A Quanta Services Company• Substantially enhance project performance decision making through the implementation of cost, schedule, change, and risk management applications for one of the largest utility construction companies in the Southwestern U.S.• Meticulously reviewed client audits regarding excess equipment standby charges for a project in which auditors claimed a payment overage; identified documents stating field crews underbilled operating time to ensure project remained under the contract value and client should have been billed costs for actual operating equipment usage • Converted the manual project list to a weekly operations status report featuring a portfolio view by construction type, contract type, and client and reported current project status, manpower requirements, and forecasts for the gross margin performance upon project completion • Implemented Google Maps for project locations equipped with dropdown capabilities for displaying projects based on selection criteria linked directly to data from operations status reports to maintain current project information • Successfully deployed project dashboard tracking report to showcase actual performance results against baseline schedule requirements for utilization by Project Managers and Field Operations to better allocate crew assignments, identify under-performing construction tasks, and increase equipment utilization across the project portfolio • Executed a risk management register to enable Project Managers to identify risks, quantify potential cost and schedule impacts, assess projected changes, and quantify contingency funding while integrating pre-bid risk assessment results into bid proposals and consistently updating throughout the entire project lifecycle

A Granite Company | Power Division• Established key standards to achieve cost, schedule, change, and risk management excellence across the Power Division while implementing initiatives to streamline construction management services to client organizations • Spearheaded key business initiatives while on-site with active project teams, including standardizing project execution plan documentation to submit enhanced responses for bid proposals and preparing the successful audit presentation for qualification as an EPC Contractor to one of the nation’s largest utilities • Spearheaded various key project assignments, including: • Salem Harbor Power Station, Avangrid | Project Value: $1B | August 2017 – April 2018 • Auburn Transmission Project, NYSEG | Project Value: $240M | September 2016 – July 2017 • Midwest Transmission Project Valley Project, Kansas City Power & Light | Project Value: $400M | July 2016 – November 2016 • Valley Project, Electric Transmission Texas (ETT) | Project Value: $600M | June 2014 – August 2016

• Deployed cost, schedule, change and risk management tools to manage project performance while acting as Principal P6 Scheduler and conducting risk management workshops to project teams and owner representatives, tracking project actuals and key milestones against baseline requirements, managing submittal or monthly accruals, preparing cash flow projections by validating actual costs, forecasts, and total-to-completion costs • Spearheaded various key project assignments, including: • Northeast Grid Reliability Project, Public Service Energy & Gas | $975M | February 2014 – May 2014• Wind Energy Transmission Texas, Isolux Corsan | Project Value: $350M | February 2013 – January 2014• AltaLink Management Limited (Calgary, Alberta) | Consulting Request on Earned Value Implementation | Project Value: $1.4B | July 2013 – September 2013

• Directed cost, schedule, risk, and document management while preparing enhanced project execution plans, establishing master project schedule or external contractor schedules, and conducting critical path and float analyses to ensure proper manpower to achieve project goals• Implemented risk metric dashboard to status project actual performance against anticipated progress while coordinating the Risk Steering Committee, Risk Screening Committee, and various risk working groups to mitigate potential risks, as well as linking risk mitigation activities to the P6 project schedule to distribute look-ahead reports for upcoming risk mitigation activities and providing opportunities to forecast contingency funds release• Spearheaded various key project assignments, including:• Susquehanna-Roseland Transmission Project, PPL Electric Utilities | Project Value: $1.2B | 2011 – 2012• Nuclear Plant Construction, Tennessee Valley Authority | Project Value: $2.2B | 2010 – 2011

• Mentored 4 Project Control Specialists in support of various construction projects, including:• Battery Storage Facility Project | Presidio, TX | Project Value: $19M • 121-Mile Transmission Line and 4 Substations for Major Utility | Oklahoma | Project Value: $240M • Thermal Energy Corporation Capital Improvement Project | Project Value: $350M • Refinery Substation Replacement Project | Houston, TX | Project Value: $65M Was the Houston office's recipient of the 2009 Leadership award for inspiring and developing new leaders.

Contractor to DOE Environmental Management • Meticulously analyzed the cost and schedule performance of a $370M critical project with high nuclear security requirements to identify key areas for improvement; leveraged earned value management and Primavera P6 to discover project was behind schedule, over budget, and not at the 60% design phase as previously reported