Mazen Skaf

San Francisco Bay Area Contact Info
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Executive with over 20 years of experience in management consulting, energy, and…

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Licenses & Certifications

Volunteer Experience

  • Decision Education Foundation Graphic

    Member of Advisory Council and Volunteer Instructor

    Decision Education Foundation

    - Present 12 years 2 months

    Economic Empowerment

  • Member of the Advisory Board

    AUB Maroun Semaan Faculty of Engineering & Architecture - Industrial Engineering & Management

    - Present 5 years 4 months

    Education

    The Advisory Board works with the faculty on the overall strategic direction of the department, curriculum design and focus, and the key strategic research programs.

    https://www.aub.edu.lb/msfea/iem/Pages/Advisory-Board.aspx

  • Member of the Scientific Committee

    Order of Engineers & Architects

    - Present 6 years 2 months

    Provided the industry perspective on the skills required from engineering graduates and professionals across sectors undergoing digital transformation and implications on university curriculum design and re-skilling.

    Organized a series of conferences on AI and its implications on the economy and the engineering profession.

    https://youtu.be/C04DIDMzrHg?t=771

Publications

  • How to Evaluate Your Company’s Carbon Risk

    Harvard Business Review

    Managing carbon emissions and providing answers about cost and risk is not easy. Carbon impact, and with it, carbon cost and carbon risk, stretches across the entire business portfolio. So a company’s plan for net zero must cover the entire portfolio as well. The first step is to measure the emissions of each business in the portfolio across the value chain. This assessment forms the basis for evaluating the portfolio according to a key metric – Value at Carbon Risk (VaCR). Once the assessment…

    Managing carbon emissions and providing answers about cost and risk is not easy. Carbon impact, and with it, carbon cost and carbon risk, stretches across the entire business portfolio. So a company’s plan for net zero must cover the entire portfolio as well. The first step is to measure the emissions of each business in the portfolio across the value chain. This assessment forms the basis for evaluating the portfolio according to a key metric – Value at Carbon Risk (VaCR). Once the assessment has been developed and applied across multiple scenarios, businesses can then develop a frame for strategic decisions about the portfolio.

    See publication
  • Corporate Portfolio Strategy in a World Driving to Net Zero

    Executive Insights

    Corporate leaders are facing increasing pressure from investors, consumers, industry peers and value chain partners to take decisive action and develop viable road maps to achieve net zero emissions, with accelerating timelines.

    To develop a robust strategy and road map to achieve net zero, decision-makers have to take a methodical approach, starting with diagnosing the portfolio, assessing the performance of each business and pressure testing the respective business models under…

    Corporate leaders are facing increasing pressure from investors, consumers, industry peers and value chain partners to take decisive action and develop viable road maps to achieve net zero emissions, with accelerating timelines.

    To develop a robust strategy and road map to achieve net zero, decision-makers have to take a methodical approach, starting with diagnosing the portfolio, assessing the performance of each business and pressure testing the respective business models under various carbon regulation scenarios.

    A key step in diagnosing the current portfolio is measuring the emissions of each business in the portfolio across the value chain.

    The focus should be on minimizing the amount of residual emissions in any portfolio and maximizing the economic value added per unit of residual emissions.

    See publication
  • Using Decision Analysis and Large-Scale Data Analytics to Enhance Decision Quality

    Institute for Operations Research and the Management Sciences - Conference Proceedings

    Increasingly, in multiple domains, the use of large data analytics is enhancing the way we apply DA from identifying a decision opportunity, to framing, generating new alternatives, and evaluating alternatives. We present cases from various industries to illustrate how using large data analytics contributes to decision quality and how, in some situations enables a totally new approach to alternatives generation and strategy development.

    See publication
  • Risk Models and Model Risks: A Decision-Making Perspective

    Institute for Operations Research and the Management Sciences (INFORMS) - Conference Proceedings

    Over-reliance on models, over-simplifications and ignoring low probability events, and poor understanding of how to use analytic tools have contributed to risk management failures. We review cases from the energy industry and commodity-intensive industries and discuss lessons and principles from a decision-making perspective.

    Other authors
    • Robert Stibolt
  • Earnings-at-Risk: System and Process for Financial Risk Management in a Corporation

    Institute for Operations Research and the Management Sciences (INFORMS) - Conference Proceedings

    We present a system and process for measuring, monitoring, and managing financial risk in a corporation with operations involving a range of commodities on the raw materials and finished goods sides. The system supports decision-making for decisions ranging from the level of investment in a specific industry as part of the corporate portfolio to hedging transactions related to a specific commodity. We conclude with a case study to illustrate the features and benefits of the approach.

    See publication
  • Financial Engineering and Payoff Replication in Agreement Design

    Institute for Operations Research and the Management Sciences - Conference Proceedings

    I introduce an approach to agreement design that builds on the concepts of side payments, contingent claims, and replicating portfolios. The separation method allows one party in a venture to offer each of the other parties the payoff profile of their preferred alternative. The method is applicable in a large class of negotiations involving any number of partners negotiating over multiple alternatives. I conclude with a comparison of decision analytic and game theoretic approaches.

    See publication
  • Valuing Flexibility in Technology Licensing Agreements

    Institute for Operations Research and the Management Sciences - Conference Proceedings

    The research presents a framework for evaluating flexibility in the course of the negotiation and in the life of a technology licensing agreement between strategic partners. Using a real options and decision analytic approach, I discuss the buyer’s reservation line for negotiating contractual real options and the option value of negotiation.

  • Portfolio Management in an Upstream Oil & Gas Organization

    Journal of Interfaces

    Implementing portfolio management in an organization presents organizational and analytical challenges. A successful implementation requires an integrated solution for both the people aspects and the analytical aspects of the problem. Strategic Decisions Group developed and implemented a portfolio management process and system for a client organization in the upstream oiland gas industry. The tailored process provides a forum for decision-focused dialogue between senior management and asset…

    Implementing portfolio management in an organization presents organizational and analytical challenges. A successful implementation requires an integrated solution for both the people aspects and the analytical aspects of the problem. Strategic Decisions Group developed and implemented a portfolio management process and system for a client organization in the upstream oiland gas industry. The tailored process provides a forum for decision-focused dialogue between senior management and asset teams. The system provides the analytical support for the process and enables management to compare decisions and assets across the portfolio and determine optimal allocation of resources. The system architecture builds on a rigorous model of the asset life cycle and the key decisions in the life cycle. To further integrate portfolio management into its business processes, the organization set up an internal core team to facilitate the process and work with the asset teams on an ongoing basis. This has helped reduce the time for developing regional and business-unit portfolio strategies. The value added from strategic alternatives developed using the method is in the hundreds of millions of dollars.

    See publication
  • Value-Driven ERM

    Stanford University and SDG

Patents

  • System and Method for Tracking and Rewarding Users

    Issued US US8812532B2

    Systems and methods of tracking and rewarding users of search engines, content networks, communication networks, other networks and/or combinations of networks are described. In many embodiments, users create accounts and control when and the type of information that is tracked. The tracked information can be used to provide rewards, customize offers and rewards and to improve services provided to the user. One embodiment includes receiving secure identification information from the user…

    Systems and methods of tracking and rewarding users of search engines, content networks, communication networks, other networks and/or combinations of networks are described. In many embodiments, users create accounts and control when and the type of information that is tracked. The tracked information can be used to provide rewards, customize offers and rewards and to improve services provided to the user. One embodiment includes receiving secure identification information from the user, retrieving user account information using the secure identification information, receiving a search query from the user, crediting the user account with a reward that is directly related to providing the search query, and returning search results.

    See patent

Courses

  • Acquisition Finance - Amsterdam Institute of Finance

    -

  • Business Process Reengineering

    -

  • IBM Blockchain Foundation for Developers

    -

  • MIT Sloan - Big Data and Analytics

    -

  • Python for Data Science

    -

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