William E. Dickenson
5140 Rockwood Parkway, NW
Washington, DC 20016 william.dickenson48@gmail.com
Tel (202) 365-4880
Fax (202) 363-8139
Employment
 Navigant Consulting, Inc.
 INTECAP, INC.
 Cornerstone Research
 Hagler Bailly, INC.
 Putnam, Hayes & Bartlett, Inc.
 Dickenson, O’Brien & Associates
 Tennessee Valley Authority
Education and Professional
 M.B.A. in Management Science,
1975 University of Tennessee
 B.S. in Aerospace Engineering,
1970 University of Tennessee
2005-2013: Executive Managing Director for Navigant Consulting,
Inc., and head of the Energy Practice. Member of Navigant’s
Executive and Operating Committees. Scope of Responsibility: $110 million Practice with 360 employees. Public Company (NYSE:NCI) $745 million with 1,900 consultants.
 Recruited by President and CEO to perform turn-around analysis of the Energy Practice starting July of 2005. Joined
Navigant Consulting in December 2005 as Head of the Energy
Practice. Assumed role of Executive Managing Director of the
North American Consulting Operations in 2007. Responsible for the Business, Financial & Operations Advisory & Disputes,
Investigations & Regulatory segments. Remained the head of the Energy Practice throughout and returned to focus primarily on the Energy Practice in 2009.
 Grew Energy Practice revenues by over 80% during 2005-2013.
 Grew Energy Practice profits by over 90% during the eight-year period.
 Grew practice to 360 consultants.
 Authored Energy and Environment Blogs by the invitation of the National Journal.
 Attended the Aspen Institute Forum on Energy and the
Environment in Aspen, Colorado. Co-chaired the forum in 2013, and over the years chaired various sessions. Conference attended by CEO’s and Government Officials by invitation.
 In concert with the Dentons law firm, co-founded and co-chaired the Summer Energy Outlook meetings, Washington, DC.

William E. Dickenson
2002-2004: President and Chief Executive Officer for INTECAP, INC.
Scope of Responsibility: $58 million, 8 office consulting firm, 200 employees, privately held, sold for $85 million.
 Recruited by a large mid-western private equity firm to turn around situation.
 Implemented a new compensation system for all employees, reviewed and implemented new benefit package, closed underperforming offices and pursued acquisition opportunities.
Revised compensation system resulted in top line revenue growth of approximately 22%.
 Negotiated the sale of INTECAP to a public company in the same market segment ahead of schedule. Company was sold for full market value on a comparable basis, which represented an increase in valuation of approximately 70% over the eighteen-month period.
2000-2002: Managing Director, Cornerstone Research Scope of responsibility: Management and litigation consulting
 Provided senior management with strategic practice and operational advice for this growing management consulting firm.
 Provided initial focus and guidance for firm’s startup utility and energy practice and the
Washington Office.
 Managed a large international trade case on behalf of the foreign lumber products industry.
1999-2000: President and Chief Executive Officer, Hagler Bailly, Inc. Scope of Responsibility: $180 million, 21 office consulting firm, 10 countries & 800 employees, publicly traded on the NASDAQ exchange.
 Directed all aspects of the daily operations of the business.
 Spearheaded an aggressive operations, revenue and profit improvement program to strengthen competitive market position and maximize shareholder value. Cut operating costs by 20%.
 Directed the acquisition and integration processes for several domestic and international operations valued at $60 million.
 Directed shareholder and investor relations.
 Directed the sale of the firm to a private UK based company, which took company private.
1998-1999: Executive Vice President and Chief Operating Officer, Hagler Bailly, Inc.
 Streamlined, improved and updated the accounting and financial systems.
 Merged several new profitable practices into the firm.
2

William E. Dickenson
1992-1998: President and Chief Executive Officer, Putnam, Hayes & Bartlett, Inc. Scope of
Responsibility: $68 million, 9 office consulting firm, 4 countries and 280 employees, privately held.
 Led all aspects of the daily operations of the business.
 Led the organization through period of declining operations into profitability through complete restructuring of the company.
 Company became the largest privately held utility consulting firm in North America.
 Merged private companies into PHB before public status.
 Lead the merger and integration of the private company model into the public company.
1983-1992: Managing Director, Putnam, Hayes & Bartlett, Inc. Scope of Responsibility: Managed the firm’s international litigation consulting practice. Reported to CEO. Managed a staff of 100 in the development and implementation of all strategic planning and marketing. Accountable for budgets in excess of $20 million annually.
 For a fortune 50 consumer products firm : Assisted corporate management and outside counsel with their defense against the largest patent damage claim in U.S. history. Resulting in mitigation of damage award to client of only $900 million.
 In the semiconductor industry: Supported seven plaintiffs in their antitrust counterclaim against a major manufacturer of microcomputers. This was the last of the per se tying cases tried in the Ninth Circuit Federal Court.
 In the telecommunications industry: On behalf of an alternative long distance service provider, involved in litigation, created a demand model for private line services for the U.S. market.
Additionally, created a simulation model of the company from inception into the future assuming no interference from the incumbent long distance carrier. The model was subsequently used by the incumbent carrier for demand forecasting.
 On behalf of the major U.S. railroads: Supervised the development of liability and damages evidence in their defense against antitrust violations alleged by a coal slurry pipeline project in the early stages of development. Largest private antitrust case brought with damages totaling $13.5 billion before trebling.
 For a provider of satellite communications services: Conducted a market analysis of the competitive impact of the installation of fiber optic transoceanic cable. Results presented to the Board of Directors and senior management for strategic decision-making purposes concerning future investment in new technology satellites.
1977-1983: President and Co-Founder, Dickenson, O’Brien, & Associates Scope of Responsibility:
Specialized in large antitrust, securities and commercial damages litigation.
 Built new venture from concept to highly reputable firm renowned for its expertise in the conceptualization, calculation, and presentation of antitrust damages
3

William E. Dickenson
 Assisted a preeminent international manufacturer of computers and peripherals in its defense in three separate antitrust matters involving attempted monopolization, restraint of trade, price fixing and conspiracy charges. Managed-teams of in-house and out-house lawyers and experts.
 Grew business from $0 to $14 million and guided merger with national firm.
1970-1977: Tennessee Valley Authority Scope of Responsibility: Budget analysis, energy conservation, and engineering.
 Created first energy conservationist position. Budget examiner for largest operating entity.
Strategic planning, system design and implementation.
 Field engineer for power construction division.
4