Led the design and build of the PG&E Safety Excellence Management System (PSEMS) with a small Core Team and a matrixed Center of ExcellenceSupport the Emergency Operations Center (EOC) regularly as Safety OfficerImplement PSEMS including development of the PSEMS Manual, planning for LRQA Pre-Assessments, and establishment of the Governance structure for PSEMS going forward into 2023.Leading enterprise-wide change management effort to support management system implementation and adoption of the 10 Traits of a Healthy Nuclear Safety Culture.

Lead of team of expert analysts, technical writers and administrative support to provide the highest level of service to our QM and LOB partners.Implementing a mobile application solution for our auditing teams to reduce the amount of time required to complete quality audits.Build consistent programs and processes across EO Quality Management to ensure our customers are seeing consistent audit output in such a way that they can make decisions about how to improve quality in their work groups.

Manage the Serious Injury and Fatality (SIF) program for Gas Operations. This includes participating in SIF calls, setting the strategy for SIF improvement plans, and working across the enterprise to look at the effectiveness of corrective actions. Improved the relationship between the IBEW, Grassroots and the Company to ensure that any needs from these groups are escalated to the right level of leadership for approval and implementation. Manage the Safety Benchmarking plan for Gas Operations and am responsible for executing the plan in order to learn best practices from peer utilities with regards to DART, MVI, culture, Safety Management Systems, etc.

• Manage a team of 40 Quality Assurance Specialists, including 3 supervisors and 6 Analysts who complete over 30,000 quality assessments annually. • Assist the Lines of Business in implementing solutions to reduce defect rate• Developed 3-year Roadmap to mature the Quality Management System

• Developed strategy and road map to ensure the successful implementation of the new Contractor Safety Standard and Procedure within Substation including hiring 4 safety specialists, creating a PSSP Template, meeting with 20 contract companies, tracking safety observation and event data and creating the Substation Contractor Safety Alliance.• Reduced the Contractor Total Recordable Injury Rate (TRIR) from 0.24 in 2016 to 0.18 in 2017.• Obtained Six Sigma Green Belt; the project outlined the materials issues occurring in the Transmission Line Construction group, reduced the time spent tracking missing materials by 83% and realized a cost savings of $7.4M annually.• Performed 20 audits on transmission line operations records to verify compliance with CPUC regulatory requirements; reviewed 9,000 records with over 100,000 attributes in early 2015. Helped business line increase accuracy from 92.8% to 98.7% within 2015.• Conducted a review of the Safety Observation Program and developed a list of corrective actions to close gaps within the process and program - this led to a Green Belt Project to be led by two TO Directors.• Obtained Six Sigma Yellow Belt Certification and led a Yellow Belt project for the Substation Fire Systems Recordkeeping Process; identified savings of $200k/year by identifying a discrepancy between SAP and the physical inventory of fire systems.

• Developed and implemented a risk-based audit plan to ensure compliance with over 13,000 regulatory requirements and to ensure safeguards are in place and functioning as designed for safety, health and environmental programs.• Led and facilitated incident investigations using Why-Tree and 5-why Root Cause Analysis; lead investigator of a fire with a cost of incident over $500k with two lost-time injuries.• Developed and managed the $50M budget for the Health, Environment and Safety (HES) Department at the corporate headquarters in San Ramon.• Developed approximately 25 executive-level presentations containing information about company metrics such as fatalities, injuries, spills, loss of containment and motor vehicle crash rates.

• Charged with improving environmental compliance for 5 distribution terminals in the Northeast United States, as there had been 2 spills and 10,000 Air Permit violations before my tenure. • Salvaged relationships with 2 biggest regulators by negotiating with the Attorney General for the State of Massachusetts, the Environmental Protection Agency (EPA) and the Massachusetts Department of Environmental Protection (MassDEP) to work through compliance issues at the terminals.• Reduced compliance incidents from 5 in 2008 (year before my tenure) to 0 in 2009 and 2010 by focusing efforts on permit understanding, relationships with the regulators and executing permit requirements flawlessly.• Led a $4.5M (35% ROI) Compliance Management System Project to improve environmental performance by 40%.• Used Project Management methodologies to analyze current environmental system, future state, gap analysis, alternative exploration, process development, process implementation, and change management to deliver the project on budget.• Responded to the Yellowstone Pipeline spill in 2011 using the Incident Command System (ICS) as the Waste Manager.• Facilitated the investigation of 5 motor vehicle incidents, 3 first aids and 1 fatality using TapRoot Root Cause Analysis.

• Managed the business development activities for the Gulf Coast territory, which transported 800,000 barrels of crude oil per day and had a net income of $10M/year.• Negotiated a 7-year $106M throughput and deficiency (T&D) agreement with Lion Oil in northern Louisiana to secure Gulf Coast crude oil supply into our pipeline for 7 years.• Used Six Sigma concepts of 5s and DMAIC to develop and implement a Reliability and Maintenance Process that saved $15M in 2007-2008 in overall maintenance costs.• Reduced motor vehicle crash rate by 40% by using logistics planning to plan and schedule maintenance work across 9,000 miles of pipelines in the US; improved pipeline and equipment reliability by 50% by implementing preventative maintenance programs

• Managed the lifecycle of three IT projects with a total budget of $120M; implemented new software development system to save $10M on the development of those three IT projects• Streamlined inventory management by developing enterprise software solution to plan and optimize inventory use