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CORPORATE SERVICES AND MANAGEMENT

With experience filling the entire range of C-Suite executive roles, FEP’s professionals provide the following management solutions: 
 
INTERIM MANAGEMENT SERVICES

 

FEP professionals have served in executive roles for many large companies, including manufacturing companies, commodities companies, independent power producers and more. With experience as CEOs, CFOs, COOs, CROs and other executive responsibilities, FEP can assist you with transition management, interim management and long-term service solutions.

 

FEP professionals have functioned in the following roles:

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  • Chief Executive Officer

  • Chief Operating Officer

  • Chief Financial Officer

  • Chief Commercial Officer

  • Chief Risk Officer

  • General Manager of Water, Wastewater, Gas and Electric Utilities

  • Director of Operations and Maintenance

  • Director of Engineering

 

Clients have outsourced specific functions to FEP, including:

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  • Commodity Purchasing

  • Risk Management and Oversight

  • Technical Services

  • Forecasting

  • Finance and Planning

  • Bonus and Incentive Compensation Planning

 

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INTERIM MANAGEMENT
RISK MANAGEMENT

 

Filsinger Energy Partners can evaluate and ascertain whether a risk is material and/or manageable for your company, and we can assist in deriving strategies and objectives on how to evaluate, manage, mitigate or operate with specified and desired levels of risk.

 

FEP believes in a holistic approach to risk management. We evaluate the underlying positions created by complex hard assets, complicated contracts, financial derivatives, simple swaps and other events within the same framework to better understand the risk interrelationships that exist in the portfolio, ensuring that the resulting net risk position has been evaluated in a consistent manner.

 

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RISK MANAGEMENT
INTEGRATED RESOURCE PLANNING

 

Filsinger Energy Partners has the expertise, custom analysis tools and industry insights to create a thorough, actionable IRP for your utility and stakeholders.

 

In today’s world, the traditional demand for reliable power supplies has been complicated by the need for sustainability through renewables, a renewed focus on conservation, increasing distributed generation and stricter environmental compliance regulations. Utilities are expected to create long-range Integrated Resource Plans (IRP) that consider these complex factors.

 

IRPs are further complicated by the expectations of different stakeholders, including:

 

  • Customers who want low-cost, reliable and environmentally friendly power

  • Creditors who want certainty of cash flows and debt coverage

  • Equity groups that want some surety of a fair rate-of-return

 

The FEP IRP Process Includes:

 

  • Stakeholder input 

  • Load forecast

  • Demand-side management and energy efficiency opportunities

  • Demand response programs and the impact of innovative rate structures

  • The impact of Smart Grid technologies

  • Existing Resource review, including:

    • Fuel mix

    • Locational value

    • Condition and economic life

    • Environmental compliance and sustainability

    • Potential for retrofits

    • Potential for retirement

    • Brownfield development options

  • Future supply-side resources

    • Renewable energy options (wind/solar/wave technologies)

    • Gas-fired technologies (advanced turbines for combined-cycle and peaking applications)

    • LNG/CNG options

    • Fuel availability

  • System-wide environmental compliance

  • Fuel availability/deliverability and diversity

 

Our process ends with a user-friendly, actionable IRP report so that all of a client’s stakeholders can easily digest the information and reach agreement quickly.

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INTEGRATED RESOURCE
COMPENSATION METRICS

 

Filsinger Energy Partners has significant experience in helping companies to develop, assess and defend their employee compensation plans, including executive long-term bonus incentive programs, annual incentive plans (AIPs), key employee incentive plans, commercial incentive plans and safety incentive plans.

 

Increased market competitiveness and public and shareholder scrutiny, among other things, have led to a paradigm shift in the way that companies build their executive and staff compensation plans. Companies that incentivize their executives with bonuses must develop those plans upon a foundation of quantifiable metrics of success.

 

In reviewing and developing key metrics, FEP compares a company against its peers in the industry, competitiveness in the marketplace and analyzes historical performance, in addition to other benchmark considerations. Our team also assesses the expenditures against the performance of the company and the condition of the assets.

 

FEP has experience in the boardroom and the courtroom that enables us to successfully guide clients through the potential pitfalls commonly associated with executive bonus plans.

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COMPENSATIN METRICS
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