General Manager/P&L leader for the public fast charging network, which includes:1) Site Economics: infrastructure planning, pricing, and tariff optimization2) Energy Technology: energy management, grid services, renewable energy access, and battery storage (BESS)3) Incentives and Credits: NEVI, state incentives, utility incentives, LCFS, RECs, and tax credits

• Managed the development of the company’s 30 month, $500 million Cycle 4 ZEV Investment Plans process, resulting in regulator approval from EPA and CARB• Enhanced site identification with econometric modeling and data-informed decision processes that ensure high-quality investment decisions that support a financially sustainable business• Implemented OKR framework for the company, leading to increased focus on and improvements to the customer experience

• Managed M&A process that secured $450 million, financing key growth initiatives and onboarding a strategic investor with complementary competencies

• Managed planning and analysis that expands fast chargers 2x from 2021 to 2025, unlocking long-term profitability and market leadership• Oversaw pricing refresh (strategy through implementation), transitioning from time-based to energy-based pricing for a more transparent customer experience• Performed make vs buy analysis on charging software (MSP/CPO), recommending insourcing to ensure speed and agility to continue improving on the customer experience

• Developed business cases that secured board funding approval and led go-to-market for new 1) home charging and energy business unit and 2) commercial services business unit

Serve as shareholder representative of VW AG for EWIVA, an Italian public fast charging joint venture with Enel

6 month contract for a financial services client: Developed and implemented B2B relationship management operating model to streamline customer interaction through digital self-service, decreasing lower value interactions by 20% and reprioritizing this capacity for strategic selling

• Analyzed 5 market segments as well as corporate performance within those markets, refocusing the portfolio to increase EBITDA by 20%

Executed high-impact projects at the direction of the CEO. Examples include:• Launched corporate development and venturing activity, which included 2 deals that leveraged existing channels to sell emerging technologies, increasing the serviceable market by 3x• Executed M&A due diligence on 5 targets in support of the private equity sponsor’s bolt-on acquisition strategy• Redesigned organizational structure, moving from a functionally-aligned to customer-oriented, which improved market responsiveness and sales (~25% CAGR)

• Evaluated global frontier power market, developing a 1 MW hybrid generator product (batteries with renewable energy modularity) and new business model to capture uncontested $1 billion beachhead

Example projects:• Built multi-year financial model comparing the status-quo workforce structure to costs under alternatives, recommending a cost rationalization of 15%, while sustaining organizational KPIs• Conceptualized, developed, and deployed SQL-based business intelligence and analytics that improved the accuracy and timeliness (90%+, from hours to minutes) of data for management decision-making• Developed economic analysis as part of broad project team for USG client to inform forthcoming spectrum auction, focusing on cost analysis of the transition to justify proper resourcing for continuity of operations.Selected for promotion to SC before departing for business school

• Analyzed technology portfolio during annual planning cycle and recommended allocations to support existing programs, while facilitating new investments within stagnant or reduced funding thresholds

• Composed resource justifications, culminating in the delivery of the 2010 and 2011 budgets to Congress—the document communicated KPIs and funding for how programs would accomplish US policy objectives