXPO Snapshot Report), carrying a Zacks Rank #2.

Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report >>

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CCI Consulting launches CCI Compass to help clients navigate benefits … – PR Newswire (press release)

CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology
CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology Facebook Twitter Pinterest

BLUE BELL, Pa., Oct. 29, 2015 /PRNewswire/ — CCI Consulting (formerly Career Concepts) the largest independently-owned human capital consulting firm in the Mid-Atlantic Region, is introducing a new business, CCI Compass. The new venture was created in response to client requests for help in managing the increasing complexities, additional regulations, and personal liability associated with insurance, employee benefits administration, and compliance.

CCI Compass transcends the role of the typical insurance broker. It will help organizations define and execute strategies to improve the cost effectiveness of employee benefits administration, manage complex compliance requirements, and leverage HR technology to achieve optimal efficiency and profitability.

Industry expert Evans Pancoast is President of CCI Compass.  He is a former U.S. Healthcare/Aetna broker manager, former Trion consultant and is Founder of Managed Care Consultants.  Managed Care Consultants (MCC) has been integrated with CCI Compass, providing immediate scale, resources and support for clients.  Combined, MCC and CCI Consulting have over 2,700 clients.  

As a highly respected human resources consulting firm, CCI Consulting brings deep expertise in compliance and risk mitigation. Sharon Imperiale, President of CCI Consulting, notes, “The Affordable Care Act (ACA), combined with additional federal, state and local regulations, is overwhelming human resources professionals. Unable to keep pace with the crisscrossing paperwork of benefits, payroll and compliance, they seek new ideas and strategies. They see the potential to save hundreds of thousands of dollars, but also the risk of six-figure penalties from the IRS.”

CCI Compass recognizes in the power of HR technology but believes the clients’ organizational structure, business processes, procedures and requirements should drive system selection.  Unlike other firms that are vested in selling their own systems, CCI Compass will review dozens of software solutions to select the right system or combination of solutions for the client, and blend them into a single, easy-to-use interface that makes benefits administration a breeze. HR departments can use the same interface to streamline onboarding and recruiting, learning management systems, time and attendance, and scheduling.

Evans Pancoast and his team have found that increased compliance obligations, regulations and reporting requirements are putting organizations at risk for significant ERISA and ACA penalties.  CCI Compass conducts ACA and ERISA audits with new clients and, according to Pancoast, “We discover ACA and ERISA violations in over 75% of new clients.  Most of these companies had been using large brokerage firms, but the support to do customized audits and proactive benefits strategizing was missing, so audits were not done on a regular basis or not done at all.”

About CCI Compass
The CCI Compass leadership team has been providing holistic employee benefits consulting for over 25 years. The team’s extensive knowledge and experience with benefits, compliance and HR technology helps clients achieve optimal efficiency and profitability. With CCI Compass as their partner, employers reduce program costs, mitigate risk by complying with regulations, promote a healthier workforce through education and wellness programs, and resolve employee advocacy and administrative challenges. Learn more at www.ccicompass.com.

About CCI Consulting
CCI Consulting provides personalized human capital management consulting to drive targeted business results. Founded in 1988, CCI Consulting is a woman-owned small business, and the largest privately-held human capital management consulting firm in the Delaware Valley, with local offices in Pennsylvania, New Jersey and Delaware. CCI provides global reach through its ownership in Career Partners International, a worldwide partnership of more than 70 talent management and career transition firms with nearly 300 offices in over 45 countries. Learn more at http://ift.tt/1Wndosr.

Contact:
Brian Clapp, Chief Operating Officer, CCI Consulting
610-941-4455

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SOURCE CCI Consulting

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Portfolio Evaluations, Proteus form U.S.-Canada consulting alliance – Pensions & Investments

Institutional investment consulting firms Portfolio Evaluations Inc. and Proteus have entered into a strategic alliance where PEI will provide its U.S. consulting expertise to Proteus’ clients and Proteus will provide its Canadian expertise to PEI’s clients.

“PEI will ensure Proteus’ Canadian clients (with U.S. operations) receive complete fiduciary protection, ERISA guidance and investment advice, and Proteus will provide PEI’s U.S.-based clients (with Canadian operations) similar consulting expertise,” PEI said in a news release.

By leveraging each other’s cross-border experience, PEI and Proteus will help existing clients and hopefully add new clients, a PEI spokesman said.

Warren, N.J.–based PEI has more than $50 billion in assets under advisement. Toronto-based Proteus has C$15 billion ($11.6 billion) in assets under advisement.

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FTI Consulting (FCN) Announces Quarterly Earnings Results, Misses Expectations … – Money Flow Index

FTI Consulting (FCN) announced its quarterly earnings results on Thursday, Oct-29-2015. The company reported $0.53 Earnings Per Share for the quarter, missing the analyst consensus estimate by $-0.01. Analyst had a consensus of $0.54 EPS. The company had revenue of $455.50 million for the quarter, compared to analysts expectations of $460.61 million.The company’s revenue was up 1.0% compared to the same quarter last year. During the same quarter in the previous year, FTI Consulting posted $0.63 EPS.

Currently the company Insiders own 0.91% of FTI Consulting, Inc. shares according to the proxy statements. Institutional Investors own 96.28% of FTI Consulting, Inc. shares. On a different note, The Company has disclosed insider buying and selling activities to the Securities Exchange, Klink Heather, officer (Acting General Counsel) of Fti Consulting Inc, unloaded 1,381 shares at an average price of $39.17 on May 7, 2015. The total amount of the transaction was worth $54,094, according to the disclosed information with the Securities and Exchange Commission in a Form 4 filing.

The company shares have rallied 18.62% from its 1 Year high price. On Oct 7, 2015, the shares registered one year high at $45.98 and the one year low was seen on Dec 12, 2014. The 50-Day Moving Average price is $43.15 and the 200 Day Moving Average price is recorded at $41.09.FTI Consulting, Inc. is up 6.08% in the last 3-month period. Year-to-Date the stock performance stands at 12.97%.”

FTI Consulting, Inc. (NYSE:FCN): The mean short term price target for FTI Consulting, Inc. (NYSE:FCN) has been established at $47.75 per share. The higher price target estimate is at $51 and the lower price target estimate is expected at $45 according to 4 Analyst. The stock price is expected to vary based on the estimate which is suggested by the standard deviation value of $3.2

FTI Consulting, Inc. (NYSE:FCN) witnessed a decline in the market cap on Tuesday as its shares dropped 1.16% or 0.51 points. After the session commenced at $44.01, the stock reached the higher end at $44.37 while it hit a low of $43.16. With the volume soaring to 182,147 shares, the last trade was called at $43.64. The company has a 52-week high of $45.98. The company has a market cap of $1,826 million and there are 41,840,581 shares in outstanding. The 52-week low of the share price is $34.28.

FTI Consulting, Inc. (FTI Consulting) is a global business advisory firm. FTI Consulting operates in five business segments: Corporate Finance/Restructuring; Forensic and Litigation Consulting; Economic Consulting; Technology; and Strategic Communications. It assists clients in addressing a range of business challenges, such as restructuring (including bankruptcy), financing and credit issues and indebtedness, interim business management, forensic accounting and litigation matters, international arbitrations, mergers and acquisitions, antitrust and competition matters, electronic discovery (e-discovery) management and retrieval of electronically stored information, reputation management and strategic communications. Effective March 19, 2013, the Company acquired C2 Group. In April 2013, it acquired Taylor Woodings. In May 2013, it announced that Compass Lexecon, LLC, a wholly owned subsidiary of FTI Consulting, Inc., has acquired Princeton Economics Group.

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Polaris Consulting Posts Profit of Rs. 47 Crore in Q2 – NDTV

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New Delhi: Polaris Consulting and Services, formerly known as Polaris Financial Technology, on Thursday reported a 3.6 per cent decline in net profit at Rs 47.34 crore for the July-September 2015 quarter.

The company had registered a net profit of Rs 49.15 crore for the corresponding period a year ago.

Income from software development, support and BPO services increased 9 per cent to Rs 517.67 crore in the quarter under review as against Rs 476.89 crore in the year-ago period, Polaris said in a statement.

Last year, IT services firm Polaris Financial Technology (Polaris FT) had carved out its products business into Intellect Design Arena.

Polaris FT later rebranded itself as Polaris Consulting and Services.

Americas contributed 52 per cent to the quarter’s revenues, while Europe and India accounted for 21 per cent and 8 per cent, respectively. The rest of the world accounted for 19 per cent. 

Cash and cash equivalents stood at Rs 294 crore, while total headcount (excluding BPO) was 7,648 at the end of September. 

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MOVES-BNP Paribas ex-boss Prot joins Boston Consulting – Reuters


What’s Next: Tomorrow’s Digital Life

Find out what’s in store for our digital-everything lives.

  • >

    Finding Cures in Early Research

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    Saving Species, By the Numbers

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Student leader profile: Isenberg Undergraduate Consulting Group president … – The Massachusetts Daily Collegian

Posted by Tanaya Asnani on Wednesday, November 30, -0001 · Leave a Comment 

Daily Collegian

(Daily Collegian)

Davies DeCesare-Fousek, a 21-year old Lincoln native, is a business administration major at the Isenberg School of Management. He’s passionate about creating a big impact within the crossroads of business and technology by demonstrating profound leadership.

DeCesare-Fousek is the president of the Isenberg Undergraduate Consulting Group and the founder of UMass AdLab, a student- run agency that develops and produces advertisements for RSOs and local businesses.

 

Tanaya Asnani: How are you involved on campus, especially being the president of the Isenberg Undergraduate Consulting Group and the founder of UMass AdLab?

Davies DeCesare-Fousek: So you come into school, and you’re into college, I think it’s really important to figure out what your passions are. And it is very crucial to your success. I believe that both groups have to be a platform to do that. The Isenberg Consulting Group and AdLab provides an opportunity for students to be on the platform, possess an exponential learning opportunity to explore their interests. A lot of students have specific career interests, in advertising and management consulting but there might not be a road map to achieve that. So, we really want to provide students an opportunity to explore those areas and provide a road map for them to do it efficiently.

TA: How did you initially get involved with both groups?

DDF: After my freshman year at UMass, I wasn’t really sure on what I wanted to do. So I saw the opportunity through the school of management to do a trip to one of the local advertising agencies in Boston. I went to this advertising agency and I was pretty infatuated with the culture and what they were doing. I went in and got the internship after freshman year.

I came back to UMass and saw a lot of students were looking into going for advertising in their junior and senior years but weren’t really able to get their foot in the door because of a lack of experience. They really didn’t understand the landscape and did not have connections. I created AdLab as a platform for students to get that exposure to advertising. I secured a partnership with the advertising agency I interned with because one of the senior vice presidents was an UMass alumni. Over the course of the semester, we conducted six seminars to kind of fill what we thought of as the advertising curriculum gap. With the business school in UMass and the communications program, there is a noticeable gap that is being filled slightly but there’s still the need for insights from professionals and the industry. So we made a curriculum to account for strategy and to cover management. The consulting group was founded on a similar premise but also focused heavily on giving back to the local community in a meaningful way because we saw that we had a lot of expertise from our internships and classwork that we could bring to help these local businesses.

 

TA: How does your involvement affect people on campus, and also the campus community?

DDF: We want to provide a bridge to careers and the consulting group also bridges the management and consulting careers. We love to donate to charities or help local businesses and we want to go beyond that. A good example of that is Mi Tierra, a local restaurant that had suffered a pretty tragic fire about two years ago. We got in touch and while they seemed to have new success at their new location, they’re still facing some operational challenges with their employee responsibilities. It had an impact on their bottom line and their services that they’re providing to customers and we saw a significant improvement through a donation of small funds that amounted to a lot.

TA: What are you currently working on through your roles?

DDF: There are some aspects of client confidentiality that we have to protect. We are working with a large local high end clothing manufacturer and distributor that is looking to expand their sales into the e-commerce space. With e-commerce there’s a lot of challenges in distribution, like providing the customer experience online and the need to market it properly. There’s a strategy that comes with that and figuring out how much they need to use and they’re seeking investors right now to fund that operation. So we are expanding to the e-commerce space and building a pitch for investors to raise a few hundred thousand dollars as capital.

Another project is with a local chain of fitness and outerwear outfitting. They’ve seen a lot of growth in the last couple of years and they’re facing a classic business paradox of the owners and the top level management being really involved in the day to day operations. At the end of the day, it is draining on their long term strategy to have management be involved in the day-to-day. So we really want to standardize their operations across their locations so that the delineation of responsibilities can be much clearer and remove non validated processes. It is called process reengineering and we’re helping them look at the overall market and where they fit in.

TA: What accomplishment are you most proud of?

DDF: I think working with the residential service desks was a very interesting project. That was an example of a very simple fix that had a huge impact. They had to ensure that every single and spare key is in place for every single room on campus. So, that process was done by student employees who worked part time and had to be done every day. The process they went through was very time consuming and resulted in a lot of mistakes. It was painful. We looked at it and did a kind of audit on the process and observed all the different residential service desks across campus and saw a number of inconsistencies. So we added essentially a color coded system to account for the number keys, sorted colors for the corresponding number of keys and then we offered a number of technological solutions to improve the speed at which they were going through binders. So that was a cool project which was very, very simple.

One of the more complex ones, I’d say was working with residential services. We worked with residential services to improve their winter housing switchover process. So, it results in them having to ensure that people have moved out of their rooms and those rooms are marked as available for people who might want to switch rooms. They were finding that due to a lack of communication, keys were not returned. So we virtually implemented a large access and multi-relational database to help them track all these changes that were occurring. That increased transparency.

TA: What do you think makes you uniquely a leader at UMass, on campus, in the position you are in right now?

DDF: I like to think that I have a healthy paranoia of losing the culture that we’ve created within the consulting group. I had a very hard time letting go of the AdLab but the new leadership is thriving and is on its way. The consulting group is something we’ve seen tremendous success for the past two years since I became involved about a year and a half ago. We work to improve each other and provide a lot of critical, on-the-spot honest feedback. The power of the group does not lie in one person, it really lies in the collective expertise. I spend a lot time with the group and clients and that helps to develop relationships and relationships are really important with the student groups. Student organizations have a very fickle nature. People graduate, people leave. Our demands of being a student are very volatile. They constantly change, so we’re really trying to create a culture where we’re able to work with that. We always have very high expectations of each other and we always make sure that we’re constantly improving. There’s always something that could be done better .

TA: Can you tell me a little bit about your hobbies, interests and what you enjoy doing for fun?

DDF: I really love the outdoors and one of the reasons I came to UMass was because of the Pioneer Valley. The Pioneer Valley is a great place for the outdoors. I enjoy spending time with my friends going out biking, hiking and kayaking. It provides an escape from my mind and all other obligations. I have done a few trips with the outdoor club, but sometimes I don’t like going with a group. I prefer going with a close group of friends but I think that is also awesome. I do enjoy cities. I don’t think I like New York. I used to be more of a gym goer but I think I prioritize other things. I love tech, just gadgets. I originally was a computer science major in my freshman year but I really liked the intersection of business and technology at the same time but I still love tinkering with stuff. I like making things efficient for my own life and that involves connecting two different technologies or different processes or making my to-do list sync up in a certain manner or using different scripts to do things. I love doing that.

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Consulting with stakeholders: Avoid the herd mentality – Staffing Industry Analysts

CWS 3.0: October 28, 2015

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Peter Reagan

Director, Contingent Workforce Strategies & Research, Europe and Asia Pacific

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A number of years ago, at the Contingent Workforce Strategies Summit in Amsterdam, I highlighted the importance of consulting with stakeholders during any change process, and in particular when thinking about implementing an MSP and/or VMS. The challenge was to put across my idea within 90 seconds, so it was key to deliver a takeaway that the audience would remember. To this end, I suggested that when the delegates thought about CWS (in truth meaning Contingent Workforce Strategies), that they also think of it in terms of “Consulting with Stakeholders.”

Recently, a colleague of mine introduced me to an experiment performed by Solomon Asch in the 1950s, which took the idea of consulting with stakeholders a little further — highlighting the importance of one-on-one discussions. The reason being that often, people are too heavily influenced by those around them and do not share their own opinions.

Asch’s experiment involved two separate cards. One card had a single vertical line. The second had three vertical lines of different lengths, labeled A, B and C. One of the three vertical lines on the second card was the same length as the single line on the first card.

Asch then placed eight people around a table. Participants 1 through 7 were privy to the experiment, while No. 8 had no idea what was going on.

The experiment was performed 18 times, each time with a different eighth person.

Three times, the first seven participants announced the correct letter unanimously, and participant No. 8 also announced the same letter.

Of the other 15 passes of the cards, the first seven all deliberately chose the wrong letter. Of those 15 times, No. 8 chose the wrong letter 11 times.

This is a fascinating demonstration of what we call “herd” behavior, where among a group of people, individuals tend to conform to the group rather than speak their own mind.

The takeaway is simple: When consulting with stakeholders, try to speak to them independently to better understand their real challenges and concerns. Recognizing these, and creating solutions that address more of your stakeholder needs, will significantly improve your change management success statistics.         

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Escambia County Awards Continuing Consulting Contracts – Florida Water Daily

Water-related items from the 10/22/2015 Escambia County meeting agenda:

Committee of the Whole Recommendation. Recommendation: That the Board take the following actions, as recommended by the Committee of Whole (C/W), at the October 15, 2015, C/W Workshop: A. Take the following actions concerning approval of the Accela Subscription (Hosted) Fee Agreements and implementing a $5 Construction Technology Fee on all permits issued from the Building Inspections Division and Development Services Department (C/W Item 4): (1) Approve, subject to Legal sign-off, the Subscription Agreements for Accela hosting of the Land Records Management System by Accela, Inc., per the terms and conditions Accela SOF Number: Q-04771, in the amount of $335,595.52; (2) Authorize the Chairman, subject to Legal sign-off, to sign the Accela Subscription (Hosting) Agreements and all related documents required to implement the migration from self-hosted to Accela hosted; (3) Authorize implementing a $5 Construction Technology Fee Surcharge for all permits issued by the Building Inspections Division and Development Services Department; and (4) Approve the effective date of December 1, 2015, for implementing of the $5 Construction Technology Fee Surcharge; B. Approve an Interlocal Agreement with the Emerald Cost Utilities Authority (ECUA) to include (C/W Item 5): (1) That the BCC will allow ECUA to utilize property at PLF (Perdido Landfill) for an interim recycling facility; (2) That ECUA will provide processing and transportation of up to 16,000 tons per year of processed organics for beneficial reuse and recycling to PLF; and (3) That ECUA will receive a reduction in tip fee to offset costs of organics processing; and C. Approve the scheduling of a Public Hearing to consider an Ordinance establishing the Local Option Sales Tax Economic Development Trust Fund (C/W Item 8). [More info]


Recommendation Concerning Professional Services as Governed by Florida Statute 287.055 – Biome Consulting Group, LLC – Claudia Simmons, Purchasing Manager, Office of Purchasing That the Board take the following action concerning PD 02-03.79, Professional Services as Governed by Florida Statute 287.055: A. Award and authorize the County Administrator to sign Task Order-Based Continuing Contract to Biome Consulting Group, LLC, a qualified engineering consulting firm, per PD 02-03.79, Professional Services as Governed by Florida Statute 287.055 (A&E Services), on a “Maximum Ceiling” basis fee schedule, as follows: Maximum Overhead – 168% Maximum Profit – 12% Maximum (Facility Cost of Capital Monies) FCCM – 1.50% Maximum Multiplier – 301% (providing no single item above is exceeded) Existing Hourly Rates for each firm (based on a audited or auditable financial package) B. Authorize the Department(s), in conjunction with the Office of Purchasing, to negotiate Task Orders, according to Florida Statute 287.055, “Consultants’ Competitive Negotiation Act” (A&E Services) on a project-by-project basis. [Funding: Funds to be budgeted for on an annual basis and Project basis] [More info]


Recommendation Concerning Professional Services as Governed by Florida Statute 287.055 – Infrastructure Engineers, Inc. – Claudia Simmons, Purchasing Manager, Office of Purchasing That the Board take the following action concerning PD 02-03.79, Professional Services as Governed by Florida Statute 287.055: A. Award and authorize the County Administrator to sign Task Order-Based Continuing Contract to Infrastructure Engineers, Inc., a qualified engineering consulting firm, per PD 02-03.79, Professional Services as Governed by Florida Statute 287.055 (A&E Services) on a “Maximum Ceiling” basis fee schedule, as follows: Maximum Overhead – 168% Maximum Profit – 12% Maximum (Facility Cost of Capital Monies) FCCM – 1.50% Maximum Multiplier – 301% (providing no single item above is exceeded) Existing Hourly Rates for each firm (based on a audited or auditable financial package) B. Authorize the Department(s), in conjunction with the Office of Purchasing, to negotiate Task Orders, according to Florida Statute 287.055, “Consultants’ Competitive Negotiation Act” (A&E Services) on a project-by-project basis. [Funding: Funds to be budgeted for on an annual basis and Project basis] [More info]


Recommendation Concerning a Tri-Party Grant Agreement (DEP Agreement S0832) with the Florida Department of Environmental Protection and Florida Fish and Wildlife Conservation Commission for the Deepwater Horizon Oil Spill Phase II Night Sky Retrofit Project – Keith T. Wilkins, Director, Department of Natural Resources Management That the Board take the following action concerning a Tri-Party State of Florida Grant Agreement (DEP Agreement S0832) with Florida Department of Environmental Protection (DEP) and Florida Fish and Wildlife Conservation Commission (FWC) for the Deepwater Horizon Oil Spill Phase II Night Sky Retrofit Project: A. Approve the Tri-Party State of Florida Grant Agreement with FWC and DEP (DEP Agreement No. S0832) for the Deepwater Horizon Oil Spill Phase II Night Sky Retrofit Project; and B. Authorize the Chairman to sign the Agreement and other future Agreement-related documents including no cost extensions, pending Legal review and approval, without further action from the Board. Note: The County Attorney’s Office has requested that the Board be made aware of the language, last sentence, in paragraph 26 (Page 8 of 9) of the Agreement: “Any action hereon or in connection herewith shall be brought in Leon County, Florida.” [Funding: Fund 118, Gulf Coast Restoration Fund, Cost Center to be determined at time of SBA in the amount of $37,510. There is no match requirement for Escambia County associated with this Agreement] [More info]


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Search for Metro general manager down to 2; decision could come soon – Washington Post


Commuters exit the Federal Center SW Metro station after service was suspended in August. (Amanda Voisard/For the Washington Post)
By Paul Duggan October 27 at 7:02 PM

Metro has narrowed its search for a new general manager to two candidates and, meanwhile, has hired a pair of consulting firms to begin an overhaul of the agency’s troubled financial and management systems, officials said Tuesday.

As Metro struggles to regain its footing after chronic subway failures and revelations of deep financial problems in recent months, the beleaguered transit authority appears to be just days from choosing its next chief executive, according to the top transportation officials in Maryland and Virginia.

“I know they’re close to making a decision,” Virginia Transportation Secretary Aubrey Layne said Tuesday. “I know there are two candidates. I don’t know who they are. But from where we stand, let’s hope there’s a decision very soon.”

Maryland Transportation Secretary Pete K. Rahn also said that the Metro board’s four-member executive committee has winnowed the field of applicants to two finalists. “I don’t know who those two are,” Rahn said.

He added: “They really have been keeping a tight lid on names. But I know that two people, in the not-too-distant future, will be presented to the full board for a final selection.”

Two other Washington-area transportation experts familiar with the search identified one of the finalists as Paul J. Wiedefeld, who was ousted in July as chief executive of Baltimore-Washington International Thurgood Marshall Airport.

Wiedefeld, who was BWI’s top official from 2002 to 2005, was chosen to head the Maryland Transit Administration in 2007 by then-Gov. Martin O’Malley (D). Wiedefeld returned to the BWI post in 2009, then was fired after Gov. Larry Hogan (R) took office this year.

Reached by phone Tuesday, Wiedefeld would not comment on whether he is a candidate for the Metro job. “I’m applying for lots of jobs,” he said.

The four members of the Metro board’s executive committee either did not return phone messages Tuesday or declined to discuss the search. The board said several months ago that its goal was to hire a new chief executive by November.

“Like Yogi Berra said, it’ll be over when it’s over,” said Metro board chairman Mortimer L. Downey, who also heads the executive committee. “My hope is to get it done soon. But I can’t guarantee it. When we get there, we’ll let people know.”

[Washington-area official want a change in culture at Metro.]

Meanwhile Tuesday, Metro announced it has hired two consulting firms — McKinsey & Company and Ernst & Young — at a cost of nearly $3 million to conduct a “top to bottom” review of the agency’s management and financial systems.

The firms will work jointly to develop a “strategic plan” for Metro to make significant changes in the way the agency operates the region’s trouble-plagued subway system and how it monitors revenue and spending, the transit agency said.

The review is aimed at creating “a blueprint to make Metro a better-run” transit system, Downey said in a statement.

“By identifying opportunities for efficiency and accountability, we will have a clear road map for the board and the new general manager that can move us forward toward a more reliable and more customer-responsive transit system,” Downey said.

The two firms will not be the only consultants working with Metro in coming months.

“At the board’s request, Metro is also issuing a [contract] solicitation for proposals for a strategic executive adviser,” the agency said. “The adviser will be charged with developing strategies for the board and the new general manager to implement key findings” by McKinsey & Company and Ernst & Young, with the goal “to make Metro more financially sustainable and work with the general manager to effect any restructuring.”

The bid-solicitation for the contract awarded to McKinsey & Company and Ernst & Young was issued in July, with Metro seeking help in analyzing “current business processes,” including “financial management, human resources, communications, information technology” and other functions.

Members of Metro’s board, who have been at odds for months over how best to restructure the agency, agreed in September to also seek a “strategic executive adviser” to help the transit agency overhaul its management and workplace culture, based on the eventual findings of McKinsey & Company and Ernst & Young.

[Metro will hire a restructuring specialist to help implement changes.]

Metro’s protracted search for a new general manager has been a bumpy process almost from the beginning, after former general manager Richard Sarles announced his impending retirement in September 2014. He left the agency in January.

The board initially was focused on hiring a traditional transit executive who is grounded in engineering and the day-to-day operation of a transportation agency. But the process collapsed in February amid revelations of significant financial problems in Metro and changes in top political leadership in Maryland and the District.

After they took office in January, Hogan and D.C. Mayor Muriel E. Bowser (D) made it clear that they wanted Metro’s next general manager to have a proven track record in financial management.

While Metro struggled with financial problems, it also had to deal with several major operational failures, including a fatal Jan. 12 incident in which a stalled train in a Yellow Line tunnel was engulfed in smoke from an electrical malfunction on the tracks. Scores of passengers were sickened, and one died of respiratory failure.

Amid those breakdowns, the administration of Virginia Gov. Terry McAuliffe (D) continued to maintain that the next general manager should be a transportation professional highly experienced in fostering a culture of safety.

Layne and Rahn said Tuesday that the Metro board’s eight voting members — two each representing the Maryland, Virginia, District and federal governments — agreed to focus on candidates with both financial and transportation experience when the aborted search process began anew during the spring.

The financial aspect is still paramount for Maryland.

“The ideal candidate would have some background in transportation as well as a financial background,” Rahn said. “That’s the ideal. The question is, when you get to the real world, who is interested? And what mix does that person bring? I’ve stressed I want both. But of the two, I guess I would say that a financial background is mandatory.”

The operational aspect remains most important for Virginia.

“Transit experience would be great, but it doesn’t have to be transit,” Layne said. “It has to be someone who has run a transportation organization — an aviation agency or an airport — some kind of organization where there is a day-to-day focus on passenger safety and the value of a strong safety culture.”

The two agreed on this:

“They’ve got to finish this process,” Layne said of the search. “It’s taken so long to reach a decision, and the delay pretty obviously has not been helpful to the organization.”

Lori Aratani contributed to this report.

Paul Duggan covers the Metro system and transportation issues for The Washington Post.

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FTI Consulting (FCN) Q3 Earnings Fall Y/Y, Shares Plummet – Zacks.com

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FTI Consulting, Inc. (FCN Analyst Report) reported third-quarter 2015 adjusted earnings of 53 cents per share, beating the Zacks Consensus Estimate of 52 cents. However, adjusted earnings compared unfavourably with the prior-year figure of 63 cents, reflecting a decrease of 15.9% year over year.

Investors were sorely disappointed with the company’s results, as shares plunged 23% in the trading session following the earnings release.

Adjusted net income came in at $22.2 million, down 13.6% year over year, hampered by top-line weakness in Technology and Economic Consulting segments. Adverse foreign currency translation impact further weighed on the company’s results.

Revenues for the quarter inched up 1% year over year to $455.5 million, and lagged the Zacks Consensus Estimate of $458 million. Notable growth in Corporate Finance/Restructuring and Strategic Communications practices was more than somewhat offset by top-line weakness in Technology and Economic Consulting segments.

Adjusted EBITDA for the quarter came in at $56.1 million, down 11.5% from $63.4 million in the prior-year quarter.

Segment Details

Corporate Finance/Restructuring segment revenues showed significant growth at $113.5 million, rising 13.4% year over year despite a 4.3% negative impact due to foreign currency translation. Enhanced demand for the distressed service offerings in North America. Adjusted EBITDA for the segment was $26.7 million, up 72.3% from the year-ago quarter.

Economic Consulting revenues continued to show sustained weak performance, falling 4.9% year over year to $114.5 million. Weakness in demand for the segment’s non-mergers and acquisitions (“M&A”) related financial economics and antitrust services and negative impact of foreign currency translation contributed to the feeble performance of the segment. Adjusted EBITDA came in at $16.7 million versus $18.4 million in the prior-year quarter, dragged down by lower utilization in the non-M&A related antitrust and financial economics practices.

Forensic and Litigation Consulting segment revenues fell 4.6% year over year to $116.2 million, dragged down by unfavourable FX translation effect. Revenue growth was hurt by soft demand in the global disputes and investigations practice, partially offset by strength in the financial and enterprise data analytics practice and success fees in the health solutions practice. Adjusted EBITDA for the segment plummeted 39.9% year over year to $13.4 million in the reported quarter, dragged down by the ramp up of hiring in certain core practices, weaker demand in the global disputes and investigations practices, and higher bad debt expenses compared to recoveries in the comparable period last year.

Technology segment moved toward weakness again after a feeble attempt at growth last quarter. Revenues declined 10.9% year over year to $55.6 million. The weak performance was led by a decline in consulting, while other services related to financial services and cross-border investigations also contributed to the contraction. Higher M&A-related “second request” work partially offset the decline. Adjusted EBITDA came in at $10.8 million, down from $17.8 million in the prior-year period. Lower utilization and realized pricing related to client mix and reduced licensing revenues led to the significant year-over-year decline in adjusted EBITDA.

Strategic Communications segment rebounded strongly after a dismal performance in the last quarter, as revenues increased 19.7% year over year to $55.7 million in the quarter, despite a 7% negative impact of foreign currency translation. Higher pass-through revenue and organic growth driven largely by higher M&A and public affairs project-based revenue in EMEA and North America were the primary drivers of the impressive growth. Also, an increase in higher priced project revenues, combined with improved staff leverage, led to a 31.8% year-over-year increase in adjusted EBITDA to $8.7 million.

Other Financial Aspects

At quarter-end, FTI Consulting had cash and cash equivalents of $105 million versus $178.8 million on Sep 30, 2014. Long-term debt (net of current portion) stood at $520 million, compared to $700 million as at Dec 31, 2015. Net cash provided by operating activities for the quarter amounted to $74 million, compared with $97.6 million in the prior year.

Guidance

The company revised its guidance for 2015 downward once again, and now expects adjusted earnings per share to lie in the range of $1.80–$1.95, compared with previous expectations of a range of $1.95–$2.15. Also, FTI Consulting expects its revenues for the year to lie between $1.74 billion and $1.78 billion, down from previous expectations of $1.75 billion to $1.85 billion.

FTI Consulting currently sports a Zacks Rank #2 (Buy). Other stocks in the consulting industry that are worth considering include CBIZ, Inc (CBZ Snapshot Report) and Navigant Consulting Inc (NCI Analyst Report), both sporting a Zacks Rank #1 (Strong Buy), along with Exponent Inc (EXPO Snapshot Report), carrying a Zacks Rank #2.

Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report >>

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CCI Consulting launches CCI Compass to help clients navigate benefits … – PR Newswire (press release)

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CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology
CCI Consulting launches CCI Compass to help clients navigate benefits, compliance and HR technology Facebook Twitter Pinterest

BLUE BELL, Pa., Oct. 29, 2015 /PRNewswire/ — CCI Consulting (formerly Career Concepts) the largest independently-owned human capital consulting firm in the Mid-Atlantic Region, is introducing a new business, CCI Compass. The new venture was created in response to client requests for help in managing the increasing complexities, additional regulations, and personal liability associated with insurance, employee benefits administration, and compliance.

CCI Compass transcends the role of the typical insurance broker. It will help organizations define and execute strategies to improve the cost effectiveness of employee benefits administration, manage complex compliance requirements, and leverage HR technology to achieve optimal efficiency and profitability.

Industry expert Evans Pancoast is President of CCI Compass.  He is a former U.S. Healthcare/Aetna broker manager, former Trion consultant and is Founder of Managed Care Consultants.  Managed Care Consultants (MCC) has been integrated with CCI Compass, providing immediate scale, resources and support for clients.  Combined, MCC and CCI Consulting have over 2,700 clients.  

As a highly respected human resources consulting firm, CCI Consulting brings deep expertise in compliance and risk mitigation. Sharon Imperiale, President of CCI Consulting, notes, “The Affordable Care Act (ACA), combined with additional federal, state and local regulations, is overwhelming human resources professionals. Unable to keep pace with the crisscrossing paperwork of benefits, payroll and compliance, they seek new ideas and strategies. They see the potential to save hundreds of thousands of dollars, but also the risk of six-figure penalties from the IRS.”

CCI Compass recognizes in the power of HR technology but believes the clients’ organizational structure, business processes, procedures and requirements should drive system selection.  Unlike other firms that are vested in selling their own systems, CCI Compass will review dozens of software solutions to select the right system or combination of solutions for the client, and blend them into a single, easy-to-use interface that makes benefits administration a breeze. HR departments can use the same interface to streamline onboarding and recruiting, learning management systems, time and attendance, and scheduling.

Evans Pancoast and his team have found that increased compliance obligations, regulations and reporting requirements are putting organizations at risk for significant ERISA and ACA penalties.  CCI Compass conducts ACA and ERISA audits with new clients and, according to Pancoast, “We discover ACA and ERISA violations in over 75% of new clients.  Most of these companies had been using large brokerage firms, but the support to do customized audits and proactive benefits strategizing was missing, so audits were not done on a regular basis or not done at all.”

About CCI Compass
The CCI Compass leadership team has been providing holistic employee benefits consulting for over 25 years. The team’s extensive knowledge and experience with benefits, compliance and HR technology helps clients achieve optimal efficiency and profitability. With CCI Compass as their partner, employers reduce program costs, mitigate risk by complying with regulations, promote a healthier workforce through education and wellness programs, and resolve employee advocacy and administrative challenges. Learn more at www.ccicompass.com.

About CCI Consulting
CCI Consulting provides personalized human capital management consulting to drive targeted business results. Founded in 1988, CCI Consulting is a woman-owned small business, and the largest privately-held human capital management consulting firm in the Delaware Valley, with local offices in Pennsylvania, New Jersey and Delaware. CCI provides global reach through its ownership in Career Partners International, a worldwide partnership of more than 70 talent management and career transition firms with nearly 300 offices in over 45 countries. Learn more at http://ift.tt/1Wndosr.

Contact:
Brian Clapp, Chief Operating Officer, CCI Consulting
610-941-4455

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Thursday, October 29, 2015

Portfolio Evaluations, Proteus form U.S.-Canada consulting alliance – Pensions & Investments

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Institutional investment consulting firms Portfolio Evaluations Inc. and Proteus have entered into a strategic alliance where PEI will provide its U.S. consulting expertise to Proteus’ clients and Proteus will provide its Canadian expertise to PEI’s clients.

“PEI will ensure Proteus’ Canadian clients (with U.S. operations) receive complete fiduciary protection, ERISA guidance and investment advice, and Proteus will provide PEI’s U.S.-based clients (with Canadian operations) similar consulting expertise,” PEI said in a news release.

By leveraging each other’s cross-border experience, PEI and Proteus will help existing clients and hopefully add new clients, a PEI spokesman said.

Warren, N.J.–based PEI has more than $50 billion in assets under advisement. Toronto-based Proteus has C$15 billion ($11.6 billion) in assets under advisement.

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FTI Consulting (FCN) Announces Quarterly Earnings Results, Misses Expectations … – Money Flow Index

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FTI Consulting (FCN) announced its quarterly earnings results on Thursday, Oct-29-2015. The company reported $0.53 Earnings Per Share for the quarter, missing the analyst consensus estimate by $-0.01. Analyst had a consensus of $0.54 EPS. The company had revenue of $455.50 million for the quarter, compared to analysts expectations of $460.61 million.The company’s revenue was up 1.0% compared to the same quarter last year. During the same quarter in the previous year, FTI Consulting posted $0.63 EPS.

Currently the company Insiders own 0.91% of FTI Consulting, Inc. shares according to the proxy statements. Institutional Investors own 96.28% of FTI Consulting, Inc. shares. On a different note, The Company has disclosed insider buying and selling activities to the Securities Exchange, Klink Heather, officer (Acting General Counsel) of Fti Consulting Inc, unloaded 1,381 shares at an average price of $39.17 on May 7, 2015. The total amount of the transaction was worth $54,094, according to the disclosed information with the Securities and Exchange Commission in a Form 4 filing.

The company shares have rallied 18.62% from its 1 Year high price. On Oct 7, 2015, the shares registered one year high at $45.98 and the one year low was seen on Dec 12, 2014. The 50-Day Moving Average price is $43.15 and the 200 Day Moving Average price is recorded at $41.09.FTI Consulting, Inc. is up 6.08% in the last 3-month period. Year-to-Date the stock performance stands at 12.97%.”

FTI Consulting, Inc. (NYSE:FCN): The mean short term price target for FTI Consulting, Inc. (NYSE:FCN) has been established at $47.75 per share. The higher price target estimate is at $51 and the lower price target estimate is expected at $45 according to 4 Analyst. The stock price is expected to vary based on the estimate which is suggested by the standard deviation value of $3.2

FTI Consulting, Inc. (NYSE:FCN) witnessed a decline in the market cap on Tuesday as its shares dropped 1.16% or 0.51 points. After the session commenced at $44.01, the stock reached the higher end at $44.37 while it hit a low of $43.16. With the volume soaring to 182,147 shares, the last trade was called at $43.64. The company has a 52-week high of $45.98. The company has a market cap of $1,826 million and there are 41,840,581 shares in outstanding. The 52-week low of the share price is $34.28.

FTI Consulting, Inc. (FTI Consulting) is a global business advisory firm. FTI Consulting operates in five business segments: Corporate Finance/Restructuring; Forensic and Litigation Consulting; Economic Consulting; Technology; and Strategic Communications. It assists clients in addressing a range of business challenges, such as restructuring (including bankruptcy), financing and credit issues and indebtedness, interim business management, forensic accounting and litigation matters, international arbitrations, mergers and acquisitions, antitrust and competition matters, electronic discovery (e-discovery) management and retrieval of electronically stored information, reputation management and strategic communications. Effective March 19, 2013, the Company acquired C2 Group. In April 2013, it acquired Taylor Woodings. In May 2013, it announced that Compass Lexecon, LLC, a wholly owned subsidiary of FTI Consulting, Inc., has acquired Princeton Economics Group.

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Polaris Consulting Posts Profit of Rs. 47 Crore in Q2 – NDTV

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New Delhi: Polaris Consulting and Services, formerly known as Polaris Financial Technology, on Thursday reported a 3.6 per cent decline in net profit at Rs 47.34 crore for the July-September 2015 quarter.

The company had registered a net profit of Rs 49.15 crore for the corresponding period a year ago.

Income from software development, support and BPO services increased 9 per cent to Rs 517.67 crore in the quarter under review as against Rs 476.89 crore in the year-ago period, Polaris said in a statement.

Last year, IT services firm Polaris Financial Technology (Polaris FT) had carved out its products business into Intellect Design Arena.

Polaris FT later rebranded itself as Polaris Consulting and Services.

Americas contributed 52 per cent to the quarter’s revenues, while Europe and India accounted for 21 per cent and 8 per cent, respectively. The rest of the world accounted for 19 per cent. 

Cash and cash equivalents stood at Rs 294 crore, while total headcount (excluding BPO) was 7,648 at the end of September. 

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MOVES-BNP Paribas ex-boss Prot joins Boston Consulting – Reuters

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What’s Next: Tomorrow’s Digital Life

Find out what’s in store for our digital-everything lives.

  • >

    Finding Cures in Early Research

  • >

    Saving Species, By the Numbers

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Student leader profile: Isenberg Undergraduate Consulting Group president … – The Massachusetts Daily Collegian

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Posted by Tanaya Asnani on Wednesday, November 30, -0001 · Leave a Comment 

Daily Collegian

(Daily Collegian)

Davies DeCesare-Fousek, a 21-year old Lincoln native, is a business administration major at the Isenberg School of Management. He’s passionate about creating a big impact within the crossroads of business and technology by demonstrating profound leadership.

DeCesare-Fousek is the president of the Isenberg Undergraduate Consulting Group and the founder of UMass AdLab, a student- run agency that develops and produces advertisements for RSOs and local businesses.

 

Tanaya Asnani: How are you involved on campus, especially being the president of the Isenberg Undergraduate Consulting Group and the founder of UMass AdLab?

Davies DeCesare-Fousek: So you come into school, and you’re into college, I think it’s really important to figure out what your passions are. And it is very crucial to your success. I believe that both groups have to be a platform to do that. The Isenberg Consulting Group and AdLab provides an opportunity for students to be on the platform, possess an exponential learning opportunity to explore their interests. A lot of students have specific career interests, in advertising and management consulting but there might not be a road map to achieve that. So, we really want to provide students an opportunity to explore those areas and provide a road map for them to do it efficiently.

TA: How did you initially get involved with both groups?

DDF: After my freshman year at UMass, I wasn’t really sure on what I wanted to do. So I saw the opportunity through the school of management to do a trip to one of the local advertising agencies in Boston. I went to this advertising agency and I was pretty infatuated with the culture and what they were doing. I went in and got the internship after freshman year.

I came back to UMass and saw a lot of students were looking into going for advertising in their junior and senior years but weren’t really able to get their foot in the door because of a lack of experience. They really didn’t understand the landscape and did not have connections. I created AdLab as a platform for students to get that exposure to advertising. I secured a partnership with the advertising agency I interned with because one of the senior vice presidents was an UMass alumni. Over the course of the semester, we conducted six seminars to kind of fill what we thought of as the advertising curriculum gap. With the business school in UMass and the communications program, there is a noticeable gap that is being filled slightly but there’s still the need for insights from professionals and the industry. So we made a curriculum to account for strategy and to cover management. The consulting group was founded on a similar premise but also focused heavily on giving back to the local community in a meaningful way because we saw that we had a lot of expertise from our internships and classwork that we could bring to help these local businesses.

 

TA: How does your involvement affect people on campus, and also the campus community?

DDF: We want to provide a bridge to careers and the consulting group also bridges the management and consulting careers. We love to donate to charities or help local businesses and we want to go beyond that. A good example of that is Mi Tierra, a local restaurant that had suffered a pretty tragic fire about two years ago. We got in touch and while they seemed to have new success at their new location, they’re still facing some operational challenges with their employee responsibilities. It had an impact on their bottom line and their services that they’re providing to customers and we saw a significant improvement through a donation of small funds that amounted to a lot.

TA: What are you currently working on through your roles?

DDF: There are some aspects of client confidentiality that we have to protect. We are working with a large local high end clothing manufacturer and distributor that is looking to expand their sales into the e-commerce space. With e-commerce there’s a lot of challenges in distribution, like providing the customer experience online and the need to market it properly. There’s a strategy that comes with that and figuring out how much they need to use and they’re seeking investors right now to fund that operation. So we are expanding to the e-commerce space and building a pitch for investors to raise a few hundred thousand dollars as capital.

Another project is with a local chain of fitness and outerwear outfitting. They’ve seen a lot of growth in the last couple of years and they’re facing a classic business paradox of the owners and the top level management being really involved in the day to day operations. At the end of the day, it is draining on their long term strategy to have management be involved in the day-to-day. So we really want to standardize their operations across their locations so that the delineation of responsibilities can be much clearer and remove non validated processes. It is called process reengineering and we’re helping them look at the overall market and where they fit in.

TA: What accomplishment are you most proud of?

DDF: I think working with the residential service desks was a very interesting project. That was an example of a very simple fix that had a huge impact. They had to ensure that every single and spare key is in place for every single room on campus. So, that process was done by student employees who worked part time and had to be done every day. The process they went through was very time consuming and resulted in a lot of mistakes. It was painful. We looked at it and did a kind of audit on the process and observed all the different residential service desks across campus and saw a number of inconsistencies. So we added essentially a color coded system to account for the number keys, sorted colors for the corresponding number of keys and then we offered a number of technological solutions to improve the speed at which they were going through binders. So that was a cool project which was very, very simple.

One of the more complex ones, I’d say was working with residential services. We worked with residential services to improve their winter housing switchover process. So, it results in them having to ensure that people have moved out of their rooms and those rooms are marked as available for people who might want to switch rooms. They were finding that due to a lack of communication, keys were not returned. So we virtually implemented a large access and multi-relational database to help them track all these changes that were occurring. That increased transparency.

TA: What do you think makes you uniquely a leader at UMass, on campus, in the position you are in right now?

DDF: I like to think that I have a healthy paranoia of losing the culture that we’ve created within the consulting group. I had a very hard time letting go of the AdLab but the new leadership is thriving and is on its way. The consulting group is something we’ve seen tremendous success for the past two years since I became involved about a year and a half ago. We work to improve each other and provide a lot of critical, on-the-spot honest feedback. The power of the group does not lie in one person, it really lies in the collective expertise. I spend a lot time with the group and clients and that helps to develop relationships and relationships are really important with the student groups. Student organizations have a very fickle nature. People graduate, people leave. Our demands of being a student are very volatile. They constantly change, so we’re really trying to create a culture where we’re able to work with that. We always have very high expectations of each other and we always make sure that we’re constantly improving. There’s always something that could be done better .

TA: Can you tell me a little bit about your hobbies, interests and what you enjoy doing for fun?

DDF: I really love the outdoors and one of the reasons I came to UMass was because of the Pioneer Valley. The Pioneer Valley is a great place for the outdoors. I enjoy spending time with my friends going out biking, hiking and kayaking. It provides an escape from my mind and all other obligations. I have done a few trips with the outdoor club, but sometimes I don’t like going with a group. I prefer going with a close group of friends but I think that is also awesome. I do enjoy cities. I don’t think I like New York. I used to be more of a gym goer but I think I prioritize other things. I love tech, just gadgets. I originally was a computer science major in my freshman year but I really liked the intersection of business and technology at the same time but I still love tinkering with stuff. I like making things efficient for my own life and that involves connecting two different technologies or different processes or making my to-do list sync up in a certain manner or using different scripts to do things. I love doing that.

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