Leading the Product Management and Customer Success teams at CPR

Former Utility CTO and AWS Energy & Utility leader providing fractional CTO and BD advisory services while seeking full-time role. Focused on smart grid, cloud, business development, and product development advisory services for grid modernization, clean energy, renewables, energy storage, EV and related green tech and energy transition enterprises, utilities and start-ups.

Led solution strategy, solution development, and business development across strategic focus areas of Energy Transition, Asset and Work Optimization, Customer Care, Data Insights, and IT Transformation. Effectively the CTO for the team.• Developed solution strategy and roadmaps including business case narratives for new solutions and services. • Led a world-wide virtual team of utility-specialist solution architects to craft road mapped solutions including reusable technical content to accelerate a customer’s and partner’s ability to solve energy business problems and develop new products using AWS. Directed development of content such as Reference Architectures, Code Samples, Demos, Workshops, Solution Accelerators, and PoCs. • Engaged and assisted strategic customers and partners with design-specific solutions or products unique to their situation or requirements. Created solutions such as Smart Meter Data Analytics and MDMS on AWS; AMI Head-end on AWS; SAP on AWS; Computer Vision for Renewable Energy Asset inspection; ADMS, DERMs, VPPs, and SCADA on AWS, Grid Modeling and Simulation on AWS; AI-driven customer churn prediction and mitigation, AI-driven customer up-sell/cross-sell recommendations; serverless omnichannel contact centers.• Crafted Go-to-Market (GTM) material and engaged senior leaders at strategic accounts to educate about cloud and partnered with Sales teams to promote AWS-based utility solutions resulting in over $700M in annual recurring revenue for AWS.• Developed GTM material in close partnership with marketing and BD peers for use with both customers and sales teams. Authored the master sales presentation decks, target customer lists, and blogs. Ran webinars for customers, and internal training sessions for Sales and Solution Architect account teams.• Met with Sr. Utility leaders on strategic accounts; conducted monthly presentations to P&U customers during Executive Briefing Center (EBC) days and presented at industry conferences.

Ensured ITs technology plans, initiatives, and annual CapEx and OpEx spending aligned with PSE’s business strategies and operating plans. Served as CTO for PSE. Directed all IT Architecture and design work across PSE, for both traditional IT and Operations IT (“OT”; the technology that keeps the gas and electricity flowing).• Led technology strategy, architecture, and design work across the multiple programs of PSE’s digital transformation initiative (a.k.a. “Get to Zero”), a $220M, five-year initiative that dramatically improved customer service experiences across all digital channels and fully automated the entire work management cycle for fieldwork. Focused on areas such as customer engagement and digital experience, big data analytics, billing and payments automation, enterprise work, and asset management mobilization and automation. Established data governance, significant data quality management, and master data management programs.• Managed several teams including: Enterprise Architecture; who developed IT strategies, roadmaps policies, standards, reference architectures and solution frameworks. Solution Architecture: who provided thought leadership, architecture, and solution designs for technology projects related to both OT (OMS, DMS, EMS, SCADA, AMR & AMI) and Corporate (SAP, ERP, HR, Finance,) initiatives.

Responsible for developing GHC's overall Data Management strategy, implimenting Data Governance and managing GHC’s Data Management team in providing data and solution architecture, data modeling and systems design services for the organization’s multiple business units. Also responsible for development and oversight of strategic data management projects to significantly enhance GHC’s critical data management capabilities in areas such as: Master Data Management, Metadata Management, Data Stewardship, and Data Quality Management.

- First Vice President/Enterprise Architect, Office of the CTO [Aug 2007 - Jan 2009] - Vice President/Group Manager, Home Loans Technology PMO [June 2006-Aug 2007] - Vice President/Group Manager, Office of the CDO [Feb 2004-June 2006] - Vice President/Program Director, Enterprise Technology Project Office [April 2003-Feb 2004] - Vice President/Group Manager, Infrastructure Services Project Office [April 2002-April 2003]

WaMu was acquired by JPMorgan Chase on Sept 25, 2008

Directed a team of 54 in providing desktop computing, data center operations, systems engineering, webmaster, DBA, LAN, WAN and telephony services for 1400+ users and their PCs, “WINTEL” servers, dozens of SQL databases, Oynx CRM, and 63 terabytes of image archives. Managed an annual operating budget of $10 million and capital budget of $4 million for IT at headquarters and eight sales and image production offices around the world.

I was with EY twice1998-99; Customer Connections/CRM Practice (Seattle): Instrumental in selling, then managing, a 2000 seat, $6.7 million Siebel CRM engagement for PrimeCo, a Dallas-based cellular carrier (predecessor to Verizon). By deploying across four business units, (customer service, sales, PCS network operations, and IT tech support) the company expected to achieve $10 million savings over 18 months from real-time (vs. batch) hand-off of inter-departmental workflows, and increased agent efficiency through a 7:1 application consolidation.1987-1991; Network & Telecom Practice (Los Angeles): One of three original individuals hired to successfully establish nation-wide voice and data network consulting practice. Sold and then managed, voice and data network engagements to senior and executive level management within Fortune 250 companies and public sector agencies

Secured major engagements within the telecommunications, insurance, and banking industries in the US and Canada, averaging $6.55 million in fees per year. Staffed and directed engagements running from 8,000 to 15,000 man-hours and $1.5 to $2.5 million in consulting fees related to the custom integration of company's CRM (Mosaix) and BPM (ViewStar) products with client’s telephony, network and host (mainframe and client/server) environments. Accountable for overall engagement profitability and delivery management, client satisfaction, and quality of delivered services.