We lead a consulting firm that focuses on business process optimization across the energy sector. Our organization exists to solve the critical business issues facing our clients, both large and small. Our unique approach is not only what differentiates us, but also what makes us successful. We provide a broad range of services and solutions to help organizations facilitate change, focus expectations, and optimize performance and productivity. By linking the front-line to the bottom-line, our clients become positioned to meet their objectives and achieve their goals.

RMG works with our clients in successfully implementing process and business solutions to improve reliability and reduce costs. For over 25 years, RMG has been providing consulting and training services to assist our clients in capturing their business objectives and results.RMG pioneered and refined a proven implementation and training methodology that has assisted hundreds of our clients. RMG’s Masters of Implementation Methodology © effectively integrates and optimizes your work processes, metrics, tools, technology and work management culture to achieve sustainable improvements in costs and reliability

RMG works with our clients in successfully implementing process and business solutions to improve reliability and reduce costs. For over 25 years, RMG has been providing consulting and training services to assist our clients in capturing their business objectives and results.

Leader for field workforce of 1,200 individuals including 1,000 union personnel. Successfully guided organization through change in operating model. Delivered the overall work plan into detailed delivery plans to achieve regulatory, customer, and financial targets, ensuring high productivity and efficient work practices through the effective utilization of the workforce.• Delivered new organizational design achieving 20% reduction in personnel.• Created and implemented new organization’s structure and processes for Electricity Operations. • Sponsored Six Sigma teams in process improvement for reduction in customer restoration time by 20%.• Established, implemented, and maintained a safe working environment, enforcing compliance with existing work standards and safety requirements for the benefit and protection of employees, customers, and the public.• Directed, managed, and allocated the labor and resources necessary to operate, maintain, construct, and reconstruct the Energy Delivery system infrastructure within New England.• Designed and developed the implementation of the Business Continuity Plan, emergency response, and emergency restoration of two million customers in Massachusetts and Rhode Island. • Led overall labor efforts for 13 unions to ensure productive workforce and positive working relationships.

Provided overall leadership, strategic direction, and executive oversight for timely realization of targeted business results for US portfolio of strategic initiatives. This included combining of Transmission and Distribution organizations to achieve $3M operational savings, organizational transformation process, change strategies, and employee and leadership development.• Re-engineered Six Sigma organization based on continuous process improvement.• Created Performance Management team that provided performance improvement metrics and scorecards.• Initiated Business Engagement organization responsible for all change management, internal communications, and developed change agent network. • Led Project Office and Strategic Initiatives group that provided direction on all internal process reviews and End-to-End process change.

Delivered overall improvement process for increased productivity of field crews, centralized scheduling, clerical centralization, and performance reporting, leading to an overall $200M operational savings. Sponsor for initiatives that aligned New England and New York work practices and overall facilities reduction plan. Identified and implemented an additional 65 minutes of daily productivity for field crews.

Delivered the overall program of work developed by Project Management into detailed delivery plans, which were optimized against financial, engineering, and resource constraints. Directed, managed, and administered multi-functional departments comprised of 500 employees (i.e. Construction, Stations, T&D, Service, and Technical Services), ensuring high productivity and efficient work practices through the effective utilization of the workforce.• Established, implemented, and maintained a safe working environment within all infrastructure facilities to ensure compliance with existing work standards and safety requirements for the benefit and protection of employees, customers, and the public.• Initiated and responsibilities for Business Continuity Plan, Emergency response, and restoration of one million customers in Southeastern Massachusetts and Rhode Island. • Facilitated and championed labor and union relations in partnership with Human Resources, five trade unions, and 500 employees. • Implemented short- and long-term maintenance programs for the capital infrastructure facilities within the assigned division.• Identified and implemented best practices/new ways of working to drive productivity and performance across the operations workforce.• Established a set of performance measures to drive productivity and ensure customer satisfaction.

Operations Manager (2004-2005)Responsible for delivering the overall operations work plan with direct responsibility for Overhead Operations, Underground Operations, Substation Maintenance, Engineering Design, Fleet Maintenance, Facilities, Property Maintenance, and Scheduling for assigned region. Led overall labor negotiations, Business Continuity Plan initiation and implementation, and overall leadership of workforce in Rhode Island. Operations Planner (2002-2004)Assumed overall responsibility for district in absence of Operations Manager. Responsible for Inventory Operations, Facilities, and Vegetation Management activities for South Shore area. Developed facilities strategy that included closing facilities and maximizing existing work areas. Reduced overall in-stock requirements by over 25% in one-year period. Oversaw storm restoration for district, as well as responsible for 16 divisional teams focused on productivity, communication, community relations, and cultural issues. Instituted training on proper team leadership, issue resolution, and change management associated with implementation.Area Supervisor (2000-2002)Responsible for operation of Overhead Operations, Underground Operations, and Substation groups with direct responsibilities for day-to-day operations. Ensured all projects were completed in a timely, cost effective manner. Oversaw all storm restorations for assigned areas. Assisted in overall development of integration between Eastern Utilities Associates and Massachusetts Electric Company. Developed strategy and negotiated contract focused on maximizing flexibility and productivity.