Lead interconnection and transmission teams, responsible for all interconnection strategy and process support as well as transmission analysis. Responsible for all interconnection cost modeling and timeline development interfacing with all internal and external teams.

Provide management and oversight over the 3 GW Duke Energy Carolinas Transmission Interconnection Queue. Assist external and internal developers navigating the interconnection process by coordinating interconnection studies and contracts. Interface with transmission planning, project management, legal and development organizations to successfully execute interconnection agreements.Key Achievements:• Led 465 MW of CPRE winning projects through the interconnection process, developing new processes with input from across the organization ultimately achieving successful interconnection agreements.• Provided data and guidance for rate filings, commission procedure updates and CPRE program improvements.• Developed data analytics tools to quicken the interconnection process by removing errors and identifying stalled projects in both the transmission and distribution queues.

Product Owner for $1.8M Agile DataMart implementation. Collaborated with stakeholders throughout the company to identify business needs of the DataMart. Responsible for regulatory reporting filings to federal and state agencies. Provide data analysis for internal and external stakeholders.Key Achievements:• Led DataMart implementation solving major problems where business units were providing inaccurate data due to the difficulties obtaining this information. • Negotiated with senior leaders to identify and prioritize 15 source systems which housed data to be integrated into the DataMart. Directed a team of seven IT personnel to complete this work before all major deadlines. • Strategized the plan for a second Agile Team necessary to satisfy stakeholder requirements. Corresponded with management to justify and approve additional $2.5M in funding for the 2018 budget.• Automated manual aspects of regulatory reporting requirements and improved functionality in order to use data to better pinpoint issues and reduce the reporting time by 80%.

Business lead for DER Data Warehouse project migrating an Excel based reporting process to a centralized SQL server repository. Process owner of wind 30 year O&M budget forecasting model used in the bidding process for new asset acquisition. Project leader for critical spares inventory management project working with third party consultants and internal stakeholders to optimize inventory levels.Key Achievements:• Developed requirements for data warehouse project, assumed role of technical business resource for the IT team and ensured the project remained on time and under budget. Total estimated savings of $1M.• Automated and improved the efficiency of the 30 year O&M budget model by leading a validation project which analyzed historical forecasts.• Developed algorithm to analyze parts usage and risk factors to limit inventory by $400,000 across the fleet.• Led end of warranty claims process for 200 megawatt wind facility, negotiated the resolution of 85% of the claims. Provided information needed to the corporate legal team to resolve the remaining items.

Developed and analyzed regulatory and operational reporting for wind and solar fleet. Leader of end of warranty solar site inspections and documentation for claim initiation. Key Achievements:• Engineered the critical need for a data warehouse as well as provided justification to management forecasting $1M in annual savings.• One of four “Engage Champions” awarded for 2014 year. Awarded for producing the most value to the business unit.• Developed Generation Resource Energy Deployment Performance (GREDP), Generating Availability Data System (GADS) and curtailment reporting for the renewables wind fleet. Analyzed both requirements as well as performance to help maintain conformance and increase the accuracy of reporting.• Developed new analysis tools, including a performance dashboard and variance report, gathering requirements and other input from key stakeholders within the organization. These tools were used to identify and eliminate sources of underperformance by the wind turbine fleet.

Process owner for multiple departments in the creation of lithium ion battery separator film. Collected and analyzed data to help solve production issues throughout the plant. Provided support for new process installation and major system upgrades to ensure success of site’s key deliverables.Key Achievements:• Determined key process adjustment which solved the plant’s most critical quality problem accounting for $2.5 Million in annual savings for highest grossing product.• Conducted systemic troubleshooting of major energy storage customer issues, internally and externally, using historical data, computer software and DOE projects. Identified an engineering solution, determined the ideal vendor and implemented improvement to eliminate contamination problems through the installation of a vacuum system, reducing the quality loss by 75%. • Eliminated two major quality losses in two departments by 50% through reliability improvements, increasing the throughput of the department.

Provided technical support to department managers and technicians in the manufacturing of Duracell batteries. Site lead for Universal Problem Solving tool, responsible for site wide training sessions. Design Quality Control Plan owner working with corporate quality center to finalize design specifications of the batteries. Led autonomous maintenance teams which trained technicians and managers on key Lean techniques. Key Achievements:• Solved site’s most critical quality problem by identifying and implementing a solution to missing electrolyte in the cells. This accounted for $1 Million of annual savings.• Increased process reliability through implementation of new mechanical designs and processes. Helped decrease production stops by 75%.• One of youngest employees across P&G North America to become a trainer on the universal problem solving tool. Led multiple site-wide training sessions in P&G plants in the US and Canada.• Co-led a line project which eliminated 2,000,000 cells from plant inventory and resulted in annual savings of $400,000.• Received 1st quarter 2010 “Op-Com Leadership Site Level Gold Award” rewarded by senior site management to the highest performing individual in the plant.