Founder of Solstice Hot Sauce; head of product development, supply chain, manufacturing, logistics, marketing, business development, and sales. Completed a successful exit in May 2024.

In my role as Program Manager, I was responsible for leading large teams to bring new products to market, ensuring the product meets all market requirements, maintains budget and schedule, and continues to meet the business case and go-to-market strategy. In addition, I contributed to continuous process improvement to add structure around a rapidly growing team, allowing for repeatable procedures and consistent expectations across the organization.

I was responsible for delivering several major projects in parallels, ensuring budgets and schedules were maintained while maximizing profit margins.

I was responsible for delivering all energy storage projects at Greensmith with project budgets exceeding $30M and scope ranging from software only deliveries through full turnkey EPC solutions and renewable energy integration. I joined Greensmith during the early startup phases and was tasked with building a Project Management department from the ground up. I developed all project management processes, created staffing plans for various growth scenarios and models, and ensured project success while keeping an agile and entrepreneurial spirit. I worked closely with all areas of the company, including engineering, software, finance, marketing, and business development and sales to support proposal efforts, improve the product, and implement continuous improvement cycles. As I helped grow the company, I participated in various investor presentations, which ultimately led to the acquisition of Greensmith Energy by Wartsila. Post-acquisition, I was responsible for integrating the project delivery group into a multi-billion dollar highly matrixed organization while helping to slim down project overhead.

I led a team of 6 consultants tasked with the creation and implementation of a Command Center, which managed the deployment and day-to-day operations of a smart metering and smart grid network with over 2 million endpoints in Pennsylvania. The Command Center managed all aspects of deployment and operational performance, change management, issue resolution, process improvement, and configuration management. We implemented a continuous improvement cycle and data-based decision making process that exemplified the importance of using data analytics to maximize processes efficiency and prioritization of field, IT, and business resources to most effectively address issues. I developed a KPI Dashboard that became highly revered and used daily by C-Suite executive team to monitor performance of the system. In this role, I also helped grow the contract with the customer significantly beyond original scope and value through excellent customer service, top-quality work products, and demonstrating our team's ability to add value. I also provided thought leadership in the smart grid industry and supported the sales organization in RFP responses for other projects, as well as internal resource mentorship and development.

I served as the Project and Program Manager for a $33M transformative Smart Grid initiative for a Pacific island. Before joining this project, our existing team had resourcing challenges and the client was frustrated by what they considered poor performance. My leadership team asked me to take over and right the ship. Through the next several months, I was able to rebuild client trust and confidence, to the point where I not only rebuilt the relationship and put the project back on track, I was able to identify other areas where we could help the customer and nearly tripled the value of our contract.

AMI/Smart Metering plan development.

Worked in several roles, including Integration Testing, Business Analyst, and Project Management for multiple utility industry clients. Won two awards for making significant contributions to engagement delivery and success. Frequently utilized for expert Excel skills both on daily engagements and in general intellectual capital development.

Responsible for improving manufacturing line efficiencies and processes. Developed a process used by manufacturing line techs to reduce unidentified downtime by over 50%. Subsequently used this process to improve efficiency and line speed by nearly 25%. Designed a reporting tool that tracks and calculates line efficiency and downtime and provides automated reports on a daily or any user-defined time frame. Analyzed manufacturing waste and developed an algorithm that allowed for better end product estimates and less waste and order overrun.