John (Jack) Gilfeather Email & Phone Number

Corporate-wide effort to convert National Grid’s financial system from Oracle to SAP which required clean-up of the old financial system and clean-up of and modification to the company’s existing work management.• Performed data analysis (MS Access) / cleaned-up 80% of open work orders • Developed training materials to educate 350 users on the work management system.• Conducted over 20 formal training sessions on above with 99% approval rating.• Supported user group during and after roll-out of the modified systems via help lines. National Grid sold its gas and electric properties to Liberty Utilities. Liberty decided to continue using a number of National Grid computer systems for up to one year while integrating the data into a bundle of planned systems. • Served as liaison for the gas business unit; identified requirements to support this plan.• Developed MS Access queries to provide Liberty with base-line work management data.• Managed system access requirements and provided periodic reports on same. • All Liberty requirements were successfully achieved, on schedule. Regulatory Support Initiatives• Managed the development of all documentation to support recovery of expenditures via a rate increase for both the 2010 Massachusetts and New Hampshire rate cases. Managed time lines over a 4-week period for 600+ rate case data responses to regulator questions; edited, approved and submitted same. Both rate cases produced excellent ROI for National Grid.• Created a process to develop periodic filings for temporary leak repair work in customer premises to avoid significant regulator fines; analyzed over 40,000 field orders and produced the required semi-annual reports for the Department of Public Utilities over an 18-month period. New process eliminated significant clerical work for field supervisors enabling them to focus on field issues.

Waltham, Ma

Managed a staff of up to 32 to process orders and schedule the installation of new mains, services, and meters. Lead and facilitated multiple, cross-functional process improvement teams which streamlined a number of processes such as resource allocation, scheduling and credit reviews Streamlined processes reducing processing time and increasing productivity by over 40% for new customer requests for gas service.Oversaw the processing of approximately $12M annual customer contributions for new installations.Managed New England Growth Capital Budget of over $40M to ensure that the ratio of capital expenditures to gross profit margin met performance standards. Met, and in most cases exceeded, these performance standards.Headed up a multi-region Customer Satisfaction team. Lead the effort to develop a process for identifying not only the nature of problems noted by customer comments on the satisfaction survey but the portion of the organization where the problem originated. This approach resulted in a gain of 5 to 6% in satisfied ratings and consistent achievement of annual satisfaction targets of 89 to 90%.

Various In Eastern Massachusetts

Managed multiple Commercial and Residential sales groups (6-18 individuals), selling natural gas conversions, new construction projects and new use applications to existing customers. Calculated monthly commissions and managed a residential conversion burner installation program for 2 years. Consistently exceeded sales goals by coaching sales skills in the classroom and field and identified unique and creative ways to overcome customer objections. Personally closed a deal that had been in negotiations for 3 years prior to my involvement. This contract generated over $4mm in annual revenue.

West Roxbury, Ma

Managed multiple groups within the Boston Gas Company's Engineering Department. These gruops ranged in size from 10 to 40 individuals. Responsibilities included negotiating reimbursements from state and federal agencies for work done in conjunction with the Big Dig, testifying before state agencies on issues associated with the design of the company's pipeline network design and performance and managing the company's drafting and mapping group as it prepared to migrate from manual to automated drafting.Saved the company $15mm annually related to an alternative method of calculating property tax obligations by developing a plan to counter one municipality's proposed approach.

Master Of Business Administration (Mba), Business Administration And Management, General

Bachelor'S Degree, History