Providing management consultant services to water resource development and water infrastructure investment companies. Significant assignments have included management consulting for a venture capital firm on a successful $400 million acquisition of a publicly listed company, strategic contract negotiation and subcontractor evaluation, and market development for a water treatment process manufacturer.

Provided leadership, vision, and executive management to a 1,600-employee public agency responsible for water, wastewater, chilled water and steam utility services in the 7th largest U.S. city with a population approximating 1.2 million. Revenues were $400 million annually and net assets exceeded $3.3 billion.Selected Significant Accomplishments Strategic Growth • Commissioned a Task Force to review the $2.8 billion Water Supply Plan developed in 1998. The resulting Water Supply Plan Update – 2005, reduced capital costs by $700 million and lowered future operation and maintenance costs.• Negotiated the acquisition of five water systems from Bexar Metropolitan Water District. Corporate Reorganization • Implemented a reorganization along functional lines to shorten lines of communication and provide a customer service focus. • Implemented a performance management system and increased organizational efficiency by 16.4%. Legislative Involvement • Provided leadership in building stakeholder support for legislation allowing Design-Build procurement of major facilities, including SAWS’ planned desalination facility.• Negotiated the language contained in Senate Bill 3, the state’s 2007 omnibus water policy legislation, to ensure water supply availability in compliance with the Endangered Species Act. Business Initiatives• Developed and implemented a funding and benefit change plan, in accordance with GASB-45, for a previously unaddressed $326 million unfunded retiree medical liability.• Structured and led an on-budget $22 million Enterprise Resource Software System installation [Financial, Operational, Customer Service, and Human Resource modules].• Implemented a safety initiative to bring SAWS into compliance with OSHA. Financial• Reduced operation and maintenance expenses and debt service during 2005-2007. As a cumulative result, $75 million in cost savings were achieved in 2008.

Provided turn-around management consulting services to improve immediate and long-term performance of the City of Detroit Public Lighting Department, including realization of operating cost efficiencies and capital cost control. Streetlight operability increased from 80% to over 97%, power production capability increased, financial performance improved, power supply distribution system reliability increased, and customer complaints significantly decreased. The company was dissolved in 2005.

Recruited in 1998 by Thames Water’s Chief Executive Officer to develop and execute a strategic plan to grow the U.S. presence and businesses. The result was an 800-employee U.S. subsidiary of the third largest global water products and services provider that had annual 2000 revenues approximating $250 million from products manufacturing companies in Texas and Pennsylvania, a retail water supply business in New Jersey, and a wholesale water supply business in Puerto Rico. The London, England-based parent, Thames Water Plc., had $3 billion in annual revenues and a work force of 17,000. Thames Water Holdings Incorporated's assets have all been sold or transferred and it is no longer in business.Selected Significant AccomplishmentsØ Strategic Growth - Conducted an assessment of U.S. water-related business opportunities vis-à-vis corporate strengths and developed a five-market segment growth strategy, which was subsequently approved by the CEO and implemented.Ø Acquisitions - Negotiated the merger agreement and completed the $1 billion acquisition of E’town Corporation in 2000, which added businesses in three of five targeted market segments and established a platform for further growth in the United States. Member of acquisition team on the $7.6 billion acquisition of American Water Works, Inc.Ø Alliances - Entered into strategic alliances with CH2M-Hill/OMI and HBG Interbeton to jointly bid large city operation and maintenance contracts, and design-build-operate contracts, respectively. These alliances provided significant presence in two of five targeted market segments.Ø Industry Promotion - Member of Mayors’ Business Council of U. S. Conference of Mayors, and participant in the U.S. Conference of Mayors’ delegation to China in 2000. Founding member of the Water Partnership Council.

Recruited by the Chairman and Executive Committee of the Board to improve profitability; reestablish employee morale damaged during the 1994 merger with GWC Corporation; and, introduce modern management practices necessary to successfully provide leadership to an integrated decentralized organization. United Waterworks was a 700-employee subsidiary of the United Water Resources holding company and had 20 separate business units located in 12 states. Combined 1998 revenues and assets were $180 million and $550 million, respectively. United Waterworks Inc. issued its own debt with an "A" rating from Standard & Poor's.Selected Significant AccomplishmentsØ Corporate Reorganization - Reorganized the business in a "hub and spoke" structure. New, business-focused General Managers, who were more sensitive to employee needs and customer service, were recruited where necessary.Ø Profitability Improvement - United Waterworks' business unit profitability increased to 8% above the 1997 Operating Plan. Specific to the largest business unit, profitability increased such that it had equity capital returns in excess of those authorized for two consecutive 12-month periods.Ø Acquisitions and Divestitures - Completed the acquisition of the Florida water business of Rayonier Inc., thereby doubling the growth potential of a major United Waterworks' subsidiary. Developed a portfolio strategy for the business units and implemented a marketing plan for those business units identified as divestiture candidates.Ø Human Resource Program Implementations - Developed an employee complaint resolution procedure for all non-bargaining unit employees at each business location. Business unit employee surveys were introduced to the organization, targeted supervisor training programs were adopted, and a financially-driven employee incentive plan was implemented at most major locations.

Recruited to turn around Jamaica Water Supply Company (JWS) and prepare the holding company for divestiture from its parent company, JWP INC. Major hurdles successfully overcome were [i] poor relations with the New York Public Service Commission (PSC), [ii] severe customer discontent, [iii] ineffective leadership and inefficient practices, [iv] lack of a growth strategy, [v] under utilization of modern technology, [vi] lack of work force pride and accountability, and [vii] an antiquated collective bargaining agreement. After the turnaround, the company earned equity capital returns which were 240 basis points above the industry average; combined revenues and assets were $65 million and $177 million, respectively. The assets of Jamaica Water Securities Corp. were sold in 1998 and the company no longer exists. Selected Significant AccomplishmentsØ Business Turnaround - Restructured the organization (including elimination of an entire layer of management), rebuilt the management team, implemented integrated company-wide information systems and created a new corporate culture utilizing both external and internal personnel. Reduced the work force from 336 to 254 in two years. Negotiated a replacement union agreement, resulting in annual labor and benefit cost reductions of approximately $3 million, or 16%. Substantial savings in other operating expense categories were also achieved, resulting in an overall operating expense reduction of 18%.Ø New Business and Marketing - Negotiated a strategic alliance agreement with a multinational German company having annual revenues in excess of $1 billion to engage in worldwide projects.Ø Leverage Buy Out Bid - Developed and submitted, along with two other individuals, a leveraged buy out bid for the shares of Jamaica Water Securities Corp.

Reported directly to the President/Chief Executive Officer and responsible for the water, wastewater, and natural gas (prior to a merger of natural gas operations with Louisiana General Services in 1990) business unit operations, financial performance, and business development. The 335 employee water and wastewater business unit was the fifth largest investor-owned operation in the United States, having a capital budget of $33 million, and generating $57 million in sales.Citizens Utilities Company was a diversified and entrepreneurial telecommunications, energy, and water resource company operating in thirteen states. Revenues grew from $154 million to $548 million and net income grew from $25 million to $112 million from 1980 to 1991, with compound growth rates of 12% and 15%, respectively. Citizens earned the reputation of being one of the best managed companies in the United States with Aaa/AAA debt ratings and a 50-year record of annual increases in earnings per share.Following a change in control in 1990, Citizens sold and /or merged all its operations and is no longer is in business.Selected Significant Accomplishments Acquisitions and Divestitures - Identified, analyzed, negotiated, and closed on acquisitions for seven companies and one partnership operation. Negotiated the sale of four operating businesses at a cumulative profit of $10 million. New Business and Marketing - Expanded existing businesses by negotiating contracts with land developers averaging $13 million annually. Negotiated $25 million take-or-pay contracts with the Central Arizona Project to enhance business expansion opportunities in Arizona.Ø Financings - Directed the sale of $14 million in bonds for a subsidiary’s portion of a wastewater reclamation public-private partnership project serving three separate entities.Prior positions held were Manager, Midwest Operations (1983-1984); Manager, Engineering Studies (1982-1983); and Engineer (1978-1982).