Helping customers find solutions in the Central Region (focus on MISO and SPP) - leading transactions including Power Purchase Agreements and Build/Develop-Transfers, and consulting on other AES capabilities and creative structures.

Renewable energy origination in the Central and Mountain West regions and for Build-/Develop-Transfer opportunities across the US.Team lead for Build-/Develop-Transfer Solutions business within AES, including strategy presentations to senior leadership and AES Clean Energy BOD, and coordination of cross-functional teams to implement processes to execute AES CE's first DTA transactions.Commercial subject matter expert on M&A deal teams for acquisition of selected development projects and platforms.Selected transaction experience:- 900+ MW of development-transfers in Colorado and Kentucky.- REC and capacity offtake contracts for assets in company's in-construction and operating portfolio in MISO.- Regional origination support for 400+ MW of utility PPAs and C&I VPPAs in MISO and SPP (C&I in coordination AES's Structured Origination team).

Community Energy was acquired by AES Clean Energy.Prior to merger with AES, structuring and pricing for commercial opportunities (both offtake and project M&A); led all aspects of project financial modeling and analysis for company's 9+ GW solar and energy storage development pipeline.Served on several M&A deal teams - selected closed transaction experience:- Sale of 600 MW solar development project in SPP.- Sale of Community Energy Solar to AES Clean Energy (as part of transaction diligence team).

Managed the project financings for several of Invenergy’s thermal and wind assets in construction and operations, including leading refinancings, construction loan borrowings and term conversions, and asset sales. Secured lender and investor approvals for various hedging and offtake structures.Selected projects/transaction experience:- Managed development bank financing of Energía del Pacífico, a 378 MW LNG-to-power project in El Salvador and supported origination and closing of financing for the associated FSRU (floating storage regasification unit).- Led portfolio activities (including management of lender and third-party equity investor relationships) for Lackawanna Energy Center, a 1,485 MW natural gas power plant in Pennsylvania, and additionally relationships with tax equity investors and lenders for numerous projects in the company's wind portfolio.- Supported sale process of company's interest in Prairie Breeze Expansion, a 109 MW wind farm in Nebraska.

P&L oversight for 800 MW of conventional power generation assets in the mid-Atlantic region; developed strategies to maintain long-term asset profitability, building financial models reflecting various operational scenarios and sensitivities; presented findings and recommended courses of action to management, and executed on identified plans.Managed general business matters including permitting and regulatory compliance; coordinated the efforts of stakeholders (engineering, commercial operations, and regulatory affairs) to resolve issues.Conducted detailed review of forecasts to ensure accuracy; analyzed monthly financial results and addressed budget variances.

Served on East Region Business Development and Asset Management TeamsExpanded scope of responsibility for financial analysis duties in prior role, as noted below

Created and maintained complex valuation models, forecasting profit and loss and cash flows; ensured model inputs and assumptions were reasonable and appropriate through multiple project stages – from initial conceptualization to final release of project funding.Prepared presentations for senior management and board approval, directly supporting deployment of capital investment for fuel conversions and repowering projects that have successfully reached commercial operation.Developed annual capacity auction offer pricing strategy through analysis of generation unit operational costs and market risks; responsible for ensuring accuracy of submitted offers.Supported M&A efforts – created acquisition model for Midwest Generation as part of Edison Mission Energy transaction; assisted with financial modeling and administration of the due diligence process for numerous other M&A projects; tracked and reported East Region operational synergies resulting from integration of acquired companies.Organized a fleet-wide analysis of commercial impacts of major changes to the PJM capacity market (“Capacity Performance”) to quantify risks to NRG’s portfolio – results informed company’s regulatory advocacy; identified approaches for policy compliance, including operational improvements and plant investments.Assisted Asset Directors in P&L management, budgeting, and forecasting, particularly through ad hoc analysis and resolution of forecasting issues with stakeholders across the organization.

Provided financial and economic modeling and operational support for distributed electricity generation projects including solar PV installations.Analyzed energy markets and policies, including utility and ISO tariffs and environmental credit markets with application to project economic analysis; evaluated demand-side management strategies and created load profiles for C&I customers.Prepared supporting deal documents, including investment proposals.Supported due diligence efforts, including review of site control and revenue contracts and maintenance of data room filing structure.

Analyzed clients’ utility rates and tariffs, identifying and evaluating opportunities for installation of on-site renewable energy generation, energy management systems, and the purchase of wholesale electricity.Created and refined a model to forecast daily customer electricity load and photovoltaic system performance.

Analyzed fulfillment processes, evaluating areas for improvement; Planned and executed projects in collaboration with the management team.Led a packaging optimization project, identifying savings opportunities in overall packaging costs of nearly 25%.Developed and piloted an alternate method for receiving and storing items, reducing restocking labor costs by as much as 53% and decreasing order cycle time.

Provided support for ongoing Kaizen initiatives. Analyzed processes, conducting time studies as needed.Ultimately revised labor standards, enabling management to budget more effectively and reduce waste.

Worked in a team to identify throughput problems and promote continuous improvement in production.Communicated key information regarding potential process improvements, facilitating a daily problem-solving dialogue with plant management and the engineering team.