James Rafferty Email and Phone Number

Managed a team of 60 employees across the Human Resources, IT, Business Transformation and Business Administration departments.• Restructured the Human Resources department by streamlining communication, increasing efficiency and reducing costs in an effort to support business growth.• Evaluated a new company-wide benefits package by communicating with vendors to negotiate improved 401k, medical, vision, and life insurance policies while keeping cost increases below 2%.• Created improved training programs for new and existing employees by implementing computer-based modules, an improved onboarding process, and company-wide training events.• Designed a new talent acquisition process, increasing organizational head count by 20% YOY through internal job candidates and social media presence on LinkedIn and Glassdoor while decreasing requisition age by 40%.• Implemented Workday HCM software system to replace nine different HR systems and multiple payroll systems into a single HCM system. The new system improved monitoring of performance metrics, payroll, and time tracking; completed the transition process on-time and 5% below the planned budget.• Created Business Transformation group for the company that is developing and implementing process improvements across the organization. Projects include building a new geospatial platform to manage real estate assets, building a new web-based internal reporting platform, and deploying WalkMe training platform for Oracle.• Led the design and implementation of new organization-wide document management system to transform the organization’s method of creating, executing and storing documents. New system consolidated multiple legacy systems into a new cloud-based Office365 platform.• Led the design of new organization-wide analytic repository that will enable the organization to have a central source of key data and a platform to create and deploy analytics. New system is built on Microsoft Azure.

• Oversaw operations and financial performance of wind assets throughout North America, managing 20 projects across multiple turbine OEM’s.• Implemented internal performance monitoring process for all wind assets, establishing performance guidelines and goals for engineering, operations, and management divisions. • Created a strategic business plan for all wind assets, eliminating unnecessary projects and job functions while unifying processes company-wide in an effort to streamline operations.• Reduced costs by 20% through redesigning of the overtime system while maintaining an industry-leading rate of turbine availability.

• Oversaw financial performance of wind assets throughout North America, managing 20 projects across multiple turbine OEM’s.• Streamlined data collection and analysis processes by integrating various systems and spearheading the construction of a new control center.

• Managed assets for five wind projects—including 460 turbines generating more than 690 MW—and developed a standardized budgeting process to more effectively monitor budget goals. • Implemented data historian system to integrate information from several plants into one central system, monitoring data in real-time to increase efficiency and gather more accurate analytics.• Analyzed transmission losses and communicated with local utilities to implement process improvements that reduced curtailment losses by more than 50%.• Developed and implemented pre-warranty expiration process, resulting in over $2M in additional warranty claims and integration company-wide.

• Oversaw financial forecasting team for the Nuclear Business Unit, managing a budget of $2.7B and developing long-term plans with detailed Profit and Loss (P&L) explanations among other key metrics. • Streamlined financial reporting from monthly to quarterly, reducing process time by 24 hours per report while increasing accuracy in reporting for each fiscal quarter. • Instituted benchmark analysis program to compare Exelon’s financial standing and performance against other industry leaders in an effort to form more effective long- and short-term plans.

• Performed project evaluation for capital improvement projects with budgets up to $150M, including discounted cash flow, accretion and dilution analysis, and risk analysis.• Created and presented a unique 10-year capital plan to upper management for a fleet of nuclear power plants detailing approximately $280M in capital improvements per year.

• Directed IT infrastructure upgrades, managing a $1M budget while coordinating work over a cross-functional team to deliver the project to completion on-time and within budget. • Developed and maintained code for various software systems to be used at nuclear power plants, with an emphasis on transitioning to more modern and efficient systems while simultaneously maintaining previously implemented software to ensure timely, efficient, and accurate operation.