System Implementation RFP Response

System implementation
services for replacement

of legacy system
Supplemental response to [CLIENT]
_
January 13, 2020

[NAME]
Project Teton Advisor
[CLIENT SUBSIDIARY]
[ADDRESS]
January 13, 2020
Dear [NAME],
[CLIENT] is ready to take a big step forward in Project Teton. By undergoing a systems implementation to replace your
aging legacy system, you’re doing just that. Your transformation needs to modernize [CLIENT]’ technology and processes,
provide access to real-time data, and solidify your status as an insight-driven business — all while mitigating risk and
building a flexible foundation for future growth.
Your new solutions can do this, and more, as long as you have the right advisor to work with you, support you, and help you
drive your transformational journey. PwC is that advisor.
We have supported [CLIENT] and gotten to know your vision, business, and people. We know where you are now and
where you want to be. But most importantly, we know how to get you there. Here’s how we’ll get there, together:
● An understanding of your goals and objectives — flexibility, stability, and competitive advantage — and the right
people, tools, and strategy to help you achieve them.
● A team with diverse capabilities, strong functional and technical experience in the midstream energy
domain, and valuable perspectives to help you challenge the status quo, asking and answering the tough
questions.
● Change that sticks through our people-centric change management approach, focusing on business user
adoption, training, and communication — equipping your people to successfully navigate Project Teton and the
future.
● A full-service firm, including unparalleled assurance, controls, tax, and Transportation & Logistics practices to
guide you, scale when necessary, and a true business advisor that will take on and manage the risk that comes
with complex projects.
At the end of the day, this project centers around your future. It’s about redefining how your organization will do their job and
creating the capabilities to serve your diverse customer base. It’s personal to us, too. You can depend on PwC to help you
drive into the future with confidence. Please contact me with any questions regarding our submission. We look forward to
discussing our proposal — and the lasting change we can create together — with you in more detail.
Sincerely,
[SIGNATURE [SIGNATURE
REMOVED] REMOVED]
Ralph Roam
Marty Makulski ralph.e.roam@pwc.com
marty.makulski@pwc.com T: (610) 316-3313
T: (832) 563-4106
PricewaterhouseCoopers LLP, Two Commerce Square, 2001 Market Street, Suite 1800, Philadelphia, Pennsylvania 19103-7042 | T: (267) 330-3000 |
PricewaterhouseCoopers LLP, Two Commerce Square, 2001 Market Street, Suite 1800, Philadelphia, Pennsylvania 19103-7042 |
F: (267) 330-3300 | www.pwc.com/us
T: (267) 330-3000 | F: (267) 330-3300 | www.pwc.com/us
This proposal does not constitute a contract to perform services. Final acceptance of this engagement by PricewaterhouseCoopers is contingent upon successful completion of
PricewaterhouseCoopers' acceptance procedures. Any engagement arising out of this proposal will be subject to the execution of our formal engagement contract, including our standard terms and
conditions and fees and billing rates established therein.
PwC | [CLIENT] 2
Table of contents
Executive summary 04
Organization and background 07
Company services 10
Client history 30
Specific requirements 35
Appendices
– Appendix A - PwC’s W9 for 2019 41
– Appendix B - Conflict of interest policy 43
– Appendix C - Team biographies 45
– Appendix D - Unasked questions 70
PwC | [CLIENT] 3
Executive summary
PwC | [CLIENT] 4
Executive summary
Your transformational journey

begins now
[CLIENT] is investing in an implementation of software components that will replace an aged legacy system,
allowing you to say goodbye to outdated technology, manual processing and lags, and lack of real-time data.
But this is more than a systems implementation; it is a transformational journey that will fundamentally
change how you execute your business. It will allow you to leverage your people differently, gain insight from
data, position yourself to be more profitable for your shareholders, and more. The right technology, tools,
and strategy in place to support your transformation will not only allow you to remain the largest retail
propane distributor in the United States, but also to become an insight-driven business that leverages its
new capabilities to achieve specific goals and objectives — all while remaining flexible for the future.
We will …
Work hard and work smart, in

alignment with your goals and
objectives
For a transformation that so

Establish checkpoints to assess
progress and confirm the path forward closely touches core business
processes and outdated
technology, risk is inevitable with
Project Teton.
Ask and help you answer the tough
questions
The key to avoiding the costly and
time-consuming disruptions that
Promote constant, business-led, value- threaten your growth is to reduce
driven, and technology-
them — and that’s what we’ll do.
enabled innovation for you
Challenge prior thinking and

processes with new perspectives to
reimagine the status quo
PwC | [CLIENT] 5
Executive summary
We’re ready to begin this journey

with you, bringing:
An understanding of your goals and objectives
We know you want long-term flexibility, stability, and competitive advantage. Together, we’ll build the foundation
in a flexible way to align with what you want to do for the business. By limiting customization, and leveraging out-
of-the-box functionality as much as possible, we’ll open the door to new and interesting business opportunities.
A multi-disciplinary team immersed in your industry, bringing extensive RightAngle experience
With diverse capabilities and perspectives across every dimension of the program, your PwC team was built with
[CLIENT]’ unique needs in mind. Together, we’ll set the foundation to enable [CLIENT] to achieve those goals
and objectives.
Effective change management, tailored to [CLIENT]

You can build a new system, but if no one knows how to use it, it won’t be a success. Organizations can work
with technically capable implementers, but fail because of insufficient alignment across the business. That’s
where our people-centric change approach comes in. We deliver a holistic change experience across your
transformation. Together, we’ll enable sustainable change for [CLIENT] by focusing on business user adoption,
with drip-feed learning that starts from Day One, highly engaging communication tactics, and our proprietary,
role-based personas and Training Knowledge Hub.
Unparalleled audit and controls, tax, and Transportation & Logistics practices
We’re dedicated to providing our clients with the full-service experience they deserve, which includes disciplined
project managers and business strategists that speak the user’s language, and can challenge the status quo.
With our leading-edge experience across multiple areas, we can guide [CLIENT] from Day One. Being the only
provider that does not subcontract to your core software vendors, we will provide [CLIENT] with a stronger, more
objective voice driven solely by your business goals.
A dependable and trustworthy advisor

We’re no stranger to [CLIENT] — we’ve completed SAP security redesign work for another [CLIENT] unit,
building a relationship with you based on trust, value creation, and mutual success. This is another step in that
relational journey. We’ve demonstrated our ability to effectively navigate your organization and culture, and will
continue to do so while challenging the status quo. We will be candid with you, having the tough conversations
needed to achieve innovation and set the stage for a stronger tomorrow.
You can’t risk not getting it right. You need a candid, experienced business advisor
who has the right credentials and will prepare you for what’s ahead. You need PwC.
PwC | [CLIENT] 6
1.4.1/
Organization and
background
PwC | [CLIENT] 7
1.4.1
1.4.1/
Organization and background

Briefly describe your organization, the year it was founded, location of its headquarters, its ownership
1 structure (e.g., publicly held, employee-owned), and any affiliations with other companies, including
any parent corporation(s).
PwC's response from the Excel document:
PwC is the largest professional services network in the world. We were formed in 1998 by the merger of two firms —
Price Waterhouse and Coopers & Lybrand — each with historical roots going back some 150 years. Globally, we have
over 276,005 professionals in 157 countries and 742 locations. We draw upon the skills and talents of over 46,032
professionals in 86 offices in the United States. Your engagement team will bring the collective power of this network.
Corporate headquarters
300 Madison Avenue
New York, NY 10017-6204
United States of America
Ownership and control of PricewaterhouseCoopers LLP and its subsidiaries (collectively, the US firm) rest in the
hands of the US firm’s partners and principals. PricewaterhouseCoopers Advisory Services LLC is a subsidiary of
PwC LLP, which is a Delaware limited liability partnership.
2 Provide your company’s Federal Tax Identification number and include a completed W9 to your
proposal.

PwC's Federal Tax Identification number is [CONTACT NUMBER].
For PwC’s completed W9 for 2019, please see Appendix A.
3 Describe the entire range of consulting services your firm provides to its clients.
PwC’s Energy practice provides a full range of assurance, tax, and advisory services. This includes advising clients
who strive to align costs with business strategies, optimize deals, navigate the risk and regulatory environment,
unlock data possibilities, transform human capital, grow and create competitive advantage, and more.
PwC also delivers solutions — from strategy to execution — to our Energy clients as well as to those in other
sectors. These services include, but are not limited to, the following:
● Operational improvement: business process reengineering, change management, communication

planning, facilities planning, marketing/advertising, performance management, project management office
(PMO), quality and patient safety, and supply chain and procurement
PwC | [CLIENT] 8
1.4.1
Organization and background
3 Continued
● Organizational change: organizational behavior, cultural process and system transformation, leadership
alignment, creative communications, stakeholder engagement, change readiness measurement & actions,
change impact assessment, and learning and development
● Strategic growth: feasibility plans, implementation of public policies/health reform, program planning and
evaluation, research and innovation, and strategic and business plans
● Risk management: business continuity planning, corporate governance and reputational risk,
environmental health and safety risk assessment, forensic services, regulatory compliance, sustainability
advisory services
● Finance effectiveness: shared services, budgeting and reporting, capital, asset, and inventory
management, cost reduction and revenue maximization finance, and transformation performance
management
● Information technology: system implementation and integration including ERP, e-health/digital health,
information security, IT assessment and strategic planning, IT project management offices (PMO), and
solution implementation/procurement
Specific to the project [CLIENT] is seeking external advisors for, the PwC Commodities team is a two-time winner of
Energy Risk Magazine's Consultancy of the Year award. The Commodities team, which includes our RightAngle
practice, is recognized for our depth and breadth of offerings, and we are one of the largest implementers of
RightAngle in the industry. In addition, ALM’s 2017 and 2018 Report on Logistics Management Consulting rated
PwC as a Leader in terms of breadth and depth of consulting capabilities. .
4 Disclose all conflicts of interest the firm has in serving in a consulting relationship (e.g., relationships
with [CLIENT] competitors, etc.). Provide your firm’s conflict of interest policy.

We have not identified any services or relationships that impair our ability to serve [CLIENT].
Our code of ethics, Living our Purpose, is available online at: https://www.pwc.com/codeofconduct and includes
policies and practices related to conflicts of interest, code of ethics, and gifts and entertainment.
For an excerpt pertaining specifically to PwC’s conflict of interest policy, please see Appendix B.
Within the last 5 years, has your firm in any capacity been a party to any litigation, including any
5 administrative or self-regulatory organization proceeding, directly or indirectly related to the conduct of
your business?
Given the far-ranging nature of our practices and consistent with the experience of other major professional service
firms, PwC is a defendant in various private civil actions for damages. While the majority of claims against PwC do not
result in a material recovery and most recoveries are for a small fraction of the amounts claimed, we cannot predict
the outcome of any given lawsuit with certainty. Our management believes that the ultimate resolution of claims
currently pending against the firm will not have a material adverse effect on the firm’s financial position or its ability to
render services to clients.
PwC | [CLIENT] 9
1.4.2/
Company services
PwC | [CLIENT] 10
1.4.2
Company services
List the personnel you propose to assign to this relationship and their responsibilities. Attach resumes
1 for proposed personnel, specifying all certifications, education, experience and any other details that
will confirm their level of expertise in the services requested.
Your core PwC team was selected with [CLIENT]’ unique needs in mind. The team includes:
• Marty Makulski: Engagement Partner
• Sean Ruckel: Functional Architect
• Yasmin Northrup: Project Manager
• Samantha DeSimone: Functional Analyst Lead
• Phani Durbhakula: Technical Architect
• Taylor Holiday: Change & Training Lead
• Jason Stapley: Data Conversion Lead
As detailed in the supplemental document, this team has diverse capabilities, strong functional and technical
knowledge of RightAngle, and midstream energy experience. More importantly, they have all worked together, as a
team, on multiple large-scale RightAngle implementations. They will guide and challenge you as, together, we
establish the foundation to achieve your goals and objectives. Please see Appendix C for team biographies
Core Team Extended Team
Yasmin Northrup Project Leadership

Project Manager
Marty Makulski Mark Allan Smith
Engagement Partner Quality Assurance Partner
Functional Technical
Sean Ruckel Phani Durbhakula Specialists

Functional Architect Technical Architect
Carrie Wisher
Sandra Gosling
Samantha DeSimone Tracy Baird Change Management
Optimization & TMS Specialist
Functional Analyst Lead Technical Analyst Specialist
Michaela Greenan Joel White

Roc Su SAP Specialist
Kashish Khanna RightAngle Specialist
RightAngle and S&OP
Integration Specialist
Analyst
Chet Sampat Ale Hammond
Maurice Sims Development Team Planning and Optimization TMS Specialist
RightAngle Functional Acceleration Center Specialist
Analyst Developers
Stephen Craig
TMS Functional Analyst
Change Mgmt & Training Data

For team biographies, please see Appendix C.
Taylor Holiday Jason Stapley
Change & Training Lead Data Conversion Lead
Kendall Toarmina Archana Doss

Change Analyst Data Analyst
Training Analyst Data Analysts Acceleration

TBD Center Data Analysts
Training Developers
Acceleration Center
Analysts
PwC | [CLIENT] 11
1.4.2
Company services
2 Please complete attached rate card for all levels of personnel that would be assigned to this project if
awarded to your company.

PwC believes that we can deliver more value and reduce risk by engaging on a fixed fee basis. This gives [CLIENT]
more certainty on costs, as well as expectations on hours and rate ranges. In the last five years, all of our
RightAngle implementations have been executed successfully using a fixed fee arrangement. PwC will bring a
number of tools, templates, accelerators, and assets to the project, helping to speed time-to-execution, reduce risk,
and free the team up to focus on the highest value-add items. Rather than charge for these tools on a one-off basis,
we include them in our fixed price. Given the size, scope, and duration of this project, we would typically see our
rates range from $210-$235 per hour on a blended basis if there is a need to have a breakdown of rates.
3 3. Describe your implementation methodology and the processes and tools your organization uses to
assist clients in similar projects.

We will use PwC's proven Transform implementation methodology for [CLIENT], which has been used on all of our
RightAngle implementations. It follows five phases:
• Assess, in which we prioritize requirements based on value to [CLIENT] (which lines up with the Blueprint phase
[CLIENT] envisaged);
• Design, in which the future state is envisioned, the business process and object requirements are documented,
and test cases are created;
• Construct, in which the system configuration is completed and tested and the users are provided opportunities
to begin to understand and build the skills and behaviors they will need in the future state;
• Implement, where the code is migrated and tested, and users are provided formal training; and
• Operate and Review, where “intensive care” is given immediately after go live.
Our methodology also includes aligning business process and system functionality early so the business can run
effectively after implementation. We use a holistic project management approach leveraging the following tools as
accelerators: Program governance; Functional and Technical design templates for RightAngle integration with SAP,
TMS, and planning tools; a comprehensive Testing Strategy; Data Conversion driven by business input and
executed using proven accelerators; and our people-centric transformation approach to Change Management and
Training. Our methodology has been used many times in conjunction with ION (RightAngle) personnel to deliver
successful RightAngle implementations.
PwC | [CLIENT] 12
1.4.2
Company services
3 Continued
Implementation methodology
Our overall enterprise transformation methodology is called PwC Transform. Transform is a full life cycle, strategy-
through-execution framework that’s focused on value realization and program, change, and data management. We have
successfully tailored this methodology, shown below, to deliver RightAngle implementations at organizations similar to
[CLIENT].
Assess Operate and

Design Construct Implement
(Blueprint) Review
Iterations Iterations
Project Approval of Iterative User Support for

mobilization release plan configuration, acceptance production
Process build, and unit testing
test
Determination Determination In production
of solution of configuration Cutover
scope and values Solution walk-
Solution Continuous
value through
Business and improvement
Solution production and stabilization
Solution design validation Data migration readiness
Change sessions
Management Learning &
Engage Develop training Training adoption evals
Change and stakeholders, and host user delivery and go- & sustainability
communications launch comms, events live events
Data plan develop user communications
journeys
Functional Value
Data testing Go-live realization
Program management Data profiling
Management plan and mapping
13
13
Knowledge transfer is embedded throughout project life cycle
PwC | [CLIENT] 13
1.4.2
Company services
3 Continued
The phases of our implementation methodology are as follows:

Assess — Through a series of workshops the project team, in collaboration with the users, will identify detailed
1 requirements, prioritize the requirements, and map those requirements to system functionality.
Design — Each business design document describes the business processes and object requirements. Test
2 cases are created for unit testing and technical documents are tied to business functional design as well as the
requirements.
Construct — Configuration of the systems, integration, RICEFW-object development, and unit testing will be
3 completed.
Implement — A robust testing program is created, code is migrated using a thorough cutover plan, and test cycles
4 are clearly defined with user scenarios and stories. We’ll work with key stakeholders to define explicit entrance and
exit criteria for each test cycle. Only once these objectives are met will the release move forward.
Additionally, a structured cutover plan will be created, rehearsed using mock cutover activities, and refined to
confirm that the system AND users are ready for go-live
Operate and Review — This is the period of “intensive care” immediately following go-live. The support structure
5 typically consists of power users who will be the first-line-of-support for the end users, and staffed with [CLIENT]
project team members. PwC project team members will follow a disciplined approach to maintain proper
documentation of the functional and technical designs, custom code, and other artifacts to transition to the
[CLIENT] team for long-term support.
Assess/Blueprint
Based on our experience delivering similar initiatives for supply and logistics organizations, we bring a simple but
proven implementation methodology for [CLIENT].
During the Blueprint phase, our goal is to identify and address foundational issues, identify critical business and
technology requirements, and drive key decisions early in the project life cycle. We’ll use alignment
workshops/sessions with senior business leaders to uncover opportunities and work through key issues or barriers
to success. We’ll help you drive early adoption and key stakeholder alignment/ownership, which are foundational
for program success and avoids having these long-lead-time items be discovered later. Some key strategic
questions include, but are not limited to:
1. Target go-live timeframe for TMW, RightAngle, and S&OP

2. Middleware technology for integrating both SAP and non-SAP systems
3. Target RightAngle version for implementation
At the end of this phase, we’ll have a clear understanding of the scope (both in-scope and out-of-scope), including the
individual reports, interfaces, conversions, extensions, forms and workflow (RICEFW) objects, timeline for detailed design,
build, test, and go-live. In addition, we’ll have clearly defined project and data governance, design and development
standards, and a change management approach for the rollout.
We will start our implementation with a well-defined scope and a concrete plan to enable a structured and predictable
detailed Design and Construct (build) phase.
Design and Construct

In this phase, the detailed design for future business processes and both functional and technical designs for interfaces
and custom objects are created by expanding the future state design from the prior phase. The functional designs will be
created by modeling the business scenarios defined in the Assess phase.
PwC | [CLIENT] 14
1.4.2
Company services
3 Continued
We reviewed your current systems landscape and assembled a team with experience designing and building all the
interfaces listed in the recent versions of RightAngle, including:
• Recently designed and built an interface to bring tickets and created Automatcher rules to automatically create tickets
and actualize them in RightAngle
• Experience and a starting design, along with the format needed, to feed invoices to Experience, starting design, and
formats to build AR, AP, and GL interfaces with SAP
• Experience building the aforementioned interfaces with middleware technologies such as SAP PO, BizTalk, TIBCO,
etc.
[CLIENT] will benefit from a rapid design and development of these integrations since we will leverage the existing
designs rather than starting from scratch.
• With a well-defined scope coming out of the Design phase and an existing instance of RightAngle already in place, an
iterative approach (rather than a traditional waterfall method) is proposed for this phase.
• Some of the key benefits of an iterative approach are:
○ Opportunity to identify any gaps in our understanding of the requirements and take corrective action in the next
iteration, which mitigates the risk of surprises during system testing and user acceptance testing
○ Opportunity for innovating, learning, and improving between iterations
○ Flexibility to handle changes introduced during the Detailed Design and Construct phases and other data
migration activities
○ Involvement of key stakeholders at each step to “get their hands on” the new system, creating ownership and
excitement that builds readiness and adoption
Our proposed team has had great success using this method for implementation and migration of the RightAngle
product at various clients. We recommend a true joint team leveraging this method:
• Frequent cross-functional team stand-up meetings to coordinate across the joint PwC-[CLIENT] team. This enables
the team leads to quickly identify any hurdles in the progress and either resolve them or escalate them through
appropriate channels
• Hold weekly team status meetings with key stakeholders to review key deliverables and status on items such as
backlog completion, budget, risks/roadblocks, and health report
• Hold leadership meetings aligned to review key deliverables, make key decisions, and address any resource needs
Development approach
• We have extensive experience and robust capabilities delivering projects with a combination of onsite and
remote location teams. For more than 10 years, we’ve successfully provided lower-cost delivery capabilities to
our clients, using a unique approach that is customized to each client in order to balance cost savings with client
culture and work style.
• Both the onsite and Acceleration Center team members are part of one single team; and both participate and
contribute to all relevant scrum activities, including sprint planning, daily stand-up, and user demos.
PwC’s Acceleration Center delivery approach — flexible and cost-effective for [CLIENT]
PwC’s Acceleration Centers (ACs) represent an expanded delivery approach that offers the flexibility of onshore
program management, analysis, design, and development while leveraging ACs for specific development tasks, and
heavy-lifting data cleansing and uploading activities. We have a team of 4,000 resources in our ACs, out of which ~50
resources have extensive experience in RightAngle integration with an average of five years experience.
Our global delivery approach for the ACs is explained on the next page.
PwC | [CLIENT] 15
1.4.2
Company services
3 Continued
Development process flow

Our global delivery development process flow demands careful coordination by onshore and Acceleration Center teams
using work packages as the primary medium for transferring work offsite and delivering completed and tested work
onsite.
Careful consideration is given to the suitability of each task to be executed at the Acceleration Center. Key
considerations include clarity of scope (well-defined boundaries and time-bound deliveries), stability of specifications,
degree of interaction with users, and integration with other solution components. Only selected tasks of an engagement,
which can be easily broken down into work packages, are sent to the remote development team.
The following diagram illustrates the approach we use to recommend qualified tasks:
If a given task cannot be broken down and defined as a work package, it is assigned to the onsite development team.
Implement
The key components of the Implement phase are the creation of a robust testing program and migration of code to
production using a thorough cutover plan.
While incremental testing will take place during the Detailed Design and Construct iterations, we have found that
structured user acceptance test cycles are critical to a clean release deployment for large-scale development and
integration programs.
Test cycles are clearly defined ensuring that the traceability to the requirements and processes is maintained. We’ll
work with key stakeholders to define explicit entrance and exit criteria for each test cycle. Only once these objectives
are met will the release move forward.
Additionally, a structured cutover plan will be created, rehearsed using mock cutover activities, and refined to confirm
that not only the system, but also the users, are ready for go-live.
PwC | [CLIENT] 16
1.4.2
Company services
3 Continued
The cutover strategy and plan will address:

• Assumptions • Communications • Go/no-go decision points
• Risks • Roles and responsibilities • Detailed tasks, as identified by
• Prerequisites • Timeline participants, as well as dependencies
• Contingency plans
Last but not least, the most critical success factor of any enterprise-wide, business transformation is people — and, more
importantly, confirming that your employees are ready and feel prepared for the new changes to their normal way of
working. We’ll bring our award winning change and training approach to prepare your organization for the new system and
processes.
Operate and Review
The key element of Operate and Review phase is Hypercare. It is the period of “intensive care” immediately following go-
live.
The support structure typically consists of power users who will be the first line of support for the end users, and staffed
with [CLIENT] project team members to support the power users. A “Hypercare” war room, staffed with core team
members, will be established to centrally address issues quickly and make any potential system configuration
changes. PwC project team members will follow a disciplined approach to document and transition the design
documents, custom code, and other artifacts to prepare the [CLIENT] team for long-term support.
Project Management: A holistic Project Management framework is used to manage the project using an integrated set of
tools across the following areas: project scope and planning, risk and issue management, project change control,
benefits/success criteria management, quality management, resource management, documentation and
knowledge transfer management, and project monitoring and reporting.
Data Management: PwC utilizes leading data management and conversion practices, featuring tools and processes
proven to deliver results with multiple energy clients on similar applications. From assessment through
implementation, we use templates, automation and a deep understanding of the industry. We can get to quality,
converted data sets more quickly; improving functional testing and reducing overall project risk. Our accelerators
are adaptable to [CLIENT]-specific applications and business requirements.
Tools & Accelerators

Program Governance: Program governance model for projects of similar size, with project plan including all phases and
dependencies needed for RightAngle and TMS projects, project status template, program management maturity
matrix, RAID log, and scope change template.
Design and Integration: Functional and technical design templates for RightAngle integration with TAS systems (as
Dearman, TopTech, and Guardian 3), FI/CO interface (AR, AP, GL) with SAP; including reference data and
transactional data upload APIs and scripts.
Testing and Cutover: Testing strategy document, testing plan, RightAngle test scripts for NGL business, cutover strategy
and plan, and cutover tool.
Data Management: Data lineages, automation framework, business rules library, data quality scorecards, data standards,
proprietary RightAngle load programs and resources, with experience in all the leading data-extract-transform-
load platforms, including platforms from Informatica, Talend, SAP, IBM, Microsoft, Oracle and Tibco.
Change Management and Training: Program-level change management strategy, Change Navigator, drip-feed learning,
role-based curriculum, role personas, and animations.
For more information about our change management tools and accelerators, please see Appendix D.
PwC | [CLIENT] 17
1.4.2
Company services
4 3. How does your company handle the Change Management process?

Our people-centric transformation approach accelerates organizations to a greater level of performance to realize
value at pace. We do this by orchestrating leader and employee experiences, tailored to [CLIENT]. These
experiences will develop the skills, behaviors, performance measures, and incentives to generate desired business
outcomes of the Teton program. Our drip-feed training approach, using role-based personas, train-the-trainer, and
learning journeys provides learning opportunities at each step of the process. We've had great success using these
on change efforts involving RightAngle and TMW.
How does it work?

At the heart of every change is a movement. Behind every movement is a purpose and people who believe in it ...
people who are willing and able to take action. We help you create the movement, rally the right people, and equip
them and their environment to elevate performance - and to realize value.
We harness your organization’s creativity and problem solving ability by getting key people involved early, to
understand “the why” behind the effort, to imagine what’s possible in terms of improved ways of working,
and to Align on a common vision and set of goals.
This creates momentum and a groundswell of excitement ... We Engage your people to work toward
realizing the common vision and goal, while generating a positive cultural experience that will last long after
the program.
We then use the momentum generated to infuse fresh knowledge, skills, tools and resources, habits, new
information, and relationships ... to Enable a new way of working within your organization.
We measure and coach to continuously-improve and Evolve the ways of working, by capturing results and
feedback, and linking big goals to team and individuals metrics that serve as leading indicators of improved
performance.
We are uniquely qualified in change management for Supply and Logistics. We provide a program-level
change approach. We tailor the approach. We have a library of RightAngle learning and engagement
materials and tools.
We are uniquely qualified in change management for Supply and Logistics

Our team is recognized as one of the top practitioners in enabling organizational change in times of transformation.
PwC was named 2019 “Vanguard Leader” in Change Management by ALM. Not only do we have extensive experience
enabling change in programs where new technology, process, and skills come together; we’ve done it specifically for
implementations of RightAngle, SAP, and TMW within this space.
• We understand the major changes your employees will experience, and what they will need to do and
understand in order to achieve success. We’ve worked with roles within the Supply and Logistics function to
capture the skills and behaviors required in the post-implementation future state. These may include increased
responsibility to enter quality data, shifting from a focus on data entry to data analysis and verification, and ultimately
to data-driven decision making.
• We provide a program-level change approach. For a program like Teton, we provide a centralized change
management team handling change and communications across all initiatives. This provides consistent and aligned
messaging and experiences to all stakeholders, whether they are involved in one of the components or all four. As a
result, we observe more positive experiences for stakeholders, higher rates of user adoption and success, and
decreased “change fatigue” across multiple initiatives.
PwC | [CLIENT] 18
1.4.2
Company services
4 Continued
• We tailor the approach. Because groups of employees will be impacted differently by the transformation, they
require varying change management approaches. Oftentimes we see organizations tempted to use a one-size-fits-
all solution, but a more tailored approach makes change much less stressful for your people. We map which
employees will need to use which systems, how their roles will change, what new skills and mindsets they will need,
and what they care about. We build role-based personas that include the start, stop, and continue for each job role
and an example “day in the life.” Then we provide each group targeted communications, opportunities to learn and
engage, and an in-depth training experience to prepare them for the new way of working.
• We have a library of learning and engagement materials and tools. These include videos, classroom
PowerPoints, quick reference guides, interactive games, and lunch and learn topics that allow us to accelerate the
training process. We’re able to leverage our prior knowledge, combine it with your business requirements, and
deliver well-tested, successful learning opportunities. We have custom RightAngle materials on topics such as
RightAngle basics, buy/sell deal entry, scheduling, risk exposure, contracts, and accounting.
For more information about our training approach and change management tools and accelerators, please see
Appendix D.
5 3. Please provide a detailed approach to complete the deliverables identified in the project scope.

You are embarking on a business transformation journey by investing in technology to reduce operational costs,
while improving overall customers experience.
We recommend an holistic approach that involves all the components of the program (i.e., CTRM, S&OP, TMS and
Settlement, and Accounting) instead of a system-specific, siloed approach. This mitigates the risk of re-work, and
ensures delivery of a fully-integrated solution.
● During the Assess (Blueprint) phase, we will work with you to identify foundational business, data, and
technology requirements; driving key decisions early on in the project life cycle. A rollout plan for all the
deliverables identified in the project scope will be created and communicated with key stakeholders. In
addition, a requirement-traceability matrix is created to ensure all deliverables are completely addressed,
and that all lower-level requirements are traced to one or more deliverables.
● In the Design and Construct phases the design documents, implementation components, and test plans
for each derived requirement are traced back to one or more deliverables.
● Finally, in the Implement phase, the test scripts and steps executed by the users will be derived from, and
traced back to, the deliverables ensuring the completeness of the solutions.
Changes in scope are managed through change control, and the traceability matrix is updated. The traceability
matrix ensures the scope is delivered and thoroughly tested.
Please see details on the following pages.
PwC | [CLIENT] 19
1.4.2
Company services
5 Continued
Blueprint and Assess phase
Key activities Key deliverables

Functional • List of business processes and RICEFW objects
• Conduct high-level scoping workshop • High-level process flows for target processes
• Create list of RICEFW objects
• Gather business documentation and as-is process
flows
• Create inventory of current reports
• Design phase workshop planning
Integration • Interface catalogue
• Identify and confirm existing interfaces • Integration architecture patterns, technologies, and policies
• Analyze and document current state interface and standards
requirements and functionality • Detailed scope document with roles and responsibilities
• Review existing architecture standards, tools, and
technologies
Data • Data source map
• Identify data owners and initial scope • Data migration strategy
• Gather business profiling rules • Business profiling rules
• Create data migration strategy • Governance assessment results
• Assess current state governance • Profiling results
• Begin profiling data • Prioritized cleansing plan
• Create and execute prioritized data
• Cleansing plan
Lessons learned/guiding principles
• Kick off requirements gathering with a demonstration of the vendor systems to orient cross-functional
stakeholders and identify system constraints up front
• Prioritize enhancements list based on business impact, complexity, and need for go-live
• Identify business super users early in the project who will understand the system configuration model
• Reduce customizations and increase configurations (out of the box)
PwC | [CLIENT] 20
1.4.2
Company services
5 Continued
Design phase

Functional • RICEFW functional design documents
• Create functional specs for all RICEFW objects • Future state diagram
• Create high-level test strategy • Fit-gap classification of all requirements in scope
• Set up development environments documents
• Create technical specs • Customization inventory (interfaces,
• Identify technology gaps and out-of-scope enhancements, reports)
enhancements • Test strategy document
Integration • Integration functional specification document
• Detailed integration architecture • Integration technical specification document,
• Detailed design for each interface including integration patterns, services definition
• Canonical models for each interface • Test strategy document
• Create blueprint to better define system landscape
• Establish a specific strategy to integrate
components
• Define interface test strategy
• Conduct design and architecture review
Data • Conversion specs
• Create data conversion specs, including mapping • Data mappings
• Refine data profiling business rules • Business rules
• Determine data quality metrics/targets by objects • Data quality metrics
and phases • Data quality scorecards
• Continue profiling data • Root cause analysis findings
• Perform root cause analysis • Cleansing plan
• Refine cleansing plan • Data test strategy
• Define test strategy
• Prioritize enhancements list based on business impact, complexity, and need for go-live
• Design solutions for the desired state of the business (future state) rather than directly mapping to current
needs and current practices
• Address critical business processes identified before seeking resolution on minor business processes
• Enhance efficiency by reducing process cycle time (reducing user workloads by simplifying processes)
• Use standard (baseline) system features, functions, and reports whenever possible
• Implement workarounds employing baseline functionality before designing and constructing a custom
solution
• Communicate solutions to all constituent groups directly and indirectly affected by decisions made here
• When multiple options are available, choose the option that supports company goals or broad business
areas rather than satisfying the needs of a single department or user
PwC | [CLIENT] 21
1.4.2
Company services
5 Continued
Construct phase

Functional and integration • RICEFW tracker
• Complete baseline configuration in DEV • Interfaces and services
• Complete technical specs • Documented test scripts, test results
• Develop RICEFW objects
• Develop testing plan
• Develop production cutover plan and interface
migration plan
Data • Data validation scripts
• Support data conversion project development • Data cutover plan
• Create data cutover plan • Data test results
• Coordinate data loads to test/training environments
• Develop data testing, validation, and reconciliation
scripts for integration and user acceptance tests
• Cleanse data objects (source and conversion)
• Monitor conversion throughput and address fallouts
and address defects
• Validate mock and UAT data conversions
• Busy scheduling and accounting time periods can stretch key project resources (e.g., accounting, billing,
schedulers). Proper planning and backfill plans enable the project team to better deal with the cyclical nature
of the energy markets
• Resource levels are peak in this phase, and a disciplined project management team will enable high-quality
transparent project reporting and stakeholder communication
PwC | [CLIENT] 22
1.4.2
Company services
5 Continued
Implement phase

Functional and integration • User acceptance
• Conduct user acceptance testing • Migration plan
• Create knowledge transitioning plan and conduct • Training material
knowledge transition to [CLIENT] support team • Cutover and validation
• Prep for cutover • Go-live
• Execute cutover plan
• Validate configuration in production
• Validate technical objects in production
Data • Data validation scripts
• Perform production readiness assessment • Data cutover plan
• Coordinate cutover to load data to production • Data test results
• Monitor conversion throughput and address fallouts • Production readiness assessment results
• Reconcile and validate data
• Perform post go-live activities
• Determination of whether a system can or cannot be sunsetted due to existing functionality that may be
unknown to business process owners
• Cutover procedures and time to achieve cutover will be tested in advance of any go-live, so that the time
impact and manual steps required can be measured to understand final cutover sequences
Operate and Review

• Resolve post go-live issues • Ongoing post go-live issues assessment
• Complete one accounting close cycle with business • Documented issue resolutions
users
• Hypercare support
• Resolve post go-live issues with RICEFW objects
PwC | [CLIENT] 23
1.4.2
Company services
6 Provide a timeline for project completion.

The program timeline aims to achieve TMS implementation prior to the winter season, with full replacement of FAST
in Spring 2021. In order to achieve this timeline we'll phase the program; kicking off with the focused solution
Blueprint phase that will last approximately 6 weeks. Once the solution key design decisions have been agreed upon,
individual workstreams will launch to begin the assess, design, and construct activities. These workstreams include
RightAngle, TMW, S&OP, SAP, Data, and Change Management. The TMW workstream is scheduled for an August 1
go-live, and will have specific training and testing prior to the go-live. The remainder of the program, including
migration of TMW integration to the new solution, will complete construct activities and move into a designated
testing period for approximately 3-4 months, with a scheduled April 1, 2021 go-live.
Implementation Timeline - Workstreams
Jan 2020 Apr Jul Oct Jan 2021 Apr
Blueprint
Aug 1
TMW Design & Construct Construct
RightAngle Design & Construct
SAP Design & Construct
S&OP Design & Construct
Data Conversion Apr 1
Implement Operate
Communication, Change, and Training
PwC | [CLIENT] 24
1.4.2
Company services
6 Continued
Implementation timeline – Phases

Our implementation timeline assumes an August 1, 2020, accounting go-live for TMS, and April 1, 2021, accounting
go-live for the full FAST replacement. Technical go-live may be prior to this date in order to facilitate data entry and
maintenance, as well as business preparation.
PwC | [CLIENT]
1.4.2
Company services
7 3. What do you believe sets your firm’s services apart from the competition?

Your PwC team is committed to your successful implementation and delivering on your business goals and
objectives. With PwC as your advisor, you'll experience the following key service elements that will distinguish us
from the competition:
1. An unmatched understanding of your goals and objectives. We have been working with you on this effort for
months and will have the least amount of ramp up time to get focused on delivery. We'll limit customization and
leverage out-of-the-box functionality as much as possible; providing long-term flexibility, stability, and competitive
advantage.
2. A multi-disciplinary team that is immersed in your industry, and brings extensive RightAngle experience.
With diverse capabilities and perspectives across every dimension of the program (e.g., technology, business
function, change management, data, security), your PwC team was created with [CLIENT]’ unique needs, goals, and
objectives in mind.
3. Effective change management, tailored to [CLIENT]. Together, we'll create sustainable change for [CLIENT]
by focusing on business engagement, role impacts, communication, training, user adoption, and enabling your
people to get the most value out of your transformation.
4. Unparalleled depth in our Transportation & Logistics practice. We have the leading-edge experience to
guide [CLIENT] from Day One. Our team has extensive transportation technology strategy and implementation
experience; we are ranked the #1 Logistics Management Consulting firm by ALM Intelligence and have led or
supported over 30 implementations with leading TMS applications.
5. A dependable and trustworthy advisor. We’ve demonstrated our ability to effectively navigate your organization
and culture, and will continue to do so while challenging the status quo, being candid, and setting the stage for your
future.
PwC | [CLIENT] 26
1.4.2
Company services
8 3. Describe your most successful implementation- what were the top 3 keys to its success.

The top 3 keys to success we've found include:
1. Strong leadership and business involvement enabled by dedicated change management: High-levels of
business user involvement -- from the leadership level to the rank-and-file, creating a successful business
partnership. There is continuity in who is involved in the program -- both on the business side and project team side.
End users are involved from start-to-finish so their fingerprints are on the initial design. Those same end users are
among the first to validate build and are the first testers. Leadership speaks with one voice, and has one decision-
maker.
2. Program Governance: Implement a solid PMO that has intimate involvement in the project, and organizational
change management, to understand and proactively mitigate risks. Facilitate integration of individual teams into
overall project results. Employ a well-defined change and quality control process; basing decisions on the return to
the business (e.g., cost, benefits, capabilities), avoiding customizations that are short-term workarounds and/or of
limited-scale benefit.
3. Don't underestimate the importance of data: Quality, validation, and management are vital. Ensure there is
adequate focus on getting correct data into the correct places in new systems the first time.
Outcomes:
The calling card of our RightAngle and logistics projects are that the team stays on track with minimal to no delays,
rework, or budget overruns. There are no material surprises in functionality delivered or questions if the solution works
as expected. Processes are efficient, leveraging the highest possible percent of out of the box functionality. The
reports and data generated out of the system are trusted, which allows clients to make data-driven decisions. The
solution is highly documented and is able to be maintained by the existing support personnel.
9 3. Describe your least successful implementation, what were the top 3 learnings from this.

Each implementation has its own challenges. We will use our lessons learned from previous implementations for
[CLIENT]' benefit. Three important learnings from a specific implementation for a similar client are detailed below:
1. Discipline and structured project management are key. Projects require effective Governance, starting with a
Steering Committee and empowered senior leaders, who can hold teams accountable, make decisions in a timely
manner, and remove roadblocks for progress to be made.
2. Timeline is important, but quality should not be sacrificed to achieve the desired timing. In this implementation,
stage gates were not adhered to and the focus was on timeline. Users did not spend enough time learning the
system and, therefore, failed to run the system effectively on their own once the project team departed.
3. Change management needs to be embedded in implementation from the project launch - the client did not plan
for program-level change management and communications, or a robust training program. As a result, a technically
complete system is not being used as it was intended.
PwC | [CLIENT] 27
1.4.2
Company services
103. Please suggest any additional services that may be beneficial to the project.

Hypercare and knowledge transition:
We believe that the success of a project is defined by how well the organization is able to support the solution post
go live. Our approach to hyper care and knowledge transfer separates us from other consultancies.
The PwC team will work with their [CLIENT] counterparts to perform the required design, configuration,
customization, master data, testing, and go-live processes. To track that sufficient knowledge about the details of the
solution is being transferred to the applicable [CLIENT] staff, detailed knowledge transfer plans (KTPs) will be
developed for key/core members.
A typical KTP is a document that identifies specific knowledge management topics that need to be transferred to
[CLIENT] as the project moves into Hypercare phase. The KTP:
● Tracks and manages knowledge transfer of each [CLIENT] core team member, and select subject matter
specialists, several times throughout the project prior to and after key activities
● Determines [CLIENT] core team members’ understanding of each business process/task, interfaces, and
customizations; how these processes/tasks, integrations, and customizations relate to the project; and
impact on daily business operations
The key deliverable for knowledge transfer would be the transition documents for all the knowledge transfer
sessions. In addition, the KTP Feedback Form will be used to assess and track the transfer of knowledge and
proficiency levels for each [CLIENT] core team member and select subject matter specialists on the project. It will be
part of a go-live checklist that each team will complete in order to document your readiness to assume ownership
and control of the overall solution.
Managed services:
We understand that while technology is important, a program like yours is ultimately about people. Our teams
provide all levels of user support to meet clients’ utilization goals and deliver a more positive customer experience.
As part of this service, a team of dedicated Acceleration Center resources, led by an onsite coordinator, will provide
business support and enhancements in a timely and cost-efficient manner. Some of the implementation team
members will also continue to be involved in support; eliminating any hand-offs or ramp-up time. They will come to
the table with a strong understanding of your RightAngle instance, including its functional use, data, integration, and
customization.
We've delivered similar services to your peers. Phillips 66’s usage of PwC RightAngle managed services, for
example, has resulted in substantial cost savings and improved quality of service — all for a customer that had
supported RightAngle on its own for over a decade. Our service level and fee structure are flexible, and we will work
with you to define the duration, service levels, calculation method, frequency of reporting, and associated
penalties/rewards. We would welcome the opportunity to discuss this option with [CLIENT] in more detail if and
when the time is right.
PwC | [CLIENT] 28
1.4.2
Company services
103. Continued
Risk & controls:

Our experience with large-scale transformation programs has shown us that risk and controls should be embedded
into the program from the Design phase to achieve its maximum benefit and avoid surprises. As a leader in designing,
testing, remediating, and auditing controls within the Energy and Utilities sectors, we recognize that process and IT
controls are a key risk area and a key success factor to the program. Streamlining your processes with RightAngle
provides you with the unique opportunity to streamline your controls as well; addressing risks throughout the
implementation process, the live environment, while aiding in achieving implementation goals and developing a more
automated to-be environment as well.
Our approach to designing controls during the implementation focuses on helping you integrate and embed controls
into RightAngle and other applications design. The end result is an optimized controls framework, supported by an
efficient security design. PwC’s controls integration model places emphasis on:
● Preventative and automated controls solutions which leverage your technology, like RightAngle. By focusing
on prevention and automation, we can eliminate controls, automate controls or simply improve the quality of
controls by reducing “manual” touch points
● Decreasing level of effort required to sustain and audit the new system
● Delivery of a “mature” control environment, leveraging RightAngle's functionality for controls automation
From the Design phase, the controls workstream is typically embedded in the project team to understand and
influence design decisions ensuring risks are addressed and controls are included in the solution design, allowing for
the solution to be built with embedded with controls. During testing, the controls workstream will drive testing of
automated controls to ensure effectiveness from Day One, and will develop control procedures for manual controls.
During testing and deployment, the controls workstream will develop training materials and deliver controls training to
control performers and owners, and will hold education sessions to raise the awareness level around controls in the
user community.
Role impact analysis and organization redesign:
This transformation will cause changes to job roles and responsibilities. You may find that the organizational design,
or the supply and logistics operating model, are no longer right for the organization, as is. There may be too much
headcount, or not enough in some areas; reporting structures may need adjustment or incentives may require review.
Perhaps the right type of talent or recruitment resources may need to evolve as well. In this case, analyzing and
redesign of the organization, or operating model, can help align the organization to achieve desired business
outcomes — all while removing unnecessary costs.
PwC | [CLIENT] 29
1.4.3/
Client history
PwC | [CLIENT] 30
1.4.3
Client history
3. Provide a representative list of current clients.
1
Additionally list clients in the midstream energy space (highlight NGL/Propane clients) that you have
done work for.
PwC's Energy practice has particular depth in the midstream energy domain. Midstream energy clients that we've
worked with in the past 12 months include:
• DCP Midstream • Oneok • Encana • Magellan Midstream
• Energy Transfer • Enable Midstream • Enlink • NGL Energy
Partners • Targa • Blueknight Energy • NuStar
• Colonial Pipeline • BP • Buckeye Partners • Spectra Energy
• Cheniere • Shell • Columbia Pipeline • Sunoco Logistics
• Plains All American • Phillips 66 • Crestwood • TransMontaigne
• Enterprise Products • Devon • CVR • Valero
• MarkWest • Chevron • Enbridge • Lansing Trade Group
Hydrocarbons • Western Gas • Green Plains
2 3. State how many clients are served by the individual(s), which will be servicing our account.
You will be the only client for 70% of the professionals on this team, and you’ll be the primary client for the other 30%.
We selected a diverse team with strong technical and sector experience — including
relevant RightAngle, logistics and midstream client experience.
Of these, we are dedicating Senior Manager Yasmin Northrup to be your full-time project
manager. Besides providing continuous two-way communications, she will leverage our
You will be the
proven project management processes, techniques, and tools to coordinate our services, sole client for
making sure we meet key milestones and stay on track. Supporting her will be additional
professionals, including Functional Analyst Lead Samantha DeSimone, Technical 70% of the
Architect Phani Durbhakula, Change & Training Lead Taylor Holiday, and Data
Conversion Lead Jason Stapley.
proposed PwC
project team.
Partner Marty Makulski is the engagement partner leading this project. He will be
supported by Quality Assurance Partner Mark Allan Smith. They each have 2–3
additional clients, and thanks to already established schedules of other projects, you will
be their primary focus while your project is underway.
This model provides you with experienced senior-level oversight, a team with the right mix of experience and project
management capabilities. If fact, collectively, this team brings more than 100 years of RightAngle and 100 years of
midstream experience.
PwC | [CLIENT] 31
1.4.3
Client history
On-schedule RightAngle project to retire

mainframe with integration to TMW and SAP
3. Attach a list of three references. Indicate the contact name, physical address, email address and
3 telephone number. All three references should have had similar deliverables that would be provided to
[CLIENT].
Reference 1
Client contact name: Maria Moran, Energy Transfer, Director of Crude Commercial Ops
Address 1300 Main St, Houston, TX 77002

Contact information: maria.moran@energytransfer.com, Cell: (832) 465-1993
Brief description of the services provided: Fixed-fee design and implementation of RightAngle for crude
marketing organization, retiring a number of legacy custom
solutions. Scope includes bulk and lease crude, physicals, and
derivatives. Project is on schedule.
Prime or sub-contractor Prime

List the functional areas (modules), the Lease Center, Physical Trading, Scheduling, Derivative Trading,
version and your contract engagement dates, Pricing & Risk, Inventory, Accounting, Credit Center, Report
and include implementation date Viewer, Ref Data, Control Panel, and Contract Management.
of the software Version s16. Conceptual design began January 2018.
Implementation began August 2018, with go-live planned for May
2020.
Detail the number of consultants you staffed The number of consultants on the project has varied but has
on the project and the consultants’ averaged 40 professionals throughout the engagement. Roles
responsibilities span project management, functional design, technical
design/build, testing, data conversion, and training/change
management. PwC’s Acceleration Center delivery team has been
used extensively for technical development and testing, as well as
for data conversion and cleansing and select training content
development.
PwC | [CLIENT] 32
1.4.3
Client history
Rationalizing over-customization of RightAngle to

enable legacy system retirement
[CLIENT].
Reference 2
Client contact name: George Mrvos, Sunoco, Vice President of IT
Address 8111 Westchester Drive, Dallas, TX 75225

Contact information: george.mrvos@sunoco.com, Cell: (404) 536-6099
Brief description of the services provided: PwC was brought in to support Sunoco in cleaning up an
implementation that had been highly customized by prior
consultant/vendor resources. We are leading the RightAngle side
of Sunoco’s legacy system retirement efforts, moving refined
products rack business from PDI into RightAngle as well as
providing day-to-day support on s15.
List the functional areas (modules), the Physical Trading, Scheduling, Derivative Trading, Pricing & Risk,
version and your contract engagement dates, Inventory, Accounting, Credit Center, Report Viewer, Ref Data,
and include implementation date of the Control Panel, and Contract Management. Version s15. Project
software began in March 2019, and go-live is planned for April 2020.
Detail the number of consultants you staffed The number of consultants on the project has varied but has
on the project and the consultants’ averaged 14 professionals throughout the engagement, with one
responsibilities team handling support and the other team leading the
implementation. Roles span project management, functional
design, technical design/build, testing, data conversion, and
training/change management. PwC’s Acceleration Center
delivery team has been used extensively for technical
development and testing.
PwC | [CLIENT] 33
1.4.3
Client history
Elimination of over 20,000 lines of code through

RightAngle standardization and simplification
[CLIENT].
Reference 3
Client contact name: Kathy Wang, Phillips 66, IT Director – Commercial/Value Chain
Optimization
Address 2331 Citywest Boulevard, Houston, TX 77242-1959
Contact information: kathy.m.wang@p66.com, Work: (832) 765-4277
Brief description of the services provided: PwC provided an out-of-the-box RightAngle design for global
standardization and simplification and led the s10 to s15 upgrade
implementation for Phillips 66’s Crude, NGL, Ethanol, RINS, and
Refined Products teams. Our fixed-fee project delivered value
while staying on schedule across all phases of the project,
resulting in the elimination of over 20,000 lines of custom code.
List the functional areas (modules), the Physical Trading, Scheduling, Derivative Trading, Pricing & Risk,
version and your contract engagement dates, Inventory, Accounting, Report Viewer, Ref Data, Control Panel,
and include implementation date of the and Contract Management. Version s15. Project began in
software October 2015, with go-lives in August 2016 and September 2017.
PwC has been providing RightAngle Managed Services on s10
and s15 to P66 since April 2018.
Detail the number of consultants you staffed The number of consultants on the project varied but averaged
on the project and the consultants’ around 30 professionals throughout the project. Roles span
responsibilities project management, functional design, technical design/build,
testing, data conversion, and training/change management.
PwC’s Acceleration Center delivery team was used extensively
for technical development and testing.
PwC | [CLIENT] 34
1.4.4/
Specific requirements
PwC | [CLIENT] 35
1.4.4
1 How many ETRM system implementations have you done in the past 5 years in the Propane, NGL, or
Refined products space. Please describe scope, product(s), CTRM implemented, timeline, cost bucket
($0-1 million, $1-5 million, $5-$10 million, $10 million plus)

In the past 5 years, PwC has done 11 ETRM implementations for Propane, NGL, or Refined Products clients. A
breakdown of these projects is provided below:
2
How many RightAngle Implementations have you done? Number in NGL space?

Our team has been involved in 41 RightAngle implementations, with some team members having over 20 years
experience in helping clients implement RightAngle. Several of our proposed team members are former RightAngle
employees and represent the core team of original software developers for key modules such as Scheduling,
Automatcher, and Accounting. 21 of these client implementations have included NGL business.
PwC | [CLIENT] 36
1.4.4
How many and what TMS Systems have you implemented in last 5 years. Please describe product
3 implemented, scope (proprietary fleet and/or 3rd party). Was it integrated with a CTRM system and/or a
proprietary or 3rd party S&OP software? For each implementation, please also describe solution type
(on premise/hosted/cloud/hybrid)
Over the past five years, we have conducted 100+ transportation-related projects spanning logistics strategy,
process improvement, and implementation. Nearly all of these projects considered identifying or enhancing
transportation technology to address the needs of the organization.
With regard to the System Implementation phase of a TMS, PwC has led, or supported, 30 implementations. We've
supported implementations with all of the leading providers in the market, including SAP, JDA, Oracle, BluJay, and
MercuryGate. In addition, we've supported several implementations of more targeted solutions, such as TMW,
Intellitrans, and custom-build solutions, fit for purpose. With these solutions, we have covered both proprietary and
third-party fleets, with both off-the-shelf and proprietary software packages implemented across a combination of
solution types (on premise, cloud, hosted, and hybrid).
Specifically, we have recent experience integrating RightAngle to TMW, Veson IMOS, Borque RAILTRAC, and
bespoke portfolio optimization tools.
PwC’s TMS capabilities span all phases of TMS implementations, reflecting our guiding principles of providing value
from strategy through execution. We leverage a network of experienced strategy and operations consultants to guide
clients through key strategic decisions, aligning TMS initiatives to your corporate goals to drive increased value
creation. This strategic focus is essential to your success, and confirms that technical aspects of design are prioritized
around operational value drivers. Our experience with a broad network of vendors and technical providers allows us to
offer strategic guidance and develop a solution that fits your needs.
A key differentiator of PwC’s approach is the ability to provide TMS design and implementation over varying schedules
of business release. That is, our teams can conduct a complete implementation across functionalities concurrently, or,
alternatively, can conduct design through integration on a subset of functionality before completing the next subset.
4 What S&OP optimization tools do you have experience with in this Energy space? Have you integrated
these tools with a CTRM system? With a TMS system? Please describe tools and scope of integration

We have experience with all market-leading S&OP optimization tools in the Energy industry, including, but not
limited to Aspen Tech, Llamasoft, Kinaxis, RiverLogic, and SAP. We have integrated these tools with ERP, CTRM,
and TMS systems; depending on project scope.
Project experience is extensive and scope is varied from full-transformations, inclusive of people, process,
technology. Others have been more focused on change management (process & people), where we teamed with
the vendors to complete technical implementation. We do not require the support of outside vendors, and our
preference is to own the complete implementation. Regardless of the scope, PwC's focus is always on capturing
expected value and implementing a sustainable solution.
PwC | [CLIENT] 37
1.4.4
5 5. Indicate your experience working with and interfacing with SAP. Describe the engagements and which
SAP modules were used. Provide details of any interfaces that were used/developed and the data items
and data volumes transferred.
PwC has over 9,200 SAP practitioners and has been top ranked by analyst for implementing S4 HANA.
More importantly, PwC has integrated to CTRM multiple times and understands the pain points. The interfaces ranged
from the simpler Finance and Controlling (FICO) interfaces, to more complex interfaces including Material
Management (MM), Sales Distribution (SD) and IS-Oil using middleware technologies such as PI/PO, Biztalk, and
TIBCO.
PwC has extensive experience in planning and executing the integration of CTRM systems with SAP ERP. Typical
FICO interfaces, such as Accounts Receivables and Accounts Payables, has a volumes of 10,000 to 100,000 daily
transactions, which account for 100 to 5000 invoices (including vendor invoices). Monthly GL volumes range from
10,000 to 50,000.
Understanding the complexity around the integration of the two systems, our experience has been that the simpler
interfaces are more sustainable and keep higher flexibility for the solution. A number of companies who opted for
tighter integration, not just on the finance level, regretted it later as it led to more cost for IT, limited functionality
improvements on both sides of the integration, as well as higher support costs for both the business and IT.
Therefore, we have dedicated architecture and system integration resources and methodologies to extract the optimal
value from your investment. We continuously innovate, invest, and improve our integration framework which results in
cost saving tools, templates, and accelerators for our clients.
The proposed team has integrated RightAngle with SAP at the following, relevant companies: ConocoPhillips,
Chevron, BP, Husky, Nexen, Tesoro, Suncoco, Phillips 66, Energy Transfer, PBF, and Delek.
A case study demonstrating pertinent SAP capabilities and experience is detailed below:
At a midstream client, our team implemented new solutions in support of the company’s origination-to-settlement
transaction process, including deal capture, logistics, and settlement. This included physical and financial position
reporting, operational profit and loss reporting, and risk exposure capability. The resulting RightAngle/SAP solution
incorporated extensive integration between RightAngle and SAP for its trading, scheduling, and risk management
processes with integration points focused on orders/movements and inventory value. Our consultants lead the project
management and planning, technical architecture design, functional design, business process design, technical
development, testing, deployment, as well as training and change enablement.
Leveraging the designs and architectural decisions of these prior projects, this experience will provide [CLIENT] with
advice on what integration models work well, what the trade-offs are of each option, and how to appropriately construct
the integration of data in each system. In particular, we have seen clients regret over-engineering the integration
between RightAngle and SAP, trying to recreate more in SAP than is necessary. By focusing on leveraging RightAngle
for what it is best used for, we help clients to keep the integration as simple and easy to maintain as possible.
PwC | [CLIENT] 38
1.4.4
5 Continued
Integration diagram from a recent RightAngle implementation
In this engagement, RightAngle S17 was implemented to replace a series of Mainframe systems. SAP PO was used
as the middleware layer for all the interfaces and JSON files were used to transmit data between the systems.
We have leveraged our standard design and code as the starting point for most of the interface such as daily AR, AP
and monthly GL interfaces to S/4HANA, GlobalView price loads and tickets from Ticket Repository and TMW. The
high quality of the code delivered by our integration team of onsite and Acceleration Center functional and technical
analysts meant that by the end of the first system test cycle, all ‘high’ priority defects were fixed and closed.
We have also designed and developed deal upload programs for S17. All the interface designs are reusable and can
be leveraged at [CLIENT] to streamline data migration and accelerate the cutover process.
PwC | [CLIENT] 39
1.4.4
5 Continued
Integration diagram from a recent RightAngle implementation
In this engagement, SRA (SolArc RightAngle — legacy name of the tool) was implemented for an integrated Energy
company based out in North America. In this integration, BizTalk was used as the middleware technology for
RightAngle to non-SAP systems, and PI was used for SAP integration.
A common mapping mechanism was implemented to integrate RightAngle with TMS systems in order to streamline the
integration and improve supportability. As illustrated in the above diagram, RightAngle was integrated with SAP (AP,
AR, GL), TMS, GlobalView, and with Zytax (now Avalara). In addition, RightAngle was also integrated with an external
portal to extract and display the 3rd invoices.
During the Blueprint phase, [CLIENT] can leverage our experience with the middleware technologies to make an
informed decision. In addition, we will bring industry leading practices for designing and implementing various
interfaces.
PwC | [CLIENT] 40
Appendix A
PwC’s W9 for 2019
PwC | [CLIENT] 41
Appendix A: PwC’s W9 for 2019
PwC’s completed W9 for 2019
PwC | [CLIENT] 42
Appendix B
Conflict of
interest policy
PwC | [CLIENT] 43
Appendix B: Conflict of interest
policy
Our code of conduct, Living our Purpose, is available online at https://www.pwc.com/codeofconduct and includes
policies and practices related to conflicts of interest, code of ethics, and gifts and entertainment.
Excerpt pertaining specifically to PwC’s conflict of interest policy:
PwC | [CLIENT] 44
Appendix C
Team biographies
PwC | [CLIENT] 45
Project leadership
Marty Makulski
Engagement Partner
(832) 563-4106
marty.makulski@pwc.com
RightAngle
implementations
• Phillips 66 Marty is a partner with our Commodities Advisory practice. He is an experienced functional
architect and program/project manager with hands-on experience in the aspects of project life
• Energy Transfer
cycle, including planning, vendor negotiations, design, conversion, cutover, training, testing,
• Sunoco support, and upgrades. His clients include many international investment banks, major oil and
• Koch Hydrocarbons utility companies, and merchant energy companies.
• Oneok
Relevant experience
• Targa Resources
• SemGroup • Worked on implementation planning and execution of numerous, large-scale commodity
trading projects; demonstrating strong functional and business process design skills as well
• PBF Energy
as the ability to communicate and work seamlessly with business and IT personnel
• ConocoPhillips
• Over 20 years leading RightAngle implementations for clients in the energy industry, most
• Macquarie
recently helping clients evaluate s17 — the first fully .NET version of RightAngle
• Western
Refining • Highly-experienced in guiding clients through the process to manage vendor relationships
with ION, while leveraging his deep history with senior ION leaders
• Tesoro
• Delek • Currently leading a large implementation of RightAngle for a North American liquids client
which is replacing a 30-year-old custom system
• JPMorgan
• True Oil • Recognized leader in helping client executives maintain the big picture and capture the
business benefits of large IT projects
• Merrill Lynch
• Past chair of RightAngle’s LeaseCenter User Group for crude oil customers
Certifications & Education

• BA Political Science, Sociology — Rice University
PwC | [CLIENT] 46
Project leadership
Mark Allan Smith
Quality Assurance Partner
(713) 412-3890
mark.allan.smith@pwc.com
Mark is a Houston-based partner in our Energy Advisory practice and leads our Advisory
RightAngle practice across the Greater Texas market. He has 35 years of industry and consulting
implementations experience, specializing in the downstream business. Prior to PwC, Mark worked at BP for 15
years where he was a business leader in crude oil trading/refinery supply, refined products
• BP marketing and supply, operations planning & optimization, logistics & distribution operations,
• Phillips 66 refinery operations, and optimizing profitability across the refining & marketing value chain.
• Energy Transfer Mark has worked with many oil and gas clients by leading business transformations, ETRM
system selections and implementations, and technology-led business improvement. He
Energy Experience applies his deep functional knowledge in the downstream business to maximize the business
value delivered through ETRM systems.
• BP
• Motiva Relevant experience
• Citgo • Led the business transformation and ETRM system implementation for a gas and liquids
• Shell marketing and trading organization, including the design and implementation of business
processes, org structure, reporting, and analytics to quantify the profitability of marketing
• Chevron deals; as well as leading the selection and implementation of the ETRM system to enable
• Phillips 66 business transformation and provide scalability
• Andeavor/Tesoro
• Assisted a major oil company with the selection and implementation of RightAngle, applied
• Repsol PwC methodology to drive value through business transformation, and accomplished
• Global Partners sustainable change and cost reduction
• Energy Transfer • Served as Quality Assurance partner on RightAngle projects for multiple oil and gas clients,
• ConocoPhillips focused on delivering business value by leveraging ETRM system standard functionality
• Murphy USA • Hands-on industry experience in crude, products and NGL supply & trading, logistics
• Gulfport operations (i.e., pipelines, terminals, marine, truck, rail); refined products marketing, refinery
operations, and commercial optimization
• Plains
• BS, Chemical Engineering — Case Western Reserve University
• MBA, Finance — Booth School of Business, The University of Chicago
PwC | [CLIENT] 47
Project manager
Yasmin Northrup
Project Manager
(310) 402-8017
yasmin.northrup@pwc.com
Yasmin is a senior manager at PwC and is a highly motivated, results-driven consultant with
19 years of experience. She provides companies, across multiple industries, with assistance
in energy/commodity trading and risk management technology.
RightAngle
implementations Relevant experience
• Expertise leading project teams through system selection, implementation, and process
• Energy Transfer review. Has spent the last two years leading the Energy Transfer RightAngle project from
• Murphy USA conceptual design through to integration test cycle. Led the initial design on v16, and then
led the upgrade to version 17.1. Responsible for coordinating across four different vendor
teams, managing PwC and ION/RightAngle personnel. Manages project status, budget, risk
register, and leads creation of Steering Committee materials
• Previously worked on RightAngle upgrade and risk reporting expansion for Murphy USA, a
long-standing RightAngle customer that had fallen many years behind in staying current on
their use of the latest capabilities of the software
• For over a dozen years, Yasmin delivered treasury and commodity trading & risk
management system implementations while working for Sungard, a leading risk technology
vendor. Clients included many prominent utilities and energy companies
• Yamin is fluent in French, and has spent time in PwC France to support the growth of the
commodities trading practice in Europe
• Proactive manager with ability to mentor, train, and motivate teams
• BS, Business Administration, Management Information Systems — California State
University
PwC | [CLIENT] 48
Functional team
Sean Ruckel
Functional Architect
(713) 320-9666
sean.m.ruckel@pwc.com
Sean is a director with our Advisory practice, focusing on the assessment, design, and
implementation of commodity trading and risk management (CTRM) frameworks. He has
delivered business transformations and multi-year process and systems strategy for
commodities trading organizations, including downstream multinationals, investment banks,
RightAngle
and commodity traders focused on transaction and transportation life cycle for physical
implementations
commodities (e.g., oil, fuels, NGLs, coal, cocoa, sugar, metals, and minerals).
• Phillips 66
• Sunoco Relevant experience
• ConocoPhillips • Functional lead to re-implement and upgrade RightAngle, optimizing integration with SAP,
• Delek logistics, and bespoke risk systems for the midstream division of a global energy company
• Standard Bank • Functional architect for RightAngle design and implementation at a Top 5 domestic crude
• JPMorgan marketing and gathering company
• VTB Bank • Led legacy mainframe systems retirement assessment and RightAngle design for a large
• Monroe Energy national fuels distributor
• Tesoro • Developed and executed commercial systems strategy and RightAngle implementation for
• Energy Transfer new physical commodity trading entity start-up within a state-owned, international
investment bank
• Lead for process and controls review of an international metals and mineral trader
• Subject matter specialist for commercial reporting strategy, transfer pricing policy, risk
policy, and RightAngle implementation for a North American independent refiner
• Managed acquisition systems integration (Endur, RightAngle, and bespoke) at a global Tier
1 investment bank for physical commodities including oil, refined products, and coal
• Managed RightAngle systems enhancements for coal and base metal trading at an
international investment bank
• Oversaw business implementation for SAP Commodity Management at the North American
division of global cocoa and chocolate manufacturer
• Led Allegro implementation and systems support for the fuel supply division of a large
domestic airline
• Supported a market expansion project for one of the largest domestic independent power
producer’s load forecasting systems

• BS, Economics with System Analysis — Southern Methodist University
• General Course, Economics — London School of Economics and Political Science
PwC | [CLIENT] 49
Functional team
Samantha DeSimone
Functional Analyst Lead
(832) 657-4697
samantha.desimone@pwc.com
Samantha is a senior associate in our Commodities Advisory practice with eight years of
industry experience in the energy sector; specializing in mid- and downstream operations in
oil and gas. She specializes in developing and delivering technology and business
RightAngle transformation programs for energy clients. Her experience spans various efforts, including
implementations commercial strategy, organizational and business process design and optimization, and
energy trading and risk management implementations.
• PBF Energy Prior to consulting, Samantha began her career at PBF Energy where she focused on the
• TrailStone crude and refined products markets and commercial operations. During her time there, she
• Global Partners performed testing during an implementation and was a RightAngle end user. That experience
has proven beneficial in her ability to relate to and provide advice that resonates with key
• Motiva stakeholders.
• Energy Transfer
• Sunoco Relevant experience
• Developed and implemented an organizational transformation program across seven
functional groups during a multi-phase, RightAngle s15 implementation replacing 10
homegrown systems and aligning the client with industry-leading practices, including
design of a 150 business-process suite across the trade life cycle
• Served as test lead for three-phase testing approach of ETRM implementation creating and
executing against the test plan, including the coordination of authoring, execution of test
scenarios and cases amongst a 15-person project team, planning and oversight of the
User Acceptance Testing (UAT) effort encompassing 120 users across six geographical
units
• Drove bulk commodities technology capability initiative as part of larger IT strategy
program to support client’s desire for a unified ETRM solution, supporting existing
operational challenges, M&A activity, and new business expansions spanning numerous
lines of business
• Provided functional application support and trained client’s IT group to support supply,
trading, and operations for crude and refined products post go-live for a RightAngle s15
implementation
• Drove functional design, testing, and user training of a RightAngle implementation,
supporting the start-up client's expansion into the crude and refined products market

• BA Communication Sciences & Disorders — University of Connecticut
• Business Analysis Masters Certificate — Auburn University
PwC | [CLIENT] 50
Functional team
Roc Su
RightAngle and S&OP Analyst
(213) 246-9637
ziyue.su@pwc.com
Roc is a senior associate in PwC’s Energy practice focused on business optimization. His
interests and experience are centered around the intersection of energy and technology,
utilizing software to streamline business operations and create value for clients.
RightAngle
• Energy Transfer • Provided key functional support in a large-scale RightAngle implementation through design,
build, and testing phases with tasks including (but not limited to) the following: formulation
and documentation of key design decisions, process design, and functional design;
Commodities Clients facilitating RightAngle customization building with Acceleration Center developers; serving
• Valero as subject matter specialist on a variety of customizations; and managing integration
• Sunoco testing with end users
• Traxys
• Conducted interviews with key stakeholders and workstream leads to assess development
status for organization-wide IT transformation (including RightAngle implementation) and
identify risks, gaps, dependencies, and issues, and created data visualizations in Tableau
to identify at-risk or behind-schedule items and workstreams/departments where issues
were concentrated
• Refined and operationalized supply and logistics optimization model for an energy
client’s ethanol value chain. This model helped the client identify profit opportunities
across truck, rail, and barge shipments from production plants to terminals across
the US, factoring in market pricing, storage constraints, route efficiency,
transportation costs, contract obligations, and more. Roc focused on streamlining
data capture, automating data entry, improving model performance, generating
analytics dashboards and reports, and training end users on model functionality
• Facilitated client interviews with 70+ stakeholders across two domestic offices and three
international offices to identify gaps in client’s operations and risk/controls framework
across three metal commodities: chrome ore, bauxite, and copper; took ownership of
recommendations and transformation plan around the client’s information systems strategy
and organization; and was a key contributor to a holistic two-year transformation plan that
touched upon the client’s culture and communications, establishment of a middle office, IS
strategy and org, establishment of a Logistics Center of Excellence, and developing a
robust risk and controls framework and environment

• BA in Economics from the University of Southern California
• BA in Cinematics Arts, Critical Studies from the University of Southern California
PwC | [CLIENT] 51
Functional team
Maurice Sims
RightAngle Functional Analyst
(832) 455-6726
maurice.s.sims@pwc.com
Maurice is a functional consultant with our Advisory practice, focusing on the assessment,
design, and implementation of commodity trading and risk management (CTRM) frameworks.
He has delivered business transformations and multi-year process and systems strategy for
RightAngle commodities trading organizations, and commodity traders focused on transaction and
implementations
transportation life cycle for physical commodities (e.g., oil, fuels, NGLs, coal, iron ore, and
Sunoco petrochemicals).
•
• Energy Transfer Relevant experience
• Tesoro
• Functional lead for RightAngle design and implementation for a crude refiner and products
• Delek
marketer
• Kolmar
• Functional lead for RightAngle design and implementation for a large national fuels
• Macquarie distributor for the purpose of retiring a legacy mainframe
• Wawa • Functional lead for a multinational RightAngle blueprint and implementation for an
• Deutsche Bank international petrochemical trading company
• Progress Energy • Lead RightAngle consultant for trading, pricing, contracts, and reporting implementation for
• Dominion domestic crude refiner
• Enterprise Products • Lead RightAngle consultant for trading, pricing, and inventory valuation for a regional fuels
Dynegy distributor
•
• Lead RightAngle consultant for crude oil with a focus on reference data, trading, contracts,
and integration to a bespoke risk system for an international bank
• Managed a new RightAngle coal and iron ore implementation leading trading, scheduling,
and accounting for an international bank
• Led the effort to implement inventory valuation, trader reports, and estimated accounting
close process for a large midstream energy company
• Created a process to assist in inventory reconciliation, WACOG validation, and additional
trading reports
• Many years of experience gathering and writing requirements, business analysis, and
project management

• BBA, Accounting and Finance — Texas A&M University
PwC | [CLIENT] 52
Functional team
Stephen Craig
TMS Functional Analyst
(443) 994-0303
james.stephen.craig@pwc.com
Stephen is focused on developing and implementing strategies and operations that exploit
advances in transportation-related technology. He has delivered business transformation
involving transportation management systems, fleet management systems, vehicle routing
Clients include: systems, global trade management systems, global forwarding systems, and other
transportation technologies. He has implemented solutions from most major transportation
systems vendors and many smaller or more narrowly focused vendors. Clients have included
• NOVA Chemicals
shippers, transportation intermediaries, carriers, and private equity firms. Stephen has also
• Marubeni run managed transportation operations, a transportation sourcing practice, and a
• CH Robinson transportation invoice audit practice with >$5B in freight under audit.
• Clean Energy Fuels
• Walmart Relevant experience
• CVS • Defined processes and implemented TMS for a leading distributor of natural gas
• Dillard’s • Defined processes and implemented TMS and FMS for a customer start-up operation for
• ArcBest (ABF) the US 3PL business unit of a global freight forwarder
• Gavilon • Defined business and system strategies for a 3PL venture of a large Latin American
• Agility transportation company. Delivered a scalable “platform” of integrated applications, including
C&S Wholesale TMS, FMS, YMS, etc.
•
• Selected and implemented TMS and set up North American transportation management
Grocers operations for a leading internet retailer
• GAF Industries • Selected and implemented TMS managing domestic US inbound transportation for a
• DSC Logistics leading mall-based retailer
• Hexcel • Selected and implemented TMS for the 3PL business unit of a $1B wholesaler/publisher
• Amerisource • Designed intermodal systems for US transportation division of global 3PL
Bergen • Subject matter specialist on global Ocean Vehicle Visibility system project for auto OEM
RR Donnelley • Defined business and functional reqs. for trade services division of a $3B freight forwarder
•
• Managed system vision, scope, and approach, as well as application selection projects for
• Grupo TMM the replacement of core operating systems for a global transportation/logistics provider
• Kotahi Logistics • Managed a strategic network design project for an industrial manufacturer, including
• Mode Logistics distribution network reconfiguration, new methods of distribution, and new channel strategy
• Developed transportation-sourcing strategy affecting over $500 million in transportation
spending for a North American retailer
• Sourced consolidated ocean container contracts for multiple portfolio companies of a
private equity firm using a leading global trade management application/platform
• Rationalized European distribution and transportation operations for a global manufacturer
• For a private equity firm, performed pre-acquisition due diligence of the logistics systems of
two large mid-market 3PLs
• For a leading global investment firm, performed pre-acquisition due diligence of the
operations and logistics systems of a Turkish-based freight forwarder/3PL

• MBA — Southern Methodist University
• BA — Hendrix College
PwC | [CLIENT] 53
Technical team
Phani Durbhakula
Technical Architect
(281) 414-9476
phani.b.durbhakula@pwc.com
Phani is a director with our Advisory practice and has 17 years of experience helping oil and
gas companies with trading and risk management implementations — primarily RightAngle
implementations for downstream and midstream organizations. Phani started his career at
SolArc and was instrumental in designing and building logistics functionalities such as
RightAngle
Scheduling workbench and Automatcher.
implementations
Phani is based out of Sugar Land, TX and has a Master’s degree in Computer Science from
• Energy Transfer the University of Oklahoma.
• Sunoco
• Phillips 66 Relevant experience
• Enterprise Products
• Eighty-Eight Oil • Technical architect for implementation of RightAngle S17 version at one of America’s
• Husky largest and most diversified midstream energy companies. Served as the subject matter
• Delek specialist to design RightAngle integration with SAP, TMS systems such as Guardian,
• Tauber Oil Dearman etc, Ticket Repository systems such as TMW, TopTech, Transport 4 and price
publishers/aggregators such as Opis, Platts, GlobalView etc.
• Led 75+ users responsible for standardization and optimization of RightAngle system as
part of s15 upgrade for a large midstream company where he was development lead to
optimize RA SAP integration design and migration customizations from RightAngle s10
version to s15 version
• Implemented RightAngle and Natural Gas systems for an oil and gas marketer based out
of Houston. Successfully integrated two complex ETRM systems, interfaced with ICE and
NYMEX to bring in EFP trades and a two-way interface with MS Dynamics SL
• Led a team of system integration specialists responsible for simplifying a complex
integration model between RightAngle and SAP at a large multinational energy company
• Project manager responsible for implementing Triple Point Commodity XL as the global risk
management system to manage the Position and P&L for the entire global portfolio of a
Fortune 50 Agriculture processor

• BTech Mechanical Engineering — Nagarjuna University
• MS, Computer Science — University of Oklahoma
PwC | [CLIENT] 54
Technical team
Tracy Baird
Technical Analyst
(918) 706-6426
tracy.baird@pwc.com
Tracy has more than 21 years of experience in oil, refined products, and natural gas liquids,
specializing in systems implementation and integration with RightAngle. Tracy started his
career at SolArc back in 1998 and was the accounting domain architect for the better part of
RightAngle his career there. His other areas of focus include integration with ERP systems (Oracle and
implementations SAP) and lease crude gathering. Tracy specializes in finding elegant solutions to very difficult
problems.
• Energy Transfer
• QuikTrip Relevant experience
• Sunoco
• PBF Energy • Technical lead on project in Houston, Texas, consisting of onshore and offshore
• Western Refining developers. Oversaw all technical aspects of the project, including requirements gathering,
• Blue Knight designing, developing, testing, reviewing, and releasing
• Technical lead on project in Tulsa replacing PetroMan with RightAngle. Led the integration
with their homegrown pieces of software and major software packages such as JDE
• Developed all downstream interfaces from RightAngle to all types of receiving systems
(Oracle Financials, SAP, mainframes, etc.)
• Served as accounting domain architect for RightAngle and had a hand in either designing
or developing most of the accounting features in RightAngle’s accounting offering
• Bachelor’s degree in Electrical Engineering from the University of Oklahoma
PwC | [CLIENT] 55
Technical team
Kashish Khanna
kashish.khanna@pwc.com
Kashish is experienced in risk consulting and specializes in energy trading and risk
management systems. He has four years of experience in the ETRM domain, management
consulting, and HIA consulting. His experience in consulting on exposure management,
consolidation, and maintenance of data between heterogeneous IT systems includes liaising
with traders, trade analysts, schedulers, and counterparties to capture accurate volumetric
RightAngle
and financial exposure in physical clean products trading and supply business. Working in
implementations
ETRM and CTRM, he has gained a well-rounded perspective on reconciliation of trade,
nomination, and movement data across the deal life cycle, inventory balancing, and account
• Phillips 66 period management.
• Chevron
• Consulted in the planning phase in the development of protocols for supplier data
normalization, supplier outreach, critical supplier identification, creation of data collection
tool, verification of responses, and clarification protocols in supplier economic impact
database project for a leading soft drink company
• Worked on upgrading trade life cycle system (RightAngle from s10.7 to s15) for a
multinational NGL and products business
• Supported procurement decisions related to new terminal, trade with a new counterparty,
or trading a new product at a new location by proposing required mappings the system
needed for a leading US oil and gas company; collaborated with traders and schedulers to
resolve discrepancies in MTM report and monthly P/L across portfolios/strategies,
inventory balancing during month-end account close in RightAngle
• Worked on implementation of trade life cycle system (RightAngle) for crude, including
creating functional and technical specification, migrating code and data, and customizing
the system
• Worked in analytical support project for supply business of an oil and gas major to resolve
discrepancies in MTM report and monthly P/L for constraint demand forecast, refinery
schedules and actuals, blending allocation and monthly trade plan feeds from SAP to ICTS,
inventory balancing during month-end account close in RightAngle
• MBA (Energy Trading and Risk Mgmt.) — University of Petroleum and Energy Studies
• B.Tech (Computer Science) — Punjab Technical University
PwC | [CLIENT] 56
Change management & training
team
Taylor Holiday
Change & Training Lead
(979) 229-7026
taylor.holiday@pwc.com
Taylor is a manager with PwC’s Advisory practice and has five years of experience delivering
transformational change to the oil and gas industry. Focusing on system and process
transformation, she brings experience developing change programs for multiple ERP systems
and, most recently, has been working with a commercial energy trading organization to
RightAngle
manage the change of an energy trading and risk management system.
implementations
Relevant experience
• Phillips 66
• Sunoco • Served as change management and communications lead for a crude marketing business
retiring its legacy mainframe systems where she employed creative communications and
• Energy Transfer
engagement techniques for over 200 stakeholders, including leadership coaching and early
• Delek drip-feed learning, to establish strong organizational support from Build phase through go-
live; developing training strategy, training development oversight, and train-the-trainer
approach delivery for 30 instructor-led and computer-based training courses
• Led change management and training activities for large energy company’s multi-year
RightAngle energy trading software upgrade and transformation program, including
stakeholder analysis, strategic communications planning, change impact analysis (11
process areas with 75 workshops), training strategy, development and delivery
coordination ( 60 courses for 200 users), employee pulse check interviews at milestone
intervals, and coordinating Change Champions to engage influencers key to adoption
• Led change management for oil field services acquisition, coordinating all communications,
stakeholder engagement, culture assessment, and training activities from pre-Day One
throughout integration, including engagement with regional leaders, corporate functional
leaders, and other business units to reach stabilization and begin process/system
integration
• Developed three-tier, multi-month training strategy and plan utilizing classroom, peer-to-
peer, and on-demand learning approaches to support system implementation for SAP
Supply Chain and Plant Maintenance modules while conducting a business process
workshop series to define global processes supporting new SAP system integration
• Developed communication and employee engagement plan to support CEO and executive
management in rolling out new talent and performance management programs which
aligned individual goals, behaviors, and skills to the enterprise’s mission and created
greater accountability and ownership — the program included 63 unique skill-set
assessments and job expectations for 51 unique jobs

• BBA, Management — Texas A&M University
PwC | [CLIENT] 57
Change management & training
team
Kendall Toarmina
Training Lead
(832) 210-6135
kendall.toarmina@pwc.com
Kendall is a senior associate in the People and Organization practice based out of PwC’s
Houston office. With an MBA and eight years of relevant experience in training, change
management, and human resources transformation. Kendall brings strong business
experience, analytical skills, and perspective including a lens on diversity and inclusion. She
RightAngle
co-led the Rice University MBA program’s first-ever Diversity and Inclusion conference, and
implementations
was named a “Woman of Power” by Outsmart Magazine in 2017.
• Phillips 66
• Led training for a RightAngle implementation including strategy, planning, and managing
Energy experience development of targeted, role-based materials for 19 courses, QRGs, train-the-trainer, drip-
learning opportunities, and just-in-time classroom instructor-led training
• Gulfport Energy • Led change management for integration of acquired employees and technology
• Halliburton implementation at a large oilfield services company, including creation and implementation
of communications plan, Change Champion network, culture and readiness surveys, and
• Andeavor
analyzed results to develop action plan increasing employee change readiness
• Performed re-design of HR Operations organization and operating model for a Fortune 100
integrated petroleum refining, marketing, and logistics company, including conducting
stakeholder interviews and analyzing themes; benchmarking current HR operations
processes against peers; creating data visualizations for activity analysis findings; co-
creating presentation for 5-hour client HR transformation design workshop; and facilitating
design workshop for 30 participants
• Conducted assessment of HR transformation for a large multinational distribution company,
including data collection, stakeholder interviews, analysis, and presentation of results

• BA, Business & Hispanic Studies — Rice University
• MBA, Strategic Management — Jones Graduate School of Business, Rice University
• Senior Professional of Human Resources (SPHR) Certification — HRCI
PwC | [CLIENT] 58
Data conversion team
Jason Stapley
Data Conversion Lead
(918) 504-9313
jason.m.stapley@pwc.com
Jason has nine years of experience implementing enterprise applications, including

requirements development, system assessment and selection, specification authoring,
testing, data conversion, deployment, and project management. He has executed multiple
RightAngle data conversion projects and has experience with MS SQL Server and multiple
RightAngle
ETL programs. Jason is also a Certified SAFe Agilist.
implementations
Relevant experience
• Phillips 66
• Energy Transfer • Led a team of PwC and major NGL client personnel to migrate data for RightAngle upgrade
from s10 to s15 with significant customizations included in the migration
• Executed conversion at a major midstream energy company, from assessment to load;
converting data from multiple mainframe systems supporting crude marketing business into
a single RightAngle instance
• Worked as project manager and testing manager for SAP FICO, MM, and HCM
implementation for midstream energy company. Helped manage data from multiple legacy
data sources to create a new, single instance with data standards defined and
implemented
• Oversaw testing workstream for a major telecom client’s $30 million custom business
pricing application using Agile methodologies, extensive automation, and DevOps
deployment
• Managed a program to develop custom application supporting maintenance operations
following the merger of two major airlines

• MBA — Brigham Young University
• BA, Communications, Public Relations, English — Brigham Young University
PwC | [CLIENT] 59
Data conversion team
Archana Doss
Data Analyst
archana.doss@pwc.com
Archana is a senior associate with the Data and Analytics technologies practice within PwC’s
advisory business and brings over 12 years of experience in data warehousing in the
engineering and construction industry. She holds a bachelor’s degree in information
technology.
RightAngle Archana has successfully executed many data warehousing and data migration projects in a
implementations range of functions, including human resources, procurement, tax, and accounting and finance.
• Energy Transfer She has traveled onshore while participating in requirements gathering and analysis, design,
implementation, user acceptance testing, defect management, production readiness and
integration, maintenance and support, etc.
Relevant experience
• Data conversion from legacy to RightAngle for a commodity client

• Data migration from legacy and SAP system to SAP HANA for a utility client
• Data quality assessment and monitoring system implementation for a healthcare client
• Claim management for a leading services industry
• Operational data store for a leading global engineering, construction, and services industry

• Bachelor of Technology, Information Technology, Kings College of Engineering, Anna
University (2005)
• Diploma in Information Technology, Shanmugha Polytechnic, DOTE University (2002)
• Oracle Certified Associate, Oracle Corporation (2008)
PwC | [CLIENT] 60
Integration team
Jyothi Doddalingaiah
jyothi.doddalingaiah@pwc.com
Jyothi is a senior manager in PwC’s CTRM Advisory practice and leads Acceleration Center
delivery. Prior to joining PwC, she was with a multinational technology and consulting
company where she served as an offshore delivery lead in the CTRM vertical. She has over
RightAngle 17 years of professional experience delivering complex business transformation
implementations engagements, with the last 11 years in the energy industry covering oil and gas.
• Chevron Relevant experience

• Plains Canada • Has delivered high business value as the solution architect on large-scale software
• Pilot Flying J package/custom implementations for energy clients in North America, Europe, and Asia
• Enbridge • Has worked on RightAngle implementations on oil, refined products, and NGL business
• Energy Transfer
• Most recent experience includes building data management and analytics programs for oil
• Sunoco majors with complex data integration, reference data management, business intelligence,
data migration, data centralization, data quality, and data governance
• Involved in digital transformation initiatives for oil and gas companies, helping them adopt
digital age technologies (cloud, DevOps, RPA, and blockchain among a host of broader
digital technologies)
• B. Tech — R.V. College of Engineering
PwC | [CLIENT] 61
Integration team
Akshay Saxena
Integration Analyst
akshay.saxena@pwc.com
Akshay is a risk consulting specialist in energy trading and risk management systems, with
10+ years of experience in the ETRM/CTRM domain. Akshay has experience in
implementation, customization, configuration, and support of ETRM solutions (RightAngle).
His background as a domain specialist in ETRM/CTRM has provided him with a well-rounded
RightAngle perspective on the implementation of business technologies for the purpose of increasing
implementations business value.
• Phillips 66 Relevant experience

• Energy Transfer
• Worked with businesses to understand technical and functional challenges and provide
• Delek solutions
• Chevron
• Worked on upgrading trade life cycle system (RightAngle, from S10.7 to S17) for NGL
business
• Delivered ETRM-based project for a major oil and gas company to upgrade to newer
version of RightAngle
• Played a major role in delivery of the project to achieve automated trading functionality
within RightAngle
• Led projects managing the full project life cycle for energy trading credit margining,
collateral, and risk management systems
• Worked on implementing trade life cycle system (RightAngle) for crude, which included
creating functional and technical specifications, migrating code and data, and customizing
the system
• MCA Computer Science, Uttar Pradesh Technical University
PwC | [CLIENT] 62
Specialists
Sandra Gosling
Optimization and TMS Specialist
(773) 610-2598
sandra.h.gosling@pwc.com
Sandy joined PwC in 2009 and has 15 years of consulting experience focused in supply chain
management. She is a partner in the Supply Chain practice, focused in logistics, and has
overseen projects spanning process improvement, network design, supply chain planning,
Experience and inventory optimization. She is currently leading the integrated supply chain competency
for industrial products, but continues to deliver value across industries as well. Her specialties
• BP, Haliburton and include supply chain and logistics optimization, network design (global and domestic), supply
a range of other chain strategy, sales and operations planning (IBP), mode optimization, plant rationalization,
leading chemical fleet management, process redesign, and transportation optimization (international and
and energy clients domestic).
Relevant experience
• Led the design and stand-up of internal fleet capabilities for the North American division of
one of the largest oilfield services companies, including organizational, process,
performance, and technology enablement creating a key differentiator and guaranteed
capacity
• Assessed, improved, and implemented optimization capabilities at a leading bulk chemical
manufacturer. Led client through a software selection and related organizational and
process design to enable dynamic optimization of rail/truck mode selection, source
selection, and planning as part of their monthly cadence. Results included an 8%–10%
reduction in cost and increased visibility in compliance, promoting continuous improvement
• Led large $6B life sciences company through technology strategy for logistics, including
evaluation of insourcing versus outsourcing of transportation capabilities, technology
selection, and implementation. Implementation included detailed process design,
organizational design (roles/responsibilities), and technology implementation

• BS, Transportation and Logistics, Operations Management and International Business —
Ohio State University
• Licensed Customs Broker
PwC | [CLIENT] 63
Specialists
Michaela Greenan
SAP Specialist
(832) 443-4138
michaela.greenan@pwc.com
Michaela is a principal in PwC’s SAP practice as well as part of the Energy Advisory practice.
Michaela has led a number of large-scale enterprise transformations enabled by various
technologies, including SAP and RightAngle.
RightAngle
implementations Prior to joining PwC, Michaela was a principal with another Big Four and part of the Energy
Center of Excellence in Houston. Prior to joining them, she was with a multinational
Phillips 66 technology and consulting corporation where she served as a partner in the chemical and
•
petroleum sector. Prior to that, she was a member of the leadership team for one of the
• Delek world’s largest consulting firms where she ran the operations for the South region as well as
• Energy Transfer the SAP service line for the energy, chemicals, and utilities sector.
• ConocoPhillips
Relevant experience
• Over 25 years of SAP implementation experience, including integrations to ETRM systems
• Engagement partner for developing a feasibility study to understand a better integration
model between SAP and RightAngle at a major independent refiner. The client had created
a complicated interface and needed to understand if there are simpler models for
integration. This study resulted in an upgrade of RightAngle and the optimization of the
interface (lead partner on that engagement)
• Engagement partner for integrating a newly formed midstream company into one company.
The MLP (Master Limited Partnership) was formed by integrating two midstream
companies. To better enable the integration, a single ERP platform was created. The
project started with developing an implementation strategy through implementation of
functionality, which supported financial reporting, benefits enrollment, payroll, and the
realization of business efficiencies through improved asset management and the
integration with supply chain, finance, operations, and human resources. The technology
included SAP on premise and in the cloud as well as integration to other third-party
applications, including ETRM systems
• Extensive experience working with tax specialists on critical ERP/tax touchpoints
• MS Psychology, Philosophy, Pedagogics and Theology — University of Vienna
PwC | [CLIENT] 64
Specialists
Chet Sampat
Planning and Optimization Specialist
(443) 799-5904
chetan.p.sampat@pwc.com
Chet is a director in PwC’s Operations practice with 12 years of industry and consulting
experience focused on global supply chain and logistics. Chet has led a number of logistics,
strategy, and transformation programs for clients.
Experience
Relevant experience
• Baker Hughes
Haliburton • Conducted a global transportation sourcing initiative for an industrial products
• manufacturer, which grew from $500M to $4.2B over a three-year period, the scope of
• Nouryon which included European trucking and global freight forwarding (air, ocean, and parcel
• QMax across 30+ countries), with spend reduced by 16% and carrier pool reduced from 400 to 12
• Rockwell preferred carriers with streamlined contracts and data visibility
Automation
• Completed network optimization for a $3.5B distributor aligning its network across five
entities delivering via different channels

• BS, Marketing, Operations, International Studies — Kelley School of Business, Indiana
University
• MBA, Supply Chain Management and Marketing — Kelley School of Business, Indiana
University
PwC | [CLIENT] 65
Specialists
Carrie Wisher
Change Management Specialist
(617) 359-7436
carrie.l.wisher@pwc.com
Carrie is a partner with our People and Organization practice and is a thought leader for
PwC’s industry-leading change management solution. She has 18 years of experience
helping national and global companies achieve business objectives through large-scale
change and business transformation initiatives. Her consulting responsibilities range from
RightAngle
organizational change management strategy and business readiness planning, strategic
implementations
communication and stakeholder engagement, leadership alignment and coaching, process
optimization, and training and user adoption.
• Sunoco
Energy Experience • Served as the senior program leader for multiple change-enablement programs, ranging
from mid-sized functional change solutions to enterprise-wide, multi-million dollar initiatives
• DCP • Currently the senior program change leader for a multi-year, $50M+ technology
• ConocoPhillips transformation program including RightAngle, SAP, and PRA implementations serving as
Enable Midstream program advisor and leader to the Change Management Office; leading the enterprise-wide
•
change and training program across all technology and process improvement initiatives for
• Devon energy the program
• Gulfport Energy
• Senior program leader of the change-enablement workstream for the rollout of a multi-year,
• Valero $30 million global financial transformation initiative and SAP implementation at a leading
• PDC Energy global fast food retailer where she led the change enablement, leadership alignment,
training, and communication tracks; comprising approximately 15% of total project revenue
• Senior program change leader for $30 million cross-functional SAP initiative at a newly-
formed midstream MLP, post-merger where responsibilities included advising senior
leadership on the change management approach for the overarching transformation
program

• BS, Accounting and Business/Management — University of Connecticut
PwC | [CLIENT] 66
Specialists
Joel White
RightAngle Specialist
(720) 352-8683
Joel has 19 years of experience with RightAngle software solution, including core product
development, implementation planning and execution, customization, and long-term customer
support stages.
RightAngle
• Served as project manager on multiple projects implementing RightAngle involving project
• Marathon Petroleum scoping, budgeting, functional and technical requirements gathering, business modeling,
• MarkWest and solution design
Hydrocarbons • Designed customer portal solution for large midstream company integrating terminal
• Western Refining tickets, rail bills of lading, and invoices to web-based solution for customers — project
• Tesoro resulted in timely information for customers as well as a reduction in resources
• Nexen • Designed custom software solution integrating RightAngle data with railcar and meter
• Eighty-Eight Oil information for a large midstream company where the custom application became a critical
Company system for the trading desk and contributed to doubling rail shipment capacity
• American Electric • Implemented/upgraded RightAngle for NGLs, refined projects, and lease crude gathering
Power
• Served as technical lead for first RightAngle.NET and Canadian lease crude
implementations
• Designed and built portions of the core RightAngle product as an employee for SolArc
(company that created RightAngle) focusing on the risk, accounting, and inventory domains

• BS Mathematics, Oklahoma State University
PwC | [CLIENT] 67
Specialists
Ale Hammond
TMS Specialist
(917) 886-9947
alessandra.hammond@pwc.com
Ale is a manager at PwC with more than ten years of experience working with the freight
forwarding and NVOCC industry focused on freight negotiations for inbound/outbound
operations, capacity planning, systems assessment and implementation (TMS), and
RightAngle warehouse. Ale’s experience includes strong analytical problem solving and issue resolution
implementations capabilities with a focus on strategy optimization to help reduce costs, increase profits, and
deliver seamless solutions for clients.
• Praxair & Linde Gas
Relevant experience
Energy experience • Leading the detailed design, build and test, and implementation of a TMS solution for a
global chemical company with projected savings of over $15M annually. Developed and
• Halliburton conducting training activities. Supporting the deployment of the solution across 40+ sites in
North America for all modes
Other experience • Led TMS workstream and managed a global RFP, including workshops with cross-
functional teams to identify business requirements, translate into functional needs, and
confirm future state, and developed TMS business release strategy, including facilitating the
• Smith & Nephew
vendor selection, and completed the future solution functional architecture design, the
detailed technology enablement plan, and resource structure to support the implementation
• Led systems assessment in NA to enable internal trucking sand operations; managed RFI
and RFP processes (development, execution, and assessment) to define the appropriate
dispatching software to support operations as a carrier; oversaw implementation of
dispatch technology to enable internal trucking operations and to improve capital efficiency
and safety with the in-house trucking fleet; and managed the client at several levels and
across functions (legal, IT, business, and procurement) to drive technology selection
• Ale holds a BS in International Relations from FECAP — Fundação Escola de Comércio
Alvares Penteado and an MBA in International Trade & Business from Fundação Getulio
Vargas in Brazil.
PwC | [CLIENT] 68
Specialists
Juliet Henderson
Change Management Specialist
(832) 819-8942
henderson.j.juliet@pwc.com
Juliet is a senior manager in the PwC People and Organization practice. She brings 13 years
of combined consulting and industry experience in delivering complex change and people-
led performance improvement for large transformation programs across Australia, Europe,
the UK, and the US. With an industry background in procurement operations in consumer
RightAngle
products, she combines strong business analytical and management experience with broad
implementations
skills across change management and communications, project delivery, workforce planning
• Sunoco software implementation, training and facilitating, and leadership coaching.
• Energy Transfer
Relevant experience
• Led the Change Management Office and change capability build for a large midstream
Energy Experience MLP during a multi-system implementation, working across various system-implementer
third parties, covering >7,000 end users, where systems included RightAngle, SAP
• LSPI S/4HANA, and PRA. Served as program advisor and leader to the Change Management
• ConocoPhillips Office, leading the enterprise-wide change and training program across all technology and
process improvement initiatives for the program
• BHP
• Advisor and lead for the Change Management Office for a multi-year digital transformation
program with a midstream chemicals company. The program included a multi-technology
implementation for IOT, a web-based customer portal, mobile delivery ticket application,
route planning, replenishment, and EAM/Maximo
• Led the US-side delivery of a combined operational excellence and process improvement
program for a global oil and gas technical recruitment firm across Houston, Calgary, and
the UK where work involved embedding new ways of working and continuous
improvement techniques through coaching and training across three locations to improve
their new project/contractor setup and invoicing processes with oil majors as well as
internal operations — achieved a 91% reduction in new errors/queries, while creating 25%
capacity in payroll, and a four-day reduction in DSO for the UK shared service center

• BA, Science — University of Adelaide
• Executive MBA — University of Adelaide
• PRINCE2, Project Management — ILX Group (UK)
• Lean/Six Sigma, yellow belt — University of Adelaide
PwC | [CLIENT] 69
Appendix D
Unasked questions
PwC | [CLIENT] 70
Appendix D: Unasked questions
Given the sizable experience PwC has in delivering projects for other clients that are similar to the scope, size,
and technology footprint (RightAngle, TMW, etc.) of Project Teton, we want to provide an additional
perspective.
We have gained insight into a number of lessons learned from these other projects. We are presenting them to
[CLIENT] here in this section in the form of “Unasked questions.” We believe these will help provide [CLIENT]
with a deeper understanding of how and why we may approach parts of Project Teton in a particular way.
PwC | [CLIENT] 71
What is your data conversion approach and how can I ensure the business retains control of its data?
Data conversion is a key implementation enabler, especially for a data-intensive program of this size and scope. When
data migration is not given proper attention, testing becomes a challenge and resources are surged late in the process
in an attempt to complete migration activities on time.
Based on our experience delivering RightAngle projects for enterprises, we understand what is required to deliver
complete and accurate data that enhances effectiveness of test cycles and fulfills implementation requirements. Critical
data migration success factors include:
1. Early involvement by the business in data mapping and profiling activities
It is essential that the business stay in control of the data throughout the migration process. PwC will help [CLIENT]
identify business owners for each data object. These business owners will be involved in foundational activities that will
set the direction for the heavy lifting to be provided by PwC personnel. This activity will also help establish the baseline
level of effort required to convert data to satisfy business requirements. In addition, it helps provide an audit roadmap to
follow to show how legacy data is transformed into target data.
While the business may delegate to the project implementation teams many day-to-day tasks, ultimate responsibility for
validation and approval of data loaded in the target cannot be delegated. The business is responsible for attesting that
the data loaded meets functional requirements.
2. Establishing data standards against which legacy and transformed data can be assessed
Key data objects should have documented data standards that govern how data should be formatted for optimum
functionality. Standards include formatting guidelines for such key data objects as Counterparty, Products, Locations,
Book Structure, etc.
3. Utilizing automation as much as possible in extract, transformation, load, and validation activities
Automation reduces cycle times and improves data quality when built upon business rules established early in the
project. It facilitates larger volumes of converted data being available for integration testing, allows for quicker
processing of new data throughout the project, and reduces dual maintenance around cutover windows.
4. Integration testing using converted data
Using converted data in testing improves testing outcomes by allowing business users to model their tests using master
data that is familiar. It also improves data conversion outcomes, as it serves as an important validation step by
contextualizing throughputs in end-to-end data flows.
What is your approach to data quality?
Poor data quality places implementations at risk. To support successful implementations, we build data quality
management activities into each phase, as illustrated below:
PwC | [CLIENT] 72
Our methodology will help not only deliver successful conversion but also establish capabilities to enable you
to proactively manage data quality and operate effectively long after the project is completed.
How do you test data loads?
Mock cutover cycles are an important part of the data migration process. We prefer to run a mock load cycle for every
integration testing and UAT cycle, plus one to two additional mock cycles to test defect resolution and to enhance load
cycle times. With each successive mock cycle, throughput targets increase. An important element in these mock cycles
is integrated throughput. Individual object throughput levels are only important in the context of end-to-end data flow.
Object record counts are tracked and reported, but data loads are only successful if they support end-to-end business
process execution.
How do you incorporate automation in your data conversion?
Our approach to the ETL process is to automate wherever feasible. Automations are built upon a library of business
rules to make sure that business requirements drive intelligent automation design. PwC has experience with leading ETL
tools, including Informatica, Tibco, Talend, SAP Data Services, Microsoft, Oracle, and many others. We strongly
recommend adoption of one of these tools if a license does not already exist.
We make use of standard RightAngle master data load tools for core data objects and supplement them with PwC-
proprietary load programs for additional objects. PwC RA professionals have designed and developed deal load
programs to reduce load times on the most complex RA data objects. Deal load cycles that previously took months and
required phased cutovers are reduced to a matter of days, depending on volume. These tools reduce the length of
cutover periods and concentrate dual maintenance periods to a minimum.
PwC | [CLIENT] 73
In addition, the business rules that power the conversions are customizable. Using an iterative approach that includes
multiple mock load cycles, we can update the conversion design based on test results and iterate again without
significant rework. Automation at every stage enables the quality of the end conversion to be exactly what the business
needs. An example conversion project workflow is included below.
In your change management approach, what tools and accelerators do you leverage?
We bring proven tools to bear that allow us to quantify stakeholder commitment and degrees of impact in order to
make data-driven decisions and measure and manage change adoption and readiness.
Evolve Align
Celebrate success! Define business targets and metrics
Set up the business for the next Align on design guiding principles
stage of the journey
Evolve Identify key stakeholders and users
Support continuous
Define stakeholder & user experience guidelines
Align
improvement Hey, we can

do this Change Navigator
ourselves!
Yay! We are
all on the
same page.
Enable
Iterate
Conduct deep dive
Enable
learning/training/upskilling series Engage

Establish coaching circles, sustainment Integrate communication with Project Teton timeline
strategies, and feedback loops
Develop user personas and journey maps
Assess and measure adoption rate, Engage Engage users & stakeholders in design workshops
implement remediation strategies
where needed Develop “drip-feed” early learning content
Deploy supplemental learning assets for Activate supercharged change networks
continuous improvement Gather feedback, measure engagement,
publish change metrics
PwC | [CLIENT] 74
Change management tools and accelerators
• Change management digital tools through PwC’s Change Navigator
– Change Navigator: Digital workbench that enables change teams to collaboratively analyze an organization’s change
environment, identify the impacts, create a right-fit change plan, and track progress against rollout metrics across multiple
change initiatives simultaneously. It puts stakeholder and change impact data at our fingertips, which allows us to spend time
looking at stakeholder insights and making proactive decisions and adjustments to our approach in a timely fashion.
– Communicator (optional): A personalized communication strategy and multi-channel approach that enables your comms team
to build excitement and awareness for your talent, ultimately removing resistance to change.
• Creative communications: We create quick, munchable,

impactful content geared toward your stakeholders through
graphic art, animations, live videos, and engaging live
interactions. This creates a groundswell of excitement for the
change while modeling the desired behaviors and capabilities.
• Supercharged change networks: These networks are about

engaging key influencers and mid-management leaders to
demonstrate their commitment to the change, communicate key
messages, and share “drip-feed” learnings. The idea is to signal to
the organization that their trusted sources of information are
informed, committed, and own the path forward.
• Interactive roadshows and field visits: These are opportunities to interact with end users in
their environments. Roadshows and field visits provide the chance to present demos, solicit
feedback, and engage with users on a regular basis.
• Role-based personas:
Personas represent groups of
users who have similar
responsibilities and activities.
When explaining changes end
users can expect to
experience, personas organize
the information so that each
individual can understand “what
is changing for ME”
PwC | [CLIENT] 75
• RightAngle Training Hub: The tables below include an example listing of our RightAngle training materials:
Videos and quizzes Classroom presentations, reference guides, and job aids
• Introduction to RightAngle • RightAngle Program Mission, • Trading in RightAngle

• RightAngle Reporting Part 1 & 2 Benefits, and Process • Scheduling in RightAngle
• RightAngle Bulk Deal Capture Overview • Transportation in RightAngle
• RightAngle Lease Deal Capture • RightAngle Modules, • RightAngle Front Office for
• RightAngle Scheduling Overview Desktops, and Process Flow Non-Front Office
• RightAngle Ticketing Job Aid • Contracts Administration in
• RightAngle Contract Generation • Energy Trading and Risk RightAngle
• RightAngle Actualization Management Overview • Pricing Provisions in
• RightAngle Period Close • RightAngle Process Puzzle RightAngle
• RightAngle Settlement Game • Actualizing Movements in
• RightAngle Basics, Logging in, RightAngle
Modules, Reporting • Pricing and Risk Management
• Trading in RightAngle in RightAngle
Lunch and learns Classroom Presentation and • Derivatives and Exchanges in
• RightAngle Basic Process Flow Reference Guides RightAngle
• Deal Entry to Actualization Demo • RightAngle Reference Data • Inventory and Reconciliation in
• Actualization to Invoicing Demo • RightAngle IT Support RightAngle
• RightAngle Basics Team Challenge • Interface Support • Invoicing and Settlements in
• RightAngle Troubleshooting RightAngle
Guide • Month End Close in
RightAngle
• RightAngle for FP&A and
Controls
• RightAngle for Refining
PwC | [CLIENT] 76
What is your approach to developing the skills and behaviors employees will need for this implementation to
realize its full value?
Since we’ve delivered at scale multiple times, we’re able to leverage our prior knowledge, combine it with the business
requirements for your organization, and deliver well-tested, successful learning opportunities. We understand that
Project Teton is a business transformation enabled by technology. Because of that, our goal is to enable your
employees with the skills, behaviors, and capabilities required to successfully realize benefits, not just train them on a
new system.
We use training to empower the business to act and perform. Our two main purposes are (1) embed and encourage
the behaviors needed to produce desired program outcomes and business objectives, and (2) impart knowledge of
new systems and processes to end users and establish post go-live support resources to sustain the new status quo.
Key principles guiding enablement through training are:
• Drip-feed learning: Drives early adoption by creating opportunities for stakeholders to incrementally build knowledge
through each phase of the program. With a small number of users, testing will be a central component of their
training experience.
• Train-the-trainer: Enables business users to be formal instructors for their peers. These individuals continue to be a
knowledge resource post go-live and for new hires.
• Role-based curriculum: Focuses on skills and behaviors users need to do their jobs instead of training by topics.
This reduces time needed and confusion about tasks that aren’t part of a user’s role, and it allows greater transfer of
skills with the new system.
• Mix of innovative tools, capabilities, and methods: Delivers a thorough, modern-day end user training experience
(gamification, animations, walk-me sessions, communities of practice, lunch and learns).
Design System Engagement Role Early Training Testing

Workshops Animations Events Personas Access Delivery
Get feedback on Our library of Targeted Provide Allow users to Deliver role- Bring in the
the design, RightAngle sessions to show employees with “play” in new based training business to test
incorporating training videos progress, gather an overview of system to build focused on what the system, share
feedback from immediately input, and changes specific comfort and specific knowledge, and
group that will provides an communicate to each role familiarity employees need better understand
use the new impact to new high-level to understand in the solution
processes and users of the process changes order to operate
technology system, and systems in the future state
introducing key
terms and screen
flows
PwC | [CLIENT] 77
How will these systems be supported in the medium to long term after Go-Live?
The PwC team will work with their [CLIENT] counterparts to perform the required design, configuration, customization,
master data, testing, and go-live processes. To track that sufficient knowledge about the details of the solution is being
transferred to the applicable [CLIENT] staff, detailed knowledge transfer plans (KTPs) will be developed for key/core
members.
A typical KTP is a document that identifies specific knowledge management topics that need to be transferred to
[CLIENT] by the end of the project. The KTP:
• Tracks and manages knowledge transfer of each [CLIENT] core team member, and select subject matter
specialists, several times throughout the project prior to and after key activities
• Determines [CLIENT] core team members’ understanding of each business process/task, interfaces, and
customizations; how these processes/tasks, integrations, and customizations relate to the project; and impact on
daily business operations
The key deliverable for knowledge transfer would be the transition documents for all the knowledge transfer sessions.
In addition, the KTP Feedback Form will be used to assess and track the transfer of knowledge and proficiency levels
for each [CLIENT] core team member and select subject matter specialists on the project. It will be part of a go-live
checklist that each team will complete in order to document [CLIENT]’ readiness to assume ownership and control of
the overall solution.
High-level plan showing key activities and the anticipated knowledge transfer end dates
To facilitate a smooth transition of ownership, knowledge transfer sessions will be scheduled after the Detailed Design,
Construct, and Implement phases. A formal feedback form will be used to track and measure readiness prior to go-live.
The table illustrates high-level KT topics by phase. The actual dates will be finalized once the overall project schedule
is confirmed.
Phase Detailed Design Build/Construct Implement
High-level KT topics Process designs and Configuration, RICEFW Data conversion, changes
key decision documents functional and technical to configuration and design
designs, and code walk-
through
Knowledge transfer should be a continuous process throughout the duration of the project, not just a checkbox to tick
before go-live. In our experience, clients that invest to actively engage their key support resources during the project
experience a smooth transition to operations. When client functional and technical analysts are involved in not only
reviewing the design standards and documents but also contributing to content creation, they are more comfortable
taking over support of the new system.
We’ve collaborated with clients’ functional and technical resources on numerous RightAngle engagements right from
the Detailed Design phase, completing a formal knowledge transfer process with them prior to a go/no-go decision. In
this way, we can be sure that both business and IT organizations are ready to go live.
Preparing your IT support team
We will base our transfer methods off target proficiency levels for the IT support team (basic to expert) and will track
transfer completion based on meeting the desired level. This will prepare your IT support team to help close post go-
live support tickets working in parallel with the project team. In this way, they’ll become experienced and well prepared
for future support activities.
PwC | [CLIENT] 78
How do you incorporate security and controls as part of the implementation process? What are leading
practices in this area?
We drive an integrated security and controls solution by applying our proven guiding principles, governance structure, and holistic view
of risk.
Security and controls are a key risk area and a key success factor to the program; this is why our approach includes a dedicated security and
controls workstream from program initiation through implementation. Our team leverages deep experience, tools, and accelerators, including
Enterprise Insights, a proprietary GRC platform, to evaluate security as we build it and accelerate controls development.
Our approach and involvement from program initiation allows us to avoid surprises and drive compliance. Our inclusion of security and control
points throughout the implementation process eliminates the need to rework designs, change configuration, and re-test functionality. This approach
helps us increase reliance on automation and reduces the volume of manual controls, unmitigated risks, and/or inefficient unsustainable
workaround processes.
Security Controls
As you transform FAST, security in RightAngle, SAP, and related This workstream typically focuses on SOX compliance, adherence to
systems must be configured so your critical assets are protected and jurisdictional rules and regulations, IT general controls, and security
compliance requirements met in the new fuel accounting, supply, and and segregation of duties principles, including enablement of
transportation landscape. Our security approach accounts for data automated and manual controls (reports). We make sure that financial,
protection for different layers and environments throughout the IT, and regulatory risk considerations are incorporated to the overall
implementation process and for the resulting live environment. Our design of the fuel accounting, supply, and transportation solution and
approach also considers access and SOD risks in RightAngle and that these considerations are addressed throughout the project life
across applications. cycle.
Security and controls in the implementation process
Input Process Output

• PwC SAP controls documentation • Design and build IT and business • Risk assessment
• Current state controls and roles controls • Updated risk and controls matrix,
• PwC build and test scripts • Design, build, and test security including automated and manual
• Design documentation roles, and segregation of duties controls
• Security and controls principles checks • Results of controls testing,
• Support security testing and including test scripts
integrate into system testing • Listing of key access and SOD
• Perform business role mapping risks
• Test configurable controls and IT • Security roles built and tested
general controls before go-live • Completed business role mapping
• Develop controls training materials
Sample Outputs
Risk Assessment Process Flow Documents Risk and Control Matrix Testing Documentation
PwC | [CLIENT] 79
Describe your project management approach below. Describe tools, templates and reporting to be used and
delivered by your PMO resources
PwC has successfully delivered numerous ETRM & Logistics transformation programs, and we understand that this
involves much more than just application implementation. We work with our clients to achieve their strategic business
and technology goals. We’re committed to sharing our knowledge and experience with your team to complement your
existing capabilities.
Our experience tells us that the following key practices are required to achieve the benefits from a PMO:
Objective Key practice
Accountability • Retain an independent stance informed by a strong fact base, enabling a view of the program
that is not filtered and that holds established project leadership accountable for scope, schedule,
deliverables, and benefit realization
• Establish mechanisms (e.g., change control board with cross-functional representation) to drive
enforcement and accountability for policies and procedures across the enterprise
• Jump-start dependency management with clear sponsorship, accountabilities, and decision
rights to create ownership for outcomes
• Create a results-oriented program culture
Integration • Implement a solid PMO that has intimate involvement in the project and organizational change
management to understand and proactively mitigate risks
• Facilitate integration of individual teams into overall project results
Consistency • Drive centralization and standardization to avoid costly, short-term, and unnecessary
customizations that will cause long-term problems
• Understand and proactively mitigate risks; use program analytics to create an early-warning
system for root causes of risks
• Employ a well-defined change and quality control process; base decisions on the return to the
business (e.g., cost, benefits, capabilities), avoiding customizations that are short-term
workarounds and/or of limited-scale benefit
Performance • Enforce controls, security, and risk management processes to avoid resolving issues with quick
fixes, workarounds, and customizations that detract from long-term sustainability and benefits
realization
• Enable transparency into overall project performance for all project stakeholders
Our PMO team has successfully delivered several RightAngle, TMS, and Optimization implementation initiatives using
this integrated, results-oriented approach.
PwC | [CLIENT] 80
Describe the anticipated roles and responsibilities, for both consultants and the [CLIENT] personnel, for the
proposed project
PwC will work side by side with the [CLIENT] team to deliver the project, with representatives from both companies
accountable for key activities according to the roles defined below
Roles PwC [CLIENT]

Project Leadership Full-time project manager to manage and Ensure team has a clear understanding of
communicate plan, cost, budget, resourcing, project goals and objectives, and provide
issues, risks, and quality of the project. clarity on decisions that could impact the
Part-time leadership to provide specialist scope, budget, or timeline.
knowledge, PMO support, and quality
management.
Functional Team Provide industry experience in systems Guide team in [CLIENT] requirements and
design and process, specifically for process across front, middle, and back office
RightAngle/TMS/Optimization/SAP and functions; provide design decisions; and
integration. Develop design documentation, verify system requirements meet [CLIENT]
controls considerations, configuration, assist needs through User Acceptance Testing.
with functional testing, and defect resolution.
Technical Team Bring RightAngle/TMS/Optimization/SAP Assist with [CLIENT] technical guidance,
technical and integration knowledge to code reviews, and acceptance. Provide
design, develop, and unit test defined infrastructure and environments for
RICEFWs within [CLIENT]’ technical development. Team will be actively involved
environment guidelines. Will provide defect in handover and transition post-cutover.
resolution during testing, cutover, and post
go-live.
Data Team Provide methodology, tools, and process to Define data rules and conversion
methodically identify and convert legacy data requirements, and validate converted data.
to new RightAngle / TMS / Optimization
requirements.
Change Management Change: Manage strategy and Provide direction, organizational knowledge,
Team implementation of change adoption including and support for change management and
communications, stakeholder engagement, training strategy through execution.
and measuring and raising business Provide trainers for end user training and
readiness. change agents for change agent network.
Training: Manage train-the-trainer and
delivery of end user training program and
develop course materials in collaboration with
the functional and technical team members.
PwC | [CLIENT] 81
Describe the critical success factors of the project and how the proposed project plan best minimizes risk of
disruption to the Company’s bulk and rack billing processes
There are many factors that contribute to a successful systems implementation. Below, we note the five that we believe
are critical for the migration of [CLIENT]’ products business activities to RightAngle.
Governance Our projects define a clear project governance structure and decision making authority
at the outset of the effort. We have templates for defining the project ownership,
Steering Committees, decision process, and more that have been successfully utilized
on recent RightAngle implementations.
Project delivery experience We will staff a strong PMO team, with years of project delivery experience across the
PwC Transform methodology, PMP certification, and RightAngle. It is also critical to
have strong business and IT leadership from [CLIENT] to complement the team and
provide joint ownership of the delivery.
Team experience The PwC team we have identified has deep experience implementing RightAngle and
the Crude and Refined Products markets, with recent experience working together to
deliver s15 and s16 implementations as well as evaluating s17. This team will work
closely with the [CLIENT] functional and technical teams to deliver designs,
configurations, development, and testing.
Scope Beyond the project governance and scope control, our project plans are focused on
realization of comprehensive test scenarios at target success rates. We will define up
front exactly what will be delivered, as well as the expectations for each test cycle and
what is required for successful go-live.
Commitment to deadlines Once a plan is finalized and approved, we will manage according to the plan and
agree to hold ourselves ([CLIENT] and PwC) collectively accountable to meeting
deadlines. Any deviations from the schedule will be transparently shared, proactively
managed, and corrective actions taken promptly.
One of the deliverables from the Design (Blueprint) phase will be a robust project plan, with the key attributes listed
below to help reduce risk to the business:
• Led by experienced PMO, leverages additional PwC tools to manage RAIDs, timeline, budget, and communications
• Defines engagement of the [CLIENT] teams at all points throughout all phases
• Hybrid implementation approach that combines the structure, sign-offs, and checkpoints of waterfall with iterative
development cycles to establish clear expectations and rapid feedback to development items
• Dedicates multiple phases for well-planned integration and user acceptance testing, establishing that the solution is
tested by the project team and the users several times
• Emphasizes change management and user interaction throughout the project
• Includes dedicated data conversion and management track with multiple test loads and validation
• Contains time for development, refinement, and testing of a detailed cutover plan in order to support a smooth
systems cutover and go-live
PwC | [CLIENT] 82
What quantify benefits we can expect to obtain from the project?
Consolidating the process and systems around the ETRM will provide a foundation for enhanced visibility and
optimization for hydrocarbon accounting and logistics. In RightAngle projects like this, we have seen tangible benefits
such as:
• 20%–40% efficiencies/headcount reduction depending on functional area (reduction in clerical staff for manual
activities, reconciliations, etc.)
• Greater visibility into working capital
• Reduction of operating costs by leveraging the native functionality
• Lower costs and increase optionality due to availability of timely P&L
And intangible benefits such as:
• Standardized and streamlined processes (clearer roles and responsibilities, better control capability, ability to backfill,
and reduced risk on individuals)
• Automation to increase efficiencies, workflow, validations, approvals, and better controls
• Scalability to handle increased volume without an increase in headcount
• Reallocation of effort to higher-value activities — less requirement from the front office to support reconciliation
issues, use of data to negotiate more favorable contracts
Describe your testing approach
Our structured testing approach emphasizes knowledge transfer at a level that separates us from other consultants. As
the solution design and configuration is set, we’ll utilize accelerators for test and defect tracking to improve the testing
process and provide a repository of automated test scripts for future projects (such as upgrades down the road).
Testing will validate that:
• Environments are ready:
– Configurations have been performed and are working as expected
– Custom objects (interfaces, reports, enhancements) have been designed, developed, and implemented and are
working as expected
• In-scope business requirements have been met and tested
• Converted data has been appropriately mapped and loaded to the target environment
• Security is successfully implemented and operating as expected
• Test exit criteria have been met and the system is ready for usage in Production
The test goals identified above are met by executing the following test cycles:
• Unit testing: Focuses on validating that the system’s smallest components meet specific functional requirements,
execute without error, and meet quality standards. This testing will also establish that the overall business process
within a specific RightAngle module is functioning. It is not an end-to-end integration test, but rather a more thorough
test within a module. The scripts for these tests serve as the foundation for integration test scripts.
• Integration testing: Validates that the integration of the system’s processes and components is complete and
functioning as expected. This process-oriented testing of functional business processes includes configuration,
interfaces, critical reports, security, and custom enhancements. At this point, we would encourage [CLIENT] to take
over execution of the tests. Each [CLIENT] resource would initially be shadowed by a PwC consultant, but as your
employees proceed through testing, they will gain proficiency and will be able to execute test cases on their own.
PwC | [CLIENT] 83
Given the scope of [CLIENT]’ program, we recommend two rounds of integration testing:
• Integration Test Cycle 1 will cover business critical scenarios and include the custom-developed objects and
reports. Data conversions will be in scope, and all possible efforts will be made to load all the data that is ultimately to
be loaded into the production environment.
• Integration Test Cycle 2 will cover the range of business scenarios and data variations and include custom-
developed objects and reports. Security roles and profiles will be used for testing activities. Data conversions will be
in scope and will include the data that ultimately will be loaded into the production environment.
Typically, each round of testing will last approximately four weeks, with an additional week set aside to complete defect
resolution and re-testing of scenarios as needed. To facilitate knowledge transfer to [CLIENT]’ colleagues, we
recommend that all integration testing be performed manually by [CLIENT] employees.
• Stress testing: Confirms that the network and hardware have processing capacity to support the number of users
and business processes now and for future growth.
• Regression testing: Confirms that recent program/code changes have not adversely affected existing functionality
and features. Previously executed test cases are run again to establish that the same successful results are
achieved.
• User acceptance testing (UAT): Confirms that the requirements identified and accepted during the Design phase
have been realized. This is an opportunity to turn the system over to a trained user community with production data
and test their manual processes and handoffs. This also creates an opportunity to pressure test and pilot the training
materials ahead of training delivery activities.
• Parallel testing: Involves executing a subset of the business in both the existing production environment as well as
your to-be system, enabling you to validate the results against actual transactions. During future state design, we will
decide whether a parallel test cycle is required.
This testing approach allows teams to have a dry run of the post go-live support processes and further extends the
knowledge transfer opportunities within [CLIENT].
We propose to run a mock conversion of master data prior to the start of each integration and UAT test cycle, resulting in
these test environments being loaded with real data.
Efficient defect logging and resolution is key to successfully completing testing. Our testing methodology includes a
robust defect management approach by process team, with prioritization tools to focus resources on the key issues that
affect the business and the testing schedule.
As depicted below, our accelerators allow for real-time tracking of test and defect status allowing management to
understanding exactly where we are in the test cycle at any given time. They provide robust information at the highest
level with the ability to drill down and see details by scenario and test case. Similar to our test tracking accelerator, our
defect tracking accelerator provides information on the severity, aging, and types of defects identified throughout the
testing life cycle.
PwC | [CLIENT] 84
PwC | [CLIENT] 85
Data accelerators – Representing decades of experience in the energy industry
(From left to right: Data lineages, Automation framework, Data quality scorecards,
and Data standards)
We help clients transform into data-driven companies while streamlining their
operations and business processes. We do this by implementing efficient and
repeatable processes leveraging the latest technologies to deliver a robust and
secure system. Our goal is to build sustainability by embedding new ways of
working that fit with company culture, values, and goals.
Project management tools — keeping everyone accountable, on track, and in communication
Program governance
Clearly defines and provides an authority and accountability structure within
the project team and business leadership to enable a successful
transformation
Project management maturity matrix

Shows progressive development of an enterprise-wide project management
approach, methodology, strategy, and decision-making process
Status report template

Communicates project progress to project stakeholders
PwC | [CLIENT] 86
Project plan
Facilitates communication among project stakeholders by documenting planning
assumptions and decisions as well as approved scope, cost, and schedule
baselines
RAID log
Captures project risks, assumptions, issues, and dependencies
Risk/issue/change control process

Provides the project manager, sponsors, steering committee members, and other
stakeholders with the standard process for managing changes on the project
Risk/issue resolution metrics

Captures metrics related to risk and issues, including total number of open issues,
new issues logged, total closed this period, total number of high-impact issues, new
high-impact issues, total closed this period, etc.
PwC | [CLIENT] 87
Design and integration tools — unified views of technical details, test cases, and tasks
Functional interface design

Describes the functionality that is desired from the interface. We will bring the
starting designs, for example, to load market data and BOLS into RightAngle,
and AR, AP, and GL interface with SAP.
Technical interface design

Describes the technical details needed to build the interface, including, but not
limited to, an overview of the technical process, interface data mapping,
database staging tables, volume of data expected to be processed, frequency
and scheduling, solution package names, database connections needed,
interface parameters, and exceptions handling and monitoring.
Interface test cases and scripts

Provides the end users with a list of the test cases that encompass the design of
the interface. Each test case may have one or more test scripts with step-by-
step instructions on how to test the interface, including expected results.
Decommission/cutover plan
Provides a list of tasks needed to migrate data from legacy systems into the
RightAngle databases and activate the interfaces for go-live. Includes the
following details per cutover task: owner, technical environment, scheduled start
time, scheduled finish time, actual start time, and actual finish time.
Change management accelerators

We have a library of learning materials created specifically for RightAngle implementations, including training videos,
classroom PowerPoints, quick reference guides, interactive games, and lunch-and-learn topics. We’ll tailor them to
[CLIENT]’ business requirements to accelerate the training development process and deliver well-tested and successful
learning opportunities for your people.
PwC | [CLIENT] 88
RightAngle training material
Animation videos Lunch and learn Classroom presentation and job aids
• Introduction to RightAngle • RightAngle Basic • RightAngle Program Mission, Benefits, and Process
• RightAngle Reporting Part Process Flow Overview
1&2 • RightAngle Process • RightAngle Modules, Desktops, and Process
• RightAngle Bulk Deal Puzzle Game • Energy Trading and Risk Management Overview
Capture • Deal Entry to • RightAngle Basics, Logging in, Modules, Reporting
• RightAngle Lease Deal Actualization Demo • Trading in RightAngle
Capture • Actualization to • RightAngle Trade Deal Activation for Cutover
• RightAngle Scheduling Invoicing Demo • Scheduling in RightAngle
Overview • RightAngle Basics Team • Transportation in RightAngle
• RightAngle Ticketing Challenge RightAngle Front Office for Non-Front Office
•
• RightAngle Contract • Contracts Administration in RightAngle
Generation Pricing Provisions in RightAngle
•
• RightAngle Actualization Actualizing Movements in RightAngle
•
• RightAngle Risk Pricing and Risk Management in RightAngle
•
• RightAngle Period Close Derivatives and Exchanges in RightAngle
•
• RightAngle Settlements Inventory and Reconciliation in RightAngle
•
• Invoicing and Settlements in RightAngle
• Month End Close in RightAngle
• RightAngle for FP&A and Controls
• RightAngle for Refining
• RightAngle Reference Data
• RightAngle IT Support Classroom Presentation and
Reference Guides
• Interface Support
• RightAngle Troubleshooting Guide
PwC | [CLIENT] 89
Creative communications: Using a number of
techniques such as graphic art, animations, live videos,
and engaging live interactions (think roadshows with
interactive learning-oriented experiences), we’ll create
quick, munchable, impactful content that’s geared toward
your broader employee population. The purpose is to
create a groundswell of excitement for the change while
demonstrating the desired behaviors and capabilities.
Supercharged change networks: We’ll engage key
influencers and mid-management leaders to demonstrate
their commitment to the change, communicate key
messages, and share “drip-feed” learnings. Your people
will know that [CLIENT]’ trusted sources of information
are informed, committed, and own the path forward.
Interactive roadshows and field visits: Roadshows
and field visits will provide the chance to present demos,
solicit feedback, and engage with users on a regular
basis in their own environment.
Change Navigator: Digital workbench that enables
change teams to collaboratively analyze [CLIENT]’
change environment, create a right-fit change plan, and
track impact on KPIs and metrics. It allows leaders to
explore project data from impact assessments, readiness
ratings, adoption curves, and change activities for each
stakeholder group, all in one system.
PwC | [CLIENT] 90
Thank you!
pwc.com
© 2020 PwC. All rights reserved. PwC refers to the US member firm or one of its subsidiaries or affiliates, and may sometimes refer to the PwC
network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. This proposal is protected under the
copyright laws of the United States and other countries. This proposal contains information that is proprietary and confidential to
PricewaterhouseCoopers LLP, and shall not be disclosed outside the recipient's company or duplicated, used or disclosed, in whole or in part, by the
recipient for any purpose other than to evaluate this proposal. Any other use or disclosure, in whole or in part, of this information without the express
written permission of PricewaterhouseCoopers LLP is prohibited. 1249371-2020

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System implementation

services for replacement

January 13, 2020

January 13, 2020

Your transformational journey

Work hard and work smart, in

For a transformation that so

Challenge prior thinking and

We’re ready to begin this journey

A multi-disciplinary team immersed in your industry, bringing extensive RightAngle experience

Effective change management, tailored to [CLIENT]

A dependable and trustworthy advisor

Organization and background

PwC's response from the Excel document:

PwC's response from the Excel document:

● Operational improvement: business process reengineering, change management, communication

Organization and background

PwC's response from the Excel document:

Core Team Extended Team

Yasmin Northrup Project Leadership

Sean Ruckel Phani Durbhakula Specialists

Michaela Greenan Joel White

Change Mgmt & Training Data

Kendall Toarmina Archana Doss

Training Analyst Data Analysts Acceleration

PwC's response from the Excel document:

PwC's response from the Excel document:

Assess Operate and

Project Approval of Iterative User Support for

Knowledge transfer is embedded throughout project life cycle

The phases of our implementation methodology are as follows:

1. Target go-live timeframe for TMW, RightAngle, and S&OP

Design and Construct

Development process flow

The cutover strategy and plan will address:

Tools & Accelerators

4 3. How does your company handle the Change Management process?

PwC's response from the Excel document:

How does it work?

We are uniquely qualified in change management for Supply and Logistics

PwC's response from the Excel document:

Please see details on the following pages.

Blueprint and Assess phase

Key activities Key deliverables

Key activities Key deliverables

Key activities Key deliverables

Key activities Key deliverables

Operate and Review

Key activities Key deliverables

6 Provide a timeline for project completion.

PwC's response from the Excel document:

Implementation Timeline - Workstreams

Jan 2020 Apr Jul Oct Jan 2021 Apr

TMW Design & Construct Construct

RightAngle Design & Construct

SAP Design & Construct

S&OP Design & Construct

Data Conversion Apr 1

Communication, Change, and Training