Keith Schueller

Keith is a Manager in the San Francisco office of KPMG LLP’s Infrastructure, Capital Projects, and Climate Advisory practice with more than nine years of professional experience. He has a strong background across the full life cycle of project and program management experience, specializing in capital portfolio management and project valuation. Keith’s has instituted performance improvements in order to minimize costs and maximize value within the capital portfolios of a federal cabinet-level agency, Bay Area hospitals, an S&P 500 utility, and technology and biotechnology companies. Keith is a licensed Professional Engineer in the State of California.

Professional and Industry experience

Utility Experience

Led workstreams to support an S&P500 utility overhaul its EPC procurement processes in response to an internal whistleblower report – workstreams included a review of contract vehicles & strategy, change management and communications, and workforce & staffing.

Facilitated a series of workshops with stakeholders across a Pacific Northwest utility’s lines of business in order to standardize project initiation, scoring, and prioritization processes in a software solution in support of the utility’s rate cases and capital spending justifications.

Capital Portfolio Management

Supported the development of the service line’s capital portfolio management service and managed a team of five individuals to produce thought leadership, marketing materials, and integrate offering into firm’s technology solutions.

Developed a biopharmaceutical company’s first 15-year capital plan based on KPMG’s capital project portfolio framework in order to develop a customized framework to assess each capital project’s strategic alignment, financial returns and enterprise risk.

Co-author of whitepapers “Create a resilient, high-value capital projects portfolio” and “Make the most of a downturn: CapEx management decisions for executives”.

Engagement Leadership Examples

Led workstreams that identified tens of millions of recoverable costs and commercial and contract operations improvements on construction project reviews of more than $5 billion of global data center projects. Coordinated continuous improvement activites to align with client objectives and key results.

Developed a report detailing a recently acquired hospital’s management of over-budget and behind-schedule capital projects, and laying out a roadmap for the selection of different future project alternatives.

Supported hospital client’s commercial and contract negotiations with a group of 14 Integrated Project Delivery for the development of a $4.3 billion hospital program.