As a result of an enterprise level reorganization, the Grid Solutions team was eliminated, and I was moved back to my previous role leading the Technology Performance Organization. This team continues to support distribution technologies and now supports the Enterprise Asset Management (EAM) portfolio which included over 75 applications. In 2018, this team which includes a support organization and agile durable team transition to Technology Performance following closure of the Enable project. Customer systems are no longer in scope for this organization. Services are now provided to a full spectrum of users within Distribution, Transmission, Natural Gas Operations, Supply Chain, Finance, Vegetation Management, and the Fleet organization. Beneficiaries span from field performers to the executive staff at the jurisdictional level. Responsible for the efficiency and effectiveness of hundreds of technology applications and interfaces/integrations to other systems.

Key member of the Grid Solutions organization whose purpose is to execute the Duke Energy Enterprise mission to “Building a Smart Energy Future” by investing 25 Billion over 10 year to modernize Duke’s energy grid, which is the LARGEST in the U.S. with 295K line miles. Responsible for the Advanced Distribution Management System (ADMS) program, second largest technology project within the Customer Experience and Services organization at Duke Energy. Responsibilities include planning and implementing Duke Energy’s investment in grid technology that will enable enhanced operational performance and improved reliability including enhanced restoration results. In addition, these investments will enable future capabilities expected by our customers such as the ability to handling 2-way power flow generated by DER and our ability to operate in the world of big data. The >5-year scope of work includes: program activities and purchases valued at ~$300-500 M, redesigning and streamlining business processes, and building functionality that does not exist today in anticipation of the future needs for the electric grid as well as to achieve step-level changes in workforce efficiency and grid performance. Enterprise communications responsibilities included developing and maintaining the enterprise-wide communications strategy supporting the Duke Energy Road Ahead Initiative, bringing the company into a new era of enhanced technology and operation, with improvements in automation, security and grid control of communication networks. The Enterprise Communications Improvements portfolio enhances technology and communication with increased bandwidth, interoperability and reliability across service areas, jurisdictions and the entire Duke Energy network for now and in the future. Annual investment plans ranged from $300-400 M.

Lead the Technology Performance Organization whose Mission is to: Ensure reliable technology to support Duke Energy’s corporate priorities and strategic initiatives by collaborating with Business, IT and Vendor partners.Services are provided to a full spectrum of users within Distribution, Transmission, Gas Operations. Customer Operations, Customer Solutions, Customer Communications & Channels, Distributed Energy Resources and Grid Solutions. Beneficiaries span from field performers to the executive staff at the jurisdictional level. Responsible for the efficiency and effectiveness of hundreds of technology applications and interfaces/integrations to other systems.

Responsible for internal and external measurement of Customer Satisfaction using both J.D. Power and an internal proprietary model to measure both customer perception and transactional performance. Accountable for the improvement of Customer experience both traditional and digital. Social Media and Digital channel team provide a new channels for customer engagement. Completed an 8 month extensive customer journey mapping engagement using an outside consultant to define current state and identify customer pain points. Worked with State Presidents to define and execute on both enterprise and local improvement opportunities. Developed and obtained board approval for an enterprise wide customer satisfaction incentive target for 2015.During the first year in this role, our J.D. Power performance results show significant overall improvement for the company, with an increase of 15 points in overall satisfaction from the first quarter of 2015. (The average increase for utilities nationally was a 10-point gain.) Given the reputation issues the company has faced over the past few years, this is significant.

Responsible for the Corporate Travel Program, Event Planning and Event Technical Services, Print Services, Mail Distribution Services and Documentation, Records and Research. As a result of the merger with Progress Energy, major initiatives have included consolidation of the corporate travel programs, office supply and stationary programs and printer optimization across the new organization.

Lead and direct the Distribution Performance Support team and provide Technology Support, Project Management expertise and Continue Business Excellence (CBE) direction to the Progress Energy Carolina (PEC) organization. Drive Lean Six Sigma initiatives, Business Planning efforts, Process Development and Governance over site and Technology planning and User support. From 2010-2012: Assigned to Merger Integration team to complete analysis of Duke and Progress business practices with an end product of a business plan or organizational design for the new company.Key Accomplishments: Provided guidance and support for the launch of the PEC CBE 3 year plan which included Rapid Improvement Events, Value Stream Analysis and Enterprise Planning Sessions.  Initiated a Process Model Revitalization effort to expand on previous work completed to drive the EDC management team to focus on a bias to Process Centric versus Functional organization operations. Led efforts to improve process alignment and process adherence.

Lead and direct the North America quality team and provide support to both local and global customers in product qualifications, credits and returns, failure analysis, and problem solving. Attend quarterly business meetings to drive continuous improvement. Hired and trained quality team of 15 for US Sales and Marketing Organization. Spearhead and administer diverse groups and committees including System Working Group, Business Council, and Customer Service Council. Coordinate multiple staff improvements and trainings such as systems / process training for sales team, quality training for design center engineers, FMEA training, as well as training for new employee orientation. Manage customer audits of manufacturing facilities and internal audits of distribution centers and HUBS.

Oversaw and coordinated RQA department for high volume semiconductor manufacturing facility. Served as TS 16949 management representative and ensured the suitability and effectiveness of site quality systems to maintain certification status. Provided support to timely qualification of new products. Held accountability to all customer audits, returns, complaints, and interfaces.

Developed and implemented various quality systems leading to successful ISO 9000 certification. Systems developed include: Control of Non-conforming Product, Corrective and Preventive Action and Process Control. Chair of the SPC Council and the Material Review Board (MRB). Supported the various product qualifications with focus on manufacturing readiness.

Developed and implemented a Documentation System, Change Control Process and various manufacturing systems for start-up of the DRAM manufacturing facility. Lead facility to successful completion of corporate goal to develop 325 operating, recipe and incoming material specification.

Managed the Customer Service, Quality Control and Production Scheduling functions for this Rotogravure folding carton facility. Developed customer partnerships that resulted in doubling volume of business and expanding production capabilities. Facilitated the development of Quality Systems and Process Improvement initiatives resulting in 40% reduction in complaints/rejections. Reduced facility working capital cost by implementation of effective inventory control systems.

QA measurement and testing of high pressure decorative laminate. Product development responsibility working with designers and specification reps. Product Improvement initiatives to improve yields and optimize production output.