Post Road Foundation, a 501(c)(3) non-profit, addresses challenges of the digital divide and electric grid modernization in rural and urban communities nationwide to advance human development in a sustainable way. We also work to give communities a voice in the development and deployment of new clean energy technologies. We collaborate with electric utilities, community benefit organizations, local governments and other stakeholders with support from The Rockefeller Foundation, the Ford Foundation and the U.S. Department of Energy.

Harvard's Advanced Leadership Initiative is a new third stage in higher education designed to prepare experienced leaders to take on new challenges in the social sector where they can make an even greater beneficial societal impact than they did in their careers.

President of WesPac Costa Rica subsidiary, where developed government and national oil and power company relationships, and developed and led construction of a pipeline construction project for the national oil companywith bottom line and leadership responsibilities. At parent company, responsible for development of energy infrastructure projects in United States, Central America, and Canada. Activities included identifying attractive opportunities; directing public relations, regulatory permitting, community engagement, indigenous community interaction and negotiations, and governmental relations at all levels; overseeing adherence to financial guidelines and constraints.

Led all aspects of startup company engaged in franchising a technology-based proprietary fitness program. Included developing legal, operational, staffing, marketing, etc. efforts leading to roll-out of franchising offering in 2004.

Led all aspects of start-up retail power marketing affiliate of $3 billion wholesale natural gas company. Obtained retail power licenses in six states through negotiations with six separate Public Service Commissions. Began involved process of convincing target market of large commercial and industrial end-users in northeast US to accept non-utility smaller electricity supplier in post-California power crisis, post-Enron environment. Negotiated first-ever sales of electricity to large businesses by a minority-owned company. Negotiated agreements with power suppliers eliminating the need to post letters of credit. Founding board member of both DOE/NARUC Energy Market Access Board and National Council of Minorities in Energy.

Responsible for developing strategy and new business opportunities as well as internal process flow responsibility for U.S. subsidiary of Marubeni Corporation, a Japanese multinational multi-industry company. Identified, researched, developed, analyzed, and negotiated multiple opportunities for both asset-based and financial/trading new businesses. Developed and instituted new internal measures to measure and improve financial and business unit performance. Established first-ever positive cooperative relationships with sister companies Marubeni Power Systems Division, Marubeni Europower Division, and reduced historical non-cooperation.

-As Managing Director of Finance and Administration, initially served as financial leader of West Coast division of this publicly held oil transportation and trading company with $5 billion in sales. Instituted financial controls and position reporting system to accurately reflect daily risk profile in volatile markets. Redesigned and implemented new process flows to enable processing of higher volumes of financial and operational information with existing staff.- As Managing Director of Commercial Development, identified and developed an opportunity to make acquisition in natural gas liquids (NGLs), a new business area for the company. Negotiated and closed transaction purchasing an underperforming NGL company. Subsequently assumed leadership responsibility for operation of NGL division, completely revamping the business, strategic focus, and processes. As a result, the acquisition quickly moved to profitability and returned its purchase pricewithin one year.- As Managing Director and leader of West Coast NGL business, spearheaded expansion of business into new sources of product, selling to the Mexican market, increasing the trucking operation and making it a leveraging asset. Identified West Coast and national acquisitions to build scale and base of NGL business. Developed the business into a consistently highly profitable unit.

Founded and operated petroleum products wholesale supply company. Negotiated and directed all aspects of business. Built company to sales of $9.5 million in second full year, with six-figure profitability. Conducted business in western U.S., primarily with large companies as clients. Sold company as exit strategy.

Company officer and Management Committee member of $250 million downstream subsidiaries of publicly held Pauley Petroleum. Directed raw material supply, product marketing and supply, petroleum products and crude oil trading, all commercial relationships, and economic planning. Built effective Supply and Marketing organization from two separate companies. Instituted strict management systems for accountability and control. Developed and implemented futures and options trading strategies. Developed and coordinated day-to-day economic and operating plans.

- Advised clients on methods and means to improve operations and profitability. Comprehensive studies included: • Identifying assets and operations of a division of a major diversified company suitable for creating a new business. Structured framework for creation of that business. • Evaluating creation of a new market in automotive services for a diversified company facing a technological threat in the services then offered. • Evaluating operation of an oil and gas subsidiary of a western utility for purposes of a potential leveraged buyout or initial public offering. Identified marketplace and financial issues that would have made LBO or IPO poorly received, avoiding parent company loss of credibility with financial markets.