Gregory Flay Email and Phone Number

Core Management Responsibilities: Providing executive leadership over the CIO, CTO, CISO, and Data Analytics and Business Intelligence functions.

Core Management Responsibilities: Strategic planning, technology assessment, enterprise architecture, research and development, and technology road map.

Core Management Responsibilities - Corporate Development Research Team, Prospect Sourcing and Unit Development TeamTeam Development - Rebuilding and developing processes within the two teams comprising the corporate sponsorship outreach function for Wells Bring Hope. Working with the rest of the management team to develop ideas to bring even greater impact to the people of West Africa.

Leading the integration and consolidation of several retail electric customer and billing systems.Providing technical leadership for a Salesforce Service Cloud functional expansion and org consolidation.

Core Management Responsibilities - IT Infrastructure, Application Management, Project Management Office, and M&A Integration leadership for the NRG Home Solar business unitManaged Business Development - Completed the M&A integration of Roof Diagnostics Solar, a solar sales and installation firm in the northeast and managed the M&A integration of Pure Energies, a solar web-based and phone-based sales organizationEnabled Exponential Growth - Streamlined and matured processes and systems within the newly formed, vertically integrated solar business, encompassing investment fund management, lead generation and sales, installation, lease management, and fleet management to grow from $30MM in sales in 2013 to over $1B in projected sales in 2015.Leveraged Existing Cloud-based Platform Investment - Expanded the use of the low-cost, cloud based platform to deliver a continuous stream of value in business support without the purchase of new hardware or management of software releases, completed a rapid, low-cost implementation of a business intelligence platform that allows management to accurately track and manage hundreds of millions of dollars in solar lease investment funding, and implemented a robust ERP system on the cloud platform with a fraction of the time and cost normally associated with similar systems on traditional datacenter-based platforms

Core Management Responsibilities: IT Infrastructure , Application Management, and Project Management Office leadership for the NRG Residential Solar Solutions, NRG Home Solar, NRG eVgo Electric Vehicle Charging Station, and NRG Home Services (Home Warranty and Home Repair) business unitsFostered Startup Culture - Developed, structured, and implemented a repeatable set of low-cost, flexible IT tools designed to fit start-up culture needs across multiple startup business units within a larger corporate organization.Led IT-Enabled Business Innovation - Developed a culture of business-oriented innovation among the IT leadership team to move from thinking in traditional IT terms to continually measuring performance in business outcomes. Implemented cloud-based inside sales application on the cloud platform which enabled the rapid formation and development of a direct sales organization within the solar business, reducing dependence on partner sales organizations and boosting overall sales volumeLed Development of Cloud Platform - Strengthened and expanded cloud-based platform with low staffing and hardware requirements for solar generation lead management, solar sales, and maintenance management. Expanded platform to home services, dispatch, and warranty business management. Expanded platform for electric vehicle charging network managementExpanded the Renewables Footprint - Developed processes, controls, and working environment with the relatively immature residential solar unit. Oversaw the continued maturation of the electric vehicle charging business.

Core Management Responsibilities: IT Infrastructure, IT Application Management, Production Operations, Sales Operations, Billing and Payment Operations, Energy Market Transaction Operations for the leading provider of renewable energy to 300,000 electric residential customersLed Core Business Turnaround - Implemented operational and systems management practices which stabilized a troubled GME customer and billing system implementation with significant revenue impactInstituted IT Leadership Development - Mentored and raised the management skill levels of the existing IT and operations leadership teamFocus on Earnings - Implemented culture change within the IT and business operations units reporting into the CIO with a focus on individual staff impact on and accountability for company earningsLed Operational Process Improvement - Connected IT and Operations leadership and staff to their upstream, downstream, and lateral business partners to enable end-to-end operational process improvement.

Core Management Responsibilities: IT Strategy, IT Financial Management, Enterprise Architecture, IT Governance and Audit, IT Procurement, IT Service Center, IT Core ApplicationsIncremental Value Delivery for Enterprise - Delivered $26.5M in bottom-line Free Cash Flow impact over 3 year period across IT by developing a cultural focus on hard-dollar IT value delivery at the individual, department, and project levels. Developed a performance management methodology that incents and tracks hard dollar value delivery at the departmental, project, and individual performance levels. Approached by CAO to replicate success in other areas of the company outside of IT. IT Budgeting and IT Financial Controls Improvement - Led the development of monthly financial variance analysis of spend vs. $100M IT budget and the development and execution of value levers program that drove IT to a flat year-over-year spend. Instituted hard control of IT expenditures via purchasing work order and purchase order management. Instituted software maintenance review program which reduced annual spend by $350KIT Controls and Audit Process Improvement - Led the first IT-wide risk assessment at NRG, allowing the IT organization to narrow risk mitigation project focus to key areas, reducing the cost of controls execution. Led an initiative to streamline IT Policy framework, resulting in a reduction of IT Policy documentation from nearly 400 pages down to 12 pages of clean policy statements, lowering the cost of external audit and reducing the likelihood of controls deficiencies. Led development and rollout of common project management methodology across all IT departments, including the new retail business which had not had a consistent PMM prior

Core Management Responsibilities: IT Strategy and Enterprise ArchitectureLed the acquisition of Reliant Energy - Collaborated on the development of deal purchase and sale agreement and related exhibits, transition service agreement and related exhibits, and facility services agreements. After deal close, directed the integration of the business operations of Reliant and NRG, as well as the $38M IT integration program and the roll-off of all transition servicesFocus on Incremental Value Delivery for Enterprise Architecture - Developed innovative execution protocol incentivizing enterprise architects on impact to Free Cash Flow. Set yearly “go get” dollar-based impact targets for each enterprise architect. Delivered $1.6M in bottom-line FCF impact in the first year with only three architects

Core Management Responsibilities: IT Business Analysis, Project Management Office, and Business LiaisonLed the Acquisition of Texas Genco - Directed the IT integration program for the $11B 2006 acquisition of Texas Genco by NRG. Provided oversight and direction for 40 successful integration projects with a $20M budgetTransformation Change via Systems Development, SOX Controls, and Project Management - Led team of project managers and business analysts that implemented NRG’s first systems development lifecycle (SDLC), project management methodology, and comprehensive set of SOX-related controls.Turnaround Management - Helped lead the newly reformed IT team to success after emerging from bankruptcy and moving NRG headquarters from Minneapolis to Princeton with a 90% turnover in staff

Core Management Responsibilities: Coordination and support of Power Plant Systems, including plant maintenance management (PMM) systems, energy management systems (EMS)Individual Plant Acquisitions 2000-2005 - Led IT integration activities on numerous power plant acquisitions involving 40 domestic power plants as well as 17 power plants in Europe, South America, Asia, and AustraliaEnergy Management Systems - Specified, designed, and implemented OSI International Monarch EMS platform for northeast generation assets, including ties to PJM, NYISO, and ISO-NE, as well as automated generation control (AGC). Specified, designed, and implemented OSISoft PI software across the generation fleet

Various roles of increasing scope and responsibility, from Local Area Network Coordinator, through Server Analyst and Active Directory architect, to Central LAN Services supervisor, and culminating with the role of internal IT consultant.

Taught high school Caribbean geography and history, preparing students to take the Caribbean Examinations Council (CXC) college entrance exams.