Project Management1. Managed the systems and process improvement team that improved efficiency and transparency at AES’s construction projects by designing and implementing new systems and processes for contract, cost, engineering, safety, procurement, and risk management2. Successfully completed project setup activities - drafting execution plans, defining project processes, setup of systems and training of the project teams for the Masinloc Expansion Project (300MW Coal) and the AES Colon project (380MW Combined Cycle Power Plant & LNG Terminal)3. Conducted monthly reviews of all AES Construction projects to identify and report major risks and issues to the Executive Leadership Finance & Accounting1. Proactively managed the E&C group’s G&A budget (>$10M) resulting in a positive budget variance of 10%. Major activities include spend analysis, ensuring correct accounting treatment, capitalization of costs and executing charge outs2. Collaborated with the Senior VP in the development of five-year G&A budget 3. Prepared and presented annual cost forecast including risk and opportunities to senior leadership on a monthly basis4. Developed the cost management guideline and collaborated with business development and other key stakeholders to develop project budgets5. Supported the M&A technical due diligence with financial analysis of different operational scenarios

1. Implement the MRO program for SunPower US2. Develop Global Implementation Strategy for the MRO Program

1. Managed, coordinated and expedited the procurement activities of seven people responsible for the contract management of over 150 supply contracts, advancing the commissioning of the power plant one month ahead of schedule, and resulting in cost savings of approximately $7 million.2. Negotiated, settled and closed major contracts worth $10M, such as the Generator Circuit Breaker Package, Plant UPS (Uninterrupted Power Supply) Package, IT Infrastructure Package and the Vibration Monitoring System Package; reduced total project costs by approximately 8%.

1. Developed the strategy for implementation of rate contracts for electrical spare parts; reduced excessive expenditures, inventory and lead time of sourcing spare parts by approximately 50%.2. Devised a plan for the phased consolidation of multiple man power based contracts, for the different electrical maintenance activities of the power plant, into a single annual job based contract, resulting in cost savings of approximately 25% and reduction in lead time (requisition- contract) by 100%.

Created and implemented a training module to help newly-hired graduate engineers develop essential core skills, including negotiations and market awareness; led to a reduction in training duration byapproximately 40%.